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Focused Performance
Presented by

Lou Russell

for Russell Martin & Associates
(317) 475-9311
@nolecture
info@russellmarti...
Agenda
WHY
DECIDE
DEFINE
MANAGE

Page 1

Are We Working on THIS?
How to Spend Your Time

The Projects
Growth

© Russell Ma...
Learning Objectives
This workshop will guide and help the Operations Department Heads balance
tactical and strategic work ...
WHY Are We Working on THIS?

•
•
•
•
•
•

Page 3

Start with the Business
Prioritize Strategic Initiatives
Prioritize Proj...
Start with the Business
MISSION:

VALUES:

Page 4

1 (High) to 10 (Low)

The Priority IS

© Russell Martin & Associates ww...
Start with the Business
We ignite, affirm and sustain learning in self and others.

VERBS:

Page 5

NOUNS:

© Russell Mart...
Start with the Business

Page 6

© Russell Martin & Associates www.russellmartin.com
Start with the Business

Page 7

© Russell Martin & Associates www.russellmartin.com
Strategic Initiatives

Page 8

© Russell Martin & Associates www.russellmartin.com
Prioritize Strategic Initiatives
High Cost / Low Return

High Cost / High Return

Low Cost / Low Return

Low Cost / High R...
Prioritize Project Responsibility
Initiatives, Projects,
Processes Needed

1Q

1Q

1Q

1Q

2Q

2Q

2Q

Project

Business S...
Determine Key Accountabilities
Your Top 3 Key
Accountabilities for
2014

1.
2.
3.

Project Sponsor (max 5 hrs per week)

K...
Key Accountabilities Example

Page 12

© Russell Martin & Associates www.russellmartin.com
Measure What You Value

Page 13

© Russell Martin & Associates www.russellmartin.com
Measure What You Value
Business Strategy

Measurement /
Dashboard

Page 14

© Russell Martin & Associates www.russellmarti...
DECIDE How to Spend Your Time
Clearing the Head Trash:
List 5 things on your to-do list (that you aren’t doing right now):...
Prioritize the Day
TERM

1.

If you CANNOT finish it in less
than four hours
uninterrupted...

2.

If you need anyone else...
DEFINE the Projects
START

Define

initiate

Plan

plan

Manage

monitor/
execute

1. Set Business
Objectives

1. Determin...
1. Describe the problems experienced on the project by entering on
this line the emotion you felt: __________.
Rank the in...
The Lifecycle of a Project
Success!
Unenlightened optimism
Enthusiasm

Dawning pessimism

Enlightened optimism
Time

Page ...
Templates

Page 20

© Russell Martin & Associates www.russellmartin.com
Project
Sponsor
Provides status reports to stakeholders
Assigns tasks to people
Determines the business objectives
Determi...
Establish Scope
Stakeholder (role not person)

Inputs: Information needed
(GETS)

Outputs: Deliverables
(GIVES)

Project S...
What’s Not Right?
Crew

Fast and
accurate
orders

Operational
content
Draft guide

Positive
customer
Operations experience...
Document Risks
Overall Project Risk from YOUR TEAM’s Perspective
Average:
Size - How “big” is this project or
how long wil...
Document Risks
Risk > 5: Mitigation

H = High
M = Medium

Risk Factor Likelihood

Impact

Action:
Proactive

Action:
React...
Develop Project Objectives
Your Promise to the
Project Sponsor and Customer

System Objectives

Page 26

Product/Service
O...
Establish Communications Plan
• Who will receive status reports
and how?
• How will you proactively build
engagement for t...
Establish Decision Making Plan
Governance
• Who will have final approval of
(which) deliverables?
• Who will be able to ch...
Transition to LIVE (a Project)!
Create a Project Plan to determine:
 Owner of Process
 Training
 Documentation
 Testin...
MANAGE Growth

Project

Task
Owner

Due

Comments

VolDay

Finalize
charity

Tai

Lou

6/8/13

Email
results

VolDay

Revi...
Strengths, Opportunities and Team
BEHAVIOR and MOTIVATORS

BELIEVE IN
YOURSELF

Page 31

• No Right or Wrong Profile
• No ...
Four Behavioral Dimensions
Tasks
COMPLIANCE
Response to policies and
procedures set by others

Approach to problems

STEAD...
Descriptors of Your Happy Place

Energy
Line

Page 33

© Russell Martin & Associates www.russellmartin.com
DISC Behavioral Dimensions Summary
Dominance

Influence

Steadiness

Compliance

Behavioral
Dimension

How one solves
prob...
Adapting Your Style
Adapting is choosing a different response because you want to
meet the needs of a situation NOT preten...
Graphs

Page 36

© Russell Martin & Associates www.russellmartin.com
Interacting with Other Styles
Choose to
adapt
temporarily
rather than
permanently
pretend to be
what you are
not

Page 37
...
Adapting Your Style to Others
D

I

S

C

Looking for

Results

The “experience” & being liked

Security & acceptance

Inf...
Other pages to check out
•
•
•
•
•
•
•

Page 39

General Characteristics
Value to the Organization
Communication Tips
Perc...
A Team Makes A Whole Brain

Page 40

© Russell Martin & Associates www.russellmartin.com
Workplace Motivators

I don’t have an attitude problem. You have a perception problem.
- Scott Adams (Dilbert)

Page 41

©...
Values Impact Our Attitude
Theoretical

I will use my cognitive ability to understand, discover &
systemize the truth

Uti...
Your Personal Motivators Ranking

Page 43

© Russell Martin & Associates www.russellmartin.com
Motivators

Page 44

© Russell Martin & Associates www.russellmartin.com
Norms and Comparisons

Page 45

© Russell Martin & Associates www.russellmartin.com
Team Motivators: Example

Page 46

© Russell Martin & Associates www.russellmartin.com
How Can I Get More Help?
At www.russellmartin.com:
•Purchase books

•Get our LEARNING FLASH e-zine for more tips
and tools...
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Focused performance

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Let’s face it; working in today’s world of work can mean days in chaotic, fast-paced, time- and resource-strained organizations. This course is designed for busy leaders who need checklists and tools to drive the success of their market with minimal investment of time and budget.

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Focused performance

  1. 1. Focused Performance Presented by Lou Russell for Russell Martin & Associates (317) 475-9311 @nolecture info@russellmartin.com www.russellmartin.com © Russell Martin & Associates www.russellmartin.com
  2. 2. Agenda WHY DECIDE DEFINE MANAGE Page 1 Are We Working on THIS? How to Spend Your Time The Projects Growth © Russell Martin & Associates www.russellmartin.com
  3. 3. Learning Objectives This workshop will guide and help the Operations Department Heads balance tactical and strategic work to drive results for McDonalds and for the owners by learning how to: Map the company strategy to the prioritization of projects and job processes. Prioritize the work to focus on what to complete each day. Differentiate between project management and job process work. Drive accountability through portfolios, eliminating redundant and repeated work.  Define the roles of the Project Manager, Project Sponsor, and other key stakeholders on a project.  Effectively sponsor a project through clear communication and governance.  Create a Project Charter to ensure that all projects are driving clear value to the business.     Page 2 © Russell Martin & Associates www.russellmartin.com
  4. 4. WHY Are We Working on THIS? • • • • • • Page 3 Start with the Business Prioritize Strategic Initiatives Prioritize Project Responsibility Determine Key Accountabilities Prioritize the Day Measure What You Value © Russell Martin & Associates www.russellmartin.com
  5. 5. Start with the Business MISSION: VALUES: Page 4 1 (High) to 10 (Low) The Priority IS © Russell Martin & Associates www.russellmartin.com The Priority SHOULD BE
  6. 6. Start with the Business We ignite, affirm and sustain learning in self and others. VERBS: Page 5 NOUNS: © Russell Martin & Associates www.russellmartin.com
  7. 7. Start with the Business Page 6 © Russell Martin & Associates www.russellmartin.com
  8. 8. Start with the Business Page 7 © Russell Martin & Associates www.russellmartin.com
  9. 9. Strategic Initiatives Page 8 © Russell Martin & Associates www.russellmartin.com
  10. 10. Prioritize Strategic Initiatives High Cost / Low Return High Cost / High Return Low Cost / Low Return Low Cost / High Return Cost Return Page 9 © Russell Martin & Associates www.russellmartin.com
  11. 11. Prioritize Project Responsibility Initiatives, Projects, Processes Needed 1Q 1Q 1Q 1Q 2Q 2Q 2Q Project Business Strategy Project Manager 3Q Page 10 3Q © Russell Martin & Associates www.russellmartin.com 3Q 3Q 2Q
  12. 12. Determine Key Accountabilities Your Top 3 Key Accountabilities for 2014 1. 2. 3. Project Sponsor (max 5 hrs per week) Key Accountabilities • • Provide governance on project management and other deliverables – final proof and approval. Negotiate any changes in scope, time, budget or quality when needed. Project Manager (max 30 hrs per week) Key Accountabilities • Build an actionable, draft Project Charter by asking good questions and listening. • Work with Customer to build a Project Schedule (One Task, One Name, One Date) working back from their committed delivery date, using that as a dashboard to keep the project moving forward. Will include issues resolution. Project Coordinator (max 15 hrs per week) Key Accountabilities • Provide a second set of eyes and ears to gather requirements, anticipate risks and navigate politics so that • • Page 11 the three initiatives stay on track and are successful. Provide a sense of urgency and continue to push to hit aggressive dates. Work in the ‘shadows’ collaborating with PM on messaging and supporting her with documentation and tracking work. © Russell Martin & Associates www.russellmartin.com
  13. 13. Key Accountabilities Example Page 12 © Russell Martin & Associates www.russellmartin.com
  14. 14. Measure What You Value Page 13 © Russell Martin & Associates www.russellmartin.com
  15. 15. Measure What You Value Business Strategy Measurement / Dashboard Page 14 © Russell Martin & Associates www.russellmartin.com
  16. 16. DECIDE How to Spend Your Time Clearing the Head Trash: List 5 things on your to-do list (that you aren’t doing right now): 1. 2. 3. 4. 5. Page 15 © Russell Martin & Associates www.russellmartin.com
  17. 17. Prioritize the Day TERM 1. If you CANNOT finish it in less than four hours uninterrupted... 2. If you need anyone else’s help… 3. If it has been on your to-do list for more than one month… 4. If you are unsure how to measure DONE… DEFINITION TASK (sometimes called ACTIVITY) A unit of work, has a beginning and end On your Daily To-Do List PROJECT A collection of tasks, has a beginning and end On a Project List PROCESS A collection of tasks that repeat over and over (never end) with a dedicated staff On your calendar Daily Uninterrupted Time: Page 16 © Russell Martin & Associates www.russellmartin.com
  18. 18. DEFINE the Projects START Define initiate Plan plan Manage monitor/ execute 1. Set Business Objectives 1. Determine Milestones 2. Establish Project Scope 2. Schedule Task 2. Provide Dependencies status and feedback 3. Adjust for Resource 3. Leverage Dependencies Governance 3. Set Project Objectives 4. Mitigate Risks 5. Establish Constraints 6. Plan communications 1. Control work in progress 4. Create budget 4. Resolve conflict 7. Establish Governance Plan Page 17 © Russell Martin & Associates www.russellmartin.com Review close END 1. Close the project 2. Turn over deliverables 3. Hold Project Review 4. Celebrate accomplishments Dare to Properly Manage Resources!
  19. 19. 1. Describe the problems experienced on the project by entering on this line the emotion you felt: __________. Rank the intensity of that emotion (1 = low, 10 = high): _____. 2. What factors contributed to your feelings about the problems? 3. Describe the successes experienced on the project by entering on this line the emotion you felt: __________. Rank the intensity of that emotion (1 = low, 10 = high): _____. 4. What factors contributed to your feelings about the successes? Page 18 © Russell Martin & Associates www.russellmartin.com
  20. 20. The Lifecycle of a Project Success! Unenlightened optimism Enthusiasm Dawning pessimism Enlightened optimism Time Page 19 Pre-completion panic Adapted from Robert Lewis’ book Bare Bones Project Management © Russell Martin & Associates www.russellmartin.com
  21. 21. Templates Page 20 © Russell Martin & Associates www.russellmartin.com
  22. 22. Project Sponsor Provides status reports to stakeholders Assigns tasks to people Determines the business objectives Determines the project objectives Recommends what to do when money, time or quality are threatened • Decides what to do when money, time or quality are threatened • • • • • Page 21 Project Manager ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ © Russell Martin & Associates www.russellmartin.com
  23. 23. Establish Scope Stakeholder (role not person) Inputs: Information needed (GETS) Outputs: Deliverables (GIVES) Project Sponsor Page 22 © Russell Martin & Associates www.russellmartin.com
  24. 24. What’s Not Right? Crew Fast and accurate orders Operational content Draft guide Positive customer Operations experience Standards Restaurant Shift Managers Page 23 Final approval E-Learning Draft guide Budget and due dates Updates due to NABIT op changes Draft review Project status Spanish Guide Operations Subject Matter Experts Project Sponsor © Russell Martin & Associates www.russellmartin.com Subject Matter Experts
  25. 25. Document Risks Overall Project Risk from YOUR TEAM’s Perspective Average: Size - How “big” is this project or how long will it take relative to 1–3 others you have done? 4–6 Rated 1(small) - 10(large) 7–8 Structure - How stable are the requirements? Rated 1(fixed) - 10(undefined) 9 – 10 Technology - How understood is the technology and procedures? Rated 1(old) - 10(new) Page 24 © Russell Martin & Associates www.russellmartin.com Wing this project Do a quick project charter, high level project plan + Block regular project management time + Block frequent time, clear your schedule and plan NOW to cut the scope
  26. 26. Document Risks Risk > 5: Mitigation H = High M = Medium Risk Factor Likelihood Impact Action: Proactive Action: Reactive Project L sponsor gets transferred H Name backup to the PM Install backup Part-time M resources not available when needed H Build schedule early Outsource work Page 25 © Russell Martin & Associates www.russellmartin.com L = Low
  27. 27. Develop Project Objectives Your Promise to the Project Sponsor and Customer System Objectives Page 26 Product/Service Objectives Cost / Revenue Related Objectives © Russell Martin & Associates www.russellmartin.com Learning / Performance Related Objectives
  28. 28. Establish Communications Plan • Who will receive status reports and how? • How will you proactively build engagement for the results of the project (change messaging)? Page 27 © Russell Martin & Associates www.russellmartin.com
  29. 29. Establish Decision Making Plan Governance • Who will have final approval of (which) deliverables? • Who will be able to change: o Scope / Requirements o Budget o Timeline Page 28 © Russell Martin & Associates www.russellmartin.com
  30. 30. Transition to LIVE (a Project)! Create a Project Plan to determine:  Owner of Process  Training  Documentation  Testing  Cut Over  Ongoing Dashboard Page 29 © Russell Martin & Associates www.russellmartin.com
  31. 31. MANAGE Growth Project Task Owner Due Comments VolDay Finalize charity Tai Lou 6/8/13 Email results VolDay Review with Sponsor Tai Lou 6/12/13 Needs approvals VolDay Establish messaging needed Tai Jo 6/15/13 Invite employees Tai Maria 6/15/13 VolDay Page 30 Project Manager VolDay Allows you to sort by date, task manager, or completed. Task Finalize Caterer Tai Brittney 6/18/13 © Russell Martin & Associates www.russellmartin.com Complete
  32. 32. Strengths, Opportunities and Team BEHAVIOR and MOTIVATORS BELIEVE IN YOURSELF Page 31 • No Right or Wrong Profile • No Good or Bad Profile • Does not measure - Intelligence Ethics Skill or ability Potential © Russell Martin & Associates www.russellmartin.com
  33. 33. Four Behavioral Dimensions Tasks COMPLIANCE Response to policies and procedures set by others Approach to problems STEADINESS INFLUENCE Pace of environment you prefer CAUTION DOMINANCE Influencing others to your point of view SPEED Relationships Page 32 © Russell Martin & Associates www.russellmartin.com
  34. 34. Descriptors of Your Happy Place Energy Line Page 33 © Russell Martin & Associates www.russellmartin.com
  35. 35. DISC Behavioral Dimensions Summary Dominance Influence Steadiness Compliance Behavioral Dimension How one solves problems, meets challenges and handles tasks How one influences people How one responds to the pace of their environment How one responds to rules and procedures set by others Descriptors Ambitious Forceful Decisive Direct Independent Challenging Expressive Enthusiastic Friendly Demonstrative Talkative Stimulating Methodical Systematic Reliable Steady Relaxed Modest Analytical Contemplative Conservative Exacting Careful Deliberate Characteristics Need to direct Challenge Desire to win Direct Communication Risk-taker Need to interact Need to be liked Likes to be involved Need to serve Loyal Patient, relaxed Long-term relationships Closure Need for procedures Follows “the book” Strives for perfection Precise, attentive to detail Value on a team Results-oriented Self-starter Forward looking Challenge-oriented Competitive Challenges status quo Motivates others Creative problem solving Team player Sense of humor Negotiates conflict Dependable team worker Great listener Patient and empathetic Logical thinker Will finish tasks started Loyal, long-term relationships Objective thinker Conscientious Maintains high standards Task-oriented Diplomatic Pays attention to details Page 34 © Russell Martin & Associates www.russellmartin.com
  36. 36. Adapting Your Style Adapting is choosing a different response because you want to meet the needs of a situation NOT pretending to be someone else all the time. Page 35 © Russell Martin & Associates www.russellmartin.com
  37. 37. Graphs Page 36 © Russell Martin & Associates www.russellmartin.com
  38. 38. Interacting with Other Styles Choose to adapt temporarily rather than permanently pretend to be what you are not Page 37 © Russell Martin & Associates www.russellmartin.com
  39. 39. Adapting Your Style to Others D I S C Looking for Results The “experience” & being liked Security & acceptance Information & accuracy Dislikes Indecision Routine Insensitivity Unpredictability Body Language Strong Handshake Keep your distance Direct eye contact Sit next to Smile, relax and have fun Friendly eye contact Relaxed, calm Methodical, small gestures Friendly eye contact Sit across from Firm posture Direct eye contact Seat Position Across from Next to To the right or left of desk/table Across from Tone of Voice Direct Fast Pace Modulations Fast pace and enthusiastic Warm, soft, calm Steady, slow pace Controlled and direct Slow pace, precise Words/Content Challenge, Win Results Lead the field Bottom line Fun I feel Exciting Picture this Step-by-step Guarantee or promise Think about it. Take your time. Here are the facts The data show . . . Proven Take your time; No risk. Communication Do’s Brief and to the point Create idea ownership in them Let them determine how to do it Be optimistic Show how actions involving people will create change Enthusiastically approach new ideas Allow time for thought Prioritize actions and set deadlines Allow for incremental change Allow enough time to do the job right Provide clear expectations and deadlines Praise for doing job right Communication Don’ts Talk with not action Be chatty Assume they heard what you said Personal criticism Not involving them Being curt or cold Pressure or rush the decision Promise power or greater independence “Just do it” Page 38 © Russell Martin & Associates www.russellmartin.com Say: “You were wrong.” “I’ll know it when I see it” directions
  40. 40. Other pages to check out • • • • • • • Page 39 General Characteristics Value to the Organization Communication Tips Perceptions Low Behaviors Time Wasters Areas for Improvement © Russell Martin & Associates www.russellmartin.com
  41. 41. A Team Makes A Whole Brain Page 40 © Russell Martin & Associates www.russellmartin.com
  42. 42. Workplace Motivators I don’t have an attitude problem. You have a perception problem. - Scott Adams (Dilbert) Page 41 © Russell Martin & Associates www.russellmartin.com
  43. 43. Values Impact Our Attitude Theoretical I will use my cognitive ability to understand, discover & systemize the truth Utilitarian Every investment I make will have a greater return in time and/or resources Aesthetic I will enjoy and experience the beauty around me & allow it to mold me into all I can be Social I will invest self in time and resources in helping others to achieve their potential Individualistic I want to advance to the highest position in life & gain the greatest power Traditional I will pursue the highest meaning in life Page 42 © Russell Martin & Associates www.russellmartin.com
  44. 44. Your Personal Motivators Ranking Page 43 © Russell Martin & Associates www.russellmartin.com
  45. 45. Motivators Page 44 © Russell Martin & Associates www.russellmartin.com
  46. 46. Norms and Comparisons Page 45 © Russell Martin & Associates www.russellmartin.com
  47. 47. Team Motivators: Example Page 46 © Russell Martin & Associates www.russellmartin.com
  48. 48. How Can I Get More Help? At www.russellmartin.com: •Purchase books •Get our LEARNING FLASH e-zine for more tips and tools •Find out about workshops, webinars, elearning and virtual alumni communities •www.russellmartin.ning.com @nolecture Page 47 © Russell Martin & Associates www.russellmartin.com

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