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2011 Program Management            Challenge            Developing High           Performance TeamsPresenters:Bobby Watkin...
AgendaOverviewProgram/Project Problem ResolutionAnatomy of a High Performance Team  – The Importance of Teams  – Team Buil...
High Performance Teams           Overview• Developing strong teams and relationships  within the team are major components...
Six Step Problem Solving Process Act                            Plan               1. Identify/               Select      ...
Blue Print Tools• Team Building  – Fostering collaboration through “team    building” is the key component for    effectiv...
Team Building Components•   Purpose•   Structure•   Motivation•   Dynamics•   Communication•   Respect for members•   Feed...
High Performance Teams            Leadership• Effective leaders first gain an  understanding of the context of their  orga...
High Performance Teams              Leadership• Characteristics  –   Use different leadership styles  –   Define and focus...
Who Touches the Process?•   Process Owner•   Professional staff who do the work•   Technical staff who do the work•   IT r...
For TeamEffectiveness…….
A Team Facilitator Who:–   Consults (Knows when to shut up)–   Focuses the Team–   Encourages Initiative–   Shares Tasks &...
Team Members Who:•   Care•   Take Responsibility•   Freely Offer Ideas & Talents•   Encourage the Ideas & Talents of Other...
Meeting Ground Rules•   1.   Respect Each Other•   2.   Share Responsibility•   3.   Criticize Ideas Not People•   4.   Ke...
High Performance Teams       Balanced Results   Processes implemented to  maximize program and project    efficiency with ...
Obtaining Team Balance• What do you need to be able to do?  –   Create a Blue Print  –   Know the Environment  –   Determi...
Ten Reasons to Use Teams(Besides getting the boss  off the hook on tough        decisions)
1. Reduces Stress and Politics• Boss does not have to be all knowing• Vastly increases the data used for  decision making•...
2. Reduces Bureaucracy• Communication among units immediate• Assignments made and completed outside  of “chain of command”...
3. Creates Fun and Energy• Group commitment to each other pushes  things forward• People bond when on a well defined  miss...
4. Consensus Can Happen• Solutions moves forward without sabotage  – Majority rule causes sabotage  – Unilateral decisions...
5. Makes Your Diversity A            Resource• Produces tangible experience of the  advantage of differences• Infects the ...
6. Creates Continuously Improving            Systems• Systematic approaches used by teams  produced systems  – Systems hav...
7. Not Constrained by the            Organization Chart•   Include Suppliers•   Include Partners•   Include Customers•   I...
8. Learning Happens• Transfer of skills, knowledge and point of  view• Innovation results when concepts from  unrelated fi...
9. Puts the “We” in Your               Organization•   Builds relationships across silos•   Communication channels outlive...
10. Produces Better Solutions That     Actually Get Implemented•   All the right egos invested•   Every “gift” can be in t...
Discussion
Dornell.izella
Dornell.izella
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Dornell.izella

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Dornell.izella

  1. 1. 2011 Program Management Challenge Developing High Performance TeamsPresenters:Bobby Watkins NASA Marshall Spaceflight CenterIzella M. Dornell U.S. Department of Commerce 1
  2. 2. AgendaOverviewProgram/Project Problem ResolutionAnatomy of a High Performance Team – The Importance of Teams – Team Building Components – Team Leadership – Team Membership – Obtaining Balance10 Reasons to Use Teams 2
  3. 3. High Performance Teams Overview• Developing strong teams and relationships within the team are major components that enable mission success• Optimizing team performance should be a high priority for an organization’s leadership• A team’s functionality can mean the difference between having the appropriate resources made available or landing on a “high risk” cancellation list 3
  4. 4. Six Step Problem Solving Process Act Plan 1. Identify/ Select Problem 6. Evaluate 2. Analyze the Solution the Problem 5. Implement 3. Generate the Solution Potential Solutions 4. Select & Plan SolutionCheck Do 4
  5. 5. Blue Print Tools• Team Building – Fostering collaboration through “team building” is the key component for effective execution of the organization’s mission, programs and projects – Must realize that people are the foundation for building and nurturing high performing teams 5
  6. 6. Team Building Components• Purpose• Structure• Motivation• Dynamics• Communication• Respect for members• Feedback• Closure 6
  7. 7. High Performance Teams Leadership• Effective leaders first gain an understanding of the context of their organization • Mission • Stakeholders • Constraints • Political environment • Culture 7
  8. 8. High Performance Teams Leadership• Characteristics – Use different leadership styles – Define and focus on goals and objectives – Articulate a strategy for moving forward – Engage employees/team members – Put customers first – Involve key stakeholders – Seize the moment – Communicate, communicate and communicate – Create alignment – Expect the unexpected – Stick with it 8
  9. 9. Who Touches the Process?• Process Owner• Professional staff who do the work• Technical staff who do the work• IT representative• HR representative• Finance representative• Customers & other stakeholders• Suppliers• Benchmarking partner• Somebody with facilitation skills• Somebody who has done a process improvement 10
  10. 10. For TeamEffectiveness…….
  11. 11. A Team Facilitator Who:– Consults (Knows when to shut up)– Focuses the Team– Encourages Initiative– Shares Tasks & Leadership– Trains & Develops– Cultivates Honesty– Cultivates Respect– Coordinates Activities– Motivates the Team– Measures, Measures, Measures– Cultivates Creativity– Runs Interference 12
  12. 12. Team Members Who:• Care• Take Responsibility• Freely Offer Ideas & Talents• Encourage the Ideas & Talents of Others• Focus• Think (till it hurts)• Are Positive• Appreciate & Utilize Diversity• Helps the Leader 13
  13. 13. Meeting Ground Rules• 1. Respect Each Other• 2. Share Responsibility• 3. Criticize Ideas Not People• 4. Keep An Open Mind• 5. Question & Participate• 6. Attend All Meetings• 7. Listen Constructively & Carefully• 8. Be On Time• 9. Make All Points At Meetings – (Not In Parking Lot)• 10. Be Candid & Diplomatic 14
  14. 14. High Performance Teams Balanced Results Processes implemented to maximize program and project efficiency with the “activecooperation” and “buy-in” from the TEAM 15
  15. 15. Obtaining Team Balance• What do you need to be able to do? – Create a Blue Print – Know the Environment – Determine the Leadership – Establish organizational goals/mission focus – Build a functional team • Build relationships • Establish alliances and coalitions • Beware of organizational “land mines” i.e. politics/culture 16
  16. 16. Ten Reasons to Use Teams(Besides getting the boss off the hook on tough decisions)
  17. 17. 1. Reduces Stress and Politics• Boss does not have to be all knowing• Vastly increases the data used for decision making• Process less personal (in good ways)• Personal status and “histories” not part of the process• More objective 18
  18. 18. 2. Reduces Bureaucracy• Communication among units immediate• Assignments made and completed outside of “chain of command”• No need for sequential “clearance” for permission to take next steps 19
  19. 19. 3. Creates Fun and Energy• Group commitment to each other pushes things forward• People bond when on a well defined mission• Brainstorming, creativity and innovation are invigorating• Learning is invigorating• A good facilitator will make sure there is fun 20
  20. 20. 4. Consensus Can Happen• Solutions moves forward without sabotage – Majority rule causes sabotage – Unilateral decisions cause insurrection – Consensus causes the group to “dig deeper” 21
  21. 21. 5. Makes Your Diversity A Resource• Produces tangible experience of the advantage of differences• Infects the organizations culture 22
  22. 22. 6. Creates Continuously Improving Systems• Systematic approaches used by teams produced systems – Systems have monitoring devises – Systems have means of calibrating to changing customer requirements – Systems have input, in-process and output measures – Systems are deployed to standards – Systems can be compared and benchmarked 23
  23. 23. 7. Not Constrained by the Organization Chart• Include Suppliers• Include Partners• Include Customers• Include the Customer you want 24
  24. 24. 8. Learning Happens• Transfer of skills, knowledge and point of view• Innovation results when concepts from unrelated fields meet• There are development opportunities even in a “flat” organization• Hidden talents emerge• Personal growth inevitable 25
  25. 25. 9. Puts the “We” in Your Organization• Builds relationships across silos• Communication channels outlive project• Credit and pride goes far and wide• Supports empowerment• Encourages matrix management 26
  26. 26. 10. Produces Better Solutions That Actually Get Implemented• All the right egos invested• Every “gift” can be in the room• All bases have been touched• Everyone pulling for success• Everyone adapting for success• Lots of folks get credit for success• No put downs 27
  27. 27. Discussion

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