This was a presentation given by People SIG Chair, Russel Jamieson and fellow committee member Eleri Evans to an audience of APM members and guests, as well as HMRC employees in Newcastle. The APM People SIG (specific interest group) joined together with APM North East branch and APM corporate member HMRC to bring local members and guests an event on 18th May 2015 which provided an overview of the SIG's recently completed module on collaboration. This module links collaboration with ‘negotiation’ and ‘teamwork’. For the latter it explores synergies within the team and inside the individual’s brain… following on from this, the module examines how to overcome resistance; especially when forming teams using a dozen ‘principles’ (success factors) backed up with tools and simple steps.

1. Collaboration
What’s in it for me…?
(a taster session)
Eleri Evans MAPM MBA FILM CIPD MIOD
Russel Jamieson RPP FAPM

2. Collaboration – We will cover…
 Today is very much a ‘taster session’ of what would be elaborated
on in a half or full day session
 Break-out groups so be prepared to contribute and challenge on:
– Types of collaboration
– Why to collaborate?
– What to collaborate on?
– How to collaborate?

4. To work in
combination [OED]
a recursive process where two or
more (organisations) work together to
realise shared goals [Wikipedia]
…this is more than the
intersection of common
goals seen in co-operative
ventures, but a deep,
collective determination to
reach an identical
objective.

5. Stakeholders in a collaboration model
A stakeholder is anyone who…
© David Strauss, author ‘How to make collaboration work’

6.  2.1.6 Negotiation
– Collaborative negotiation seeks to create a ‘win-win’ scenario where all
parties involved get part or all of what they were looking for from the
negotiation. This approach tends to produce the best results, helps build long-
term relationships and minimises the opportunity for conflict.
 2.1.7 Teamwork
– [General] Collaborative groups share information, insights and perspectives,
supporting each other to do their job better, but the focus is on each
individual’s performance and accountability.
– [Programme Management] The levels of responsibility of the team members
may mean that a collaborative working group approach is more relevant.
– [Portfolio Management] Collaborative and co-operative working within the
portfolio with a shared vision of the strategic objectives should also be
encouraged.
APM’s ‘BoK 6’ on Collaboration

7. Collaboration generally requires...
 Synergy
– Within a team or goal-focused enterprise
 Sublimation of individual goals in favour of team
goals
 Alignment of co-dependent separate goals
– Within YOU, synergy between:
 Left brain - digital, verbal, logical, linear
 Right brain - visual, patterns, intuitive, creative
The 7 habits of highly effective people
[Stephen Covey]:
Habit 6 - Synergise (Win/Win)
• Respectful communication
• All parties give and take
• Valuing the differences, as those are what build the shared
strength

8. Personal collaboration may require...
 Putting aside some element of individual...
– Recognition
 You might have to ‘share the glory’
– Satisfaction
 Where a collaborative outcome is shared,
someone else’s part must be respected
– Changing the rules
 You have to consult & maybe compromise
on the outcome

9. Enterprise collaboration will require...
 Appetite / need for change or improvement
 A responsive open-minded culture
– Led by project leaders & stakeholders
 Top-down buy-in / bottom-up energy
 Some new stuff…
– Software
– Training
– Time invested

10. Session A – Your Own Environment
1. Consider your own place of work
2. How collaborative is it?
3. Would you want to change that…?
4. How could collaboration be enhanced?
– Practical measures?
– Timescale?
– How will you measure it?

11. Session A – Examples of Resistance
1. Agreement in meeting – leave the meeting and do the opposite
2. PM’s hanging on to resources and not releasing for
other projects as they are good and they don’t
believe they will be returned if needed in the future
3. When other people in the team get promoted and you
believe they have done less than you, or taken
your ideas and presented them as their own
4. When redundancies and/or major change is
in the picture

12. Session A – Your Own Environment
 What did we find?

13. What Hinders the Building of
Collaboration?
 Non-collaborative organisation culture
– e.g. Silos
 Fear, uncertainty and doubt
 E-mail!
– Forces a one-shot response
– Hangs around forever!
– “E-mail is where knowledge goes to die!”
 Bill French founder Global Technologies Corporation & Apple guru
 + Your findings…!

14. Session B - What Hinders the Building
of Collaboration?
 What one thing could change in your
organisation to facilitate better
collaboration?

15. Session B – What Hinders the Building
of Collaboration?
 What did we find?

16. Overcoming resistance
 Manager Resistance
It's not a priority 30%
Uncertain about tangible ROI 25%
Uncertain about meeting business objectives 25%
Company culture not supportive 20%
© Chess Media Group
• Lack of education about benefits
• Core business comes first
• Get key people on side first
• Show how collab. helps core
• 40% reduced Operational costs
• 52% quicker to access experts
• Revenue up 18%
• Comms costs down 60%
(c) McKinsey
• Start with the business issues
• Tools come later
• You will HAVE TO address this first!
• Consider ‘piloting’ as soft start
• Why spend this money?
• Show me tangible benefits…
• Just another tool to support
• Lose focus on core business
• Our company culture is competitive /
fragmented / noncommunicative

17. Overcoming resistance
 User Resistance
Users don't want to learn new technology 33%
Users say they don't have time 32%
Users are already overwhelmed by existing
tech. platforms 24%
© Chess Media Group
• I just want to do my job (the way I do)
• What I do now works OK
• This is not about technology…
• You will get better results faster
• Where are you spending most time
now?
• What 2 or 3 things would you speed
up if you could?
• What doesn’t get done ‘till last?
• This is not about systems
• We can roll out in phases
• We are busy enough as it is
• I don’t have time for new training…
• Yet another system to learn…
• We already have too many systems

18. Overcoming resistance
 IT Resistance
© Chess Media Group
• We know what’s best for the Co.
• What we do now works OK
• Explain how collab. tools will help
• Ask why it’s NOT an IT priority
• Large & heavily regulated orgs do it
• Not necessarily use just IT resources
• We can roll out in phases/pilots
• New platforms carry security threats
• We are stretched enough as it is
• Will we need to delay other projects?
It's not a priority 24%
There are security issues or threats 20%
There is no resource to implement it 18%
There is no budget 18%
• Who will pay for implementation?
• CAPEX vs OPEX argument
• Increased efficiency will recoup cost
…and of course beware…

19.  Ask the questions:
– What is it about this initiative that you are against?
– Do you believe [employee/team] collaboration is important?
– Do you see any areas of improvement [through more collaboration]
that you think we can turn into opportunities?
– If you were leading this [co./team] what would you say or do to
foster collaboration?
– What would make you feel more comfortable with moving towards
greater collaboration?
Overcoming resistance to collaboration

20. Session B – Start-up & momentum
1. OK, you now plan to enhance
collaboration at your workplace…
2. How will you…
– Initially engage colleagues/IT/Mgmt?
– Maintain momentum & ‘the buzz’
– What’s your communication plan?
 If it doesn’t work, is there a…
back out plan?

21. Stakeholders in a collaboration model
A stakeholder is anyone who…
© David Strauss, author ‘How to make collaboration work’

22. Session B – Start-up & Momentum
 What did we find?

23. RACI: a Collaboration Model
ResponsibleThe job role that does the work
to produce the product/task.
Responsibility can be
delegated.
AccountableThe job role that is ultimately
answerable for the product, or who
signs it off. There must always be
ONE and it cannot be delegated.
ConsultedThose whose opinion or expertise is
sought during production of the task.
It’s a 2-way communication
Informed
Those who are kept up-to-date on
progress or aspects of the task.
TASK
Roles that provide effort
to complete the task.
Supports

24. Relationships in a RASCI Model
Responsible
Accountable
ConsultedInformed
Supports
Clear & agreed
consulting plan
Agreed updates
timetable
Agreed resource
commitment
Clear deadlines
& scope of work
Clear requirements,
deadlines & scope
of work

25. RASCI examples

26. RASCI examples

27. Activity title Activity Description Outcome R A S C I
1 Specification Specify Report structure, contents & style Full specification TL CD KB TW
2 Research Research sources of information for report Source list TL All CD
3 Production Produce 1st
draft TL TL CD KB
Activity title Activity Description Outcome Owner R A S C I
3 1st
Draft Produce 1st
draft By 1 Sep 2005 T Lyons    
4 Reviews Review of 1st
draft By 7 Sep 2005 C Devereux
T Lyons
Reviewers
 





    
Activity title Activity Description Outcome
TLyoms
CDevereux
FSmith
FDomineaux
JAndersonI
3 1st
Draft Produce 1st
draft By 1 Sep 2005 R A
4 Reviews Review of 1st
draft & comment By 7 Sep 2005 R A C S S
5 Completion Modify & create final issue 15 Sep 2005 R A S
6 Issue Publish final issue 17 Sep 2005 R A I S
RASCI examples

28.  Multiple Accountables…
 Multiple Responsibles...
 Being Accountable and Responsible
 Confusing Consult with Inform
 Failing to Consult or Inform
 Communicating too much!
 Not agreeing all roles in advance!
 Shelfware – set and forget!
What Often Goes Wrong…

29. When is Collaboration Most Needed?
 Bruce Wayne Tuckman’s model for team
development

31.  CULTURE CULTURE CULTURE
 Are [most] stakeholders aligned?
 Do you understand what is at stake? The ROI?
 Are any software tools & resources:
– Researched and fit for purpose?
– In place & tested [UAT / UCT]?
– Trained to relevant stakeholders?
 How will you measure whether it is working?
Plan for Collaboration – Enterprise-wide

32.  WORKSHOP it !!
– What are the goals?
– Each person in the room in turn…
 Who are you? What is your interest in this….?
 What are you working on now or recently that is
relevant?
 Who else do you know who is also…?
 What do these goals mean for you?
 Are you apprehensive about anything to do with
this? How can we defuse that?
Plan for Collaboration – by Project

33.  Nuts’n’bolts
– If we are going to work on elements of this
together…
 Who will be Accountable, Responsible etc…?
 How will we communicate? What tools?
 Meet when?
 When must we produce the deliverable(s)?
 How will we convey any concerns or issues?
 Ensure everyone wins / shared goals
 Are we all OK with the tools/environment?
Plan for Collaboration – by Team

34. Current Systems/Tools Include:
…any thoughts on
any of these?
Anyone using any
of them?

35. Framework for System Feature Adoption
Stage 4
Best Practice
• Develop/execute best
practices
• ‘Ideation’ – feedback,
ideas
• ‘Collaboration 2’
Stage 3
System Integration
• ERP, CRM, HR, Accts
etc.
• Any remaining
features
• Metrics?
Stage 2
Additional Features
• Project Management
• Task Management
• Shared calendars
• Collab.file creation,
sharing & storage
Stage 1
Initial Features
• Single Sign-On
• Rich profiles
• Activity feeds
• Search
VALUE GENERATED
• Saved time with SSO
• Initial adoption spike
• Find/connect employees
• Contributed ideas
• Peer help easier
• Serendipity effect
emerges
VALUE GENERATED
• Improved comms
• Reduce duplication
• Work starts to align
• Data retrieval/sharing
• Serendipity strengthens
• Increased adoption
• Peers influence shape
• Increased Exec insight
VALUE GENERATED
• Improved work context
• Single Source of Truth
• Processes improve
• Exec insights improve
• Horizontal & vertical
communication now
possible
VALUE GENERATED
• Employee-shaped
future of collab.
• Successes replicated
• Failures minimized
• Resource base created
• Standardization
• Strategy alignment
• Innovation encouraged
© Chess Media Group

37.  Recent 3-year Study
 Analysis of 60 entrepreneurs who were starting their own
businesses
 The ‘Gold Group’ – the most successful entrepreneurs, are more
considered, collaborative , thoughtful, best at working with others
 96% were successful in applying for finance
– The ‘Bronze Group’ had lowest scores in collaboration
 60% were successful in applying for finance

38. This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events