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Project Triage: Redefining Team Dynamics to Support Multiple Projects

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As engineers, we often find ourselves on a team that is supporting multiple projects. When the unexpected happens, it can affect not only the project load but also how a team operates. In these situations, teams must find creative ways of continuing to work and achieve success on their projects. This talk explores how our team adjusted when two key resources became unavailable. We'll look at both the changes in how we supported our project load and how the team had to work together. We'll share how our team members reacted to the new operating mode and address lessons learned.

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Project Triage: Redefining Team Dynamics to Support Multiple Projects

  1. 1. © 2015 by Honeywell International Inc. All rights reserved. Project Triage: Redefining Team Dynamics to Support Multiple Projects Theresa M. Krack & Emily Yu WE15, October 23, 2015 0
  2. 2. © 2015 by Honeywell International Inc. All rights reserved. Agenda/Goals • About us & our perspectives • Stages of Team Formation • Our Redmond STC Team Story - October 2014 - January – April 2015 - May 2015 - September 2015 • Questions 1
  3. 3. © 2015 by Honeywell International Inc. All rights reserved. Theresa M. Krack 2 University of Wisconsin – Eau Claire (2001-2004, B.S.) University of Minnesota – Twin Cities (2005-2006, B.A.E.M.) Electronic Cable Specialists (2007-2009) Carlisle Interconnect Technologies (2009-2013) Honeywell Aerospace (2013-Present) University of Wisconsin – Madison (2012-2014, M.E.M.) Dual Degree Program Online Masters Program CarlisleIT Acquired ECS
  4. 4. © 2015 by Honeywell International Inc. All rights reserved. Emily Yu • Education: Mechanical Engineering - Bachelor: 2002-2006 - Master: 2007-2009 • Employment: Honeywell Aerospace - Minternship: 2001-2002 - Internship: 2002-2006 - Full Time: 2006 – present • Current Roles - Certification Engineer - Structures Unit Member 3
  5. 5. © 2015 by Honeywell International Inc. All rights reserved. Emily Yu • Society of Women Engineers - UofM 2004-2006 - Wisconsin 2006-2013 - Pacific Northwest 2013-Present 4 • Roles Outside of Work: - Youth and Young Adult Ministry - Choir and Praise Team - Translator Theresa Krack • Girl Scouts - Silver Award - Gold Award - Lifetime member • Martial Arts - Judo, Brown belt - Karate, Orange belt - Ju Jitsu, Yellow belt
  6. 6. © 2015 by Honeywell International Inc. All rights reserved. The Stages of Team Formation Image source: http://stargate.mgm.com/view/series/1/index.html 5
  7. 7. © 2015 by Honeywell International Inc. All rights reserved. The key stages to team development & formation 6 Forming Storming Norming Performing Adjourning Image source: http://homemadezombie.deviantart.com/art/Tardis-337462441
  8. 8. © 2015 by Honeywell International Inc. All rights reserved. Forming… 7 Forming Storming Norming Performing Adjourning • Forming: - Team members are polite & positive - Some may be anxious, still uncertain of what the team function is - Others will be excited about working as a team on the forth coming task • Activities & Leadership: - Team leader directs the team - Clear team objectives established - Clear direction provided for individual team members
  9. 9. © 2015 by Honeywell International Inc. All rights reserved. Storming… 8 Forming Storming Norming Performing Adjourning • Storming: - Team members start to push against the established objectives and boundaries - There may be conflict between the natural working style and the directed working style - Team members may challenge leader’s authority or other team member’s positions - There may be a level of discomfort with the model being used - they may feel overwhelmed or resist taking on tasks • Leadership Notes: - Establish Management Operating System (MOS) - Provide conflict resolution and support to team members - Coach team members on roles and team dynamics • Team Activities: - Learn and follow the team MOS - Build trust and positive relationships - Learn about team members work styles and strengths
  10. 10. © 2015 by Honeywell International Inc. All rights reserved. Norming… 9 Forming Storming Norming Performing Adjourning • Norming: - Team members start to resolve their differences - There is a better appreciation and understanding of colleagues’ strengths - Leader’s authority is starting to be respected - Team members ask for help and constructive feedback to keep improving - Stronger commitment to the team goal • Leadership Notes: - Help team members take responsibility for progress towards goal - Lead a team-building activity • Team Activities: - Take ownership of tasks and individual members role in supporting the goal
  11. 11. © 2015 by Honeywell International Inc. All rights reserved. Performing… 10 Forming Storming Norming Performing Adjourning • Performing: - Team is working with little to no friction - Established MOS is working well to support the goal - It feels much easier to be part of the team – and the coming and going of team members has a minimal impact on the team functionality • Leadership Notes: - Delegation of work is key - Focus can transition from work to concentrating on developing your team members - Can start to work towards other goals • Team Activities: - Team members following the MOS - Generally a highly supportive environments - Team members are empowered to continue to improve the MOS
  12. 12. © 2015 by Honeywell International Inc. All rights reserved. Adjourning… 11 Forming Storming Norming Performing Adjourning • Adjourning: - Closure of the project - Celebration of success and team achievements - Potential disbanding of the team - Can also be called the “mourning” phase • Leadership Notes & Team Activities - Acknowledge the team’s and individual's successes - Future may look uncertain - Team members may find this stage difficult
  13. 13. © 2015 by Honeywell International Inc. All rights reserved. Our Redmond STC Team Story Image source: http://starwars.wikia.com/wiki/Galaxy_Far,_Far_Away 12
  14. 14. © 2015 by Honeywell International Inc. All rights reserved. Forces of Flight 13 MoneyFAA Dreams Reality
  15. 15. © 2015 by Honeywell International Inc. All rights reserved. Timeline October 2014 – September 2015 14
  16. 16. © 2015 by Honeywell International Inc. All rights reserved. October 2014 A divergence in the road ahead 15
  17. 17. © 2015 by Honeywell International Inc. All rights reserved. Let’s introduce our team, circa October 2014: 16 Theresa Emily Mr. Furley Heimlich Lumière Spock
  18. 18. © 2015 by Honeywell International Inc. All rights reserved. Now meet our key supporters & stakeholders: 17 Vinnie Slimer Don Carlton Scrat Roger Rabbit
  19. 19. © 2015 by Honeywell International Inc. All rights reserved. Pre-October 2014 MOS • Paired project support, not team: - Primary Certification Engineer (CE) - Secondary CE • STC Projects Dashboard • Weekly Dashboard Meetings: - Program Manager - Lead CEs 18 CE Primary CE Secondary Project Specific Support
  20. 20. © 2015 by Honeywell International Inc. All rights reserved. So what happened? 19 Theresa Emily Mr. Furley Heimlich Lumière Spock Theresa Emily Mr. Furley Heimlich Vinnie
  21. 21. © 2015 by Honeywell International Inc. All rights reserved. MOS Adjustments October 2014 • Certification Active Response Team (C.A.R.T.) - Task Pool - Team Resources • New things: - Customer Interface Coordinator - 2014 Project Triage Weekly Status spreadsheet - Regular team and report out meetings:  Biweekly Redmond Project Triage  STC Resource Coordination (Biweekly)  ODA Admin Touch Base 20 All Project Tasks Monday Biweekly Redmond Project Triage Tuesday STC Resource Coordination ODA Admin Touch Base Wednesday Biweekly Redmond Project Triage Thursday STC Resource Coordination Friday Ad hoc
  22. 22. © 2015 by Honeywell International Inc. All rights reserved. Team Reactions & Interactions • Lead’s Perspective: - Completely new direction of interaction for most of the team - Core group was excited to try something new - One key supporter was willing to be dynamically integrated into day-to- day project activities - One outlier that resisted the change:  They needed different handling as the kinks in the MOS were worked out  Directed to support team meetings but allowed to work in a more ‘heads down’ engineering capacity 21 Forming Storming Norming Performing Adjourning • A Team Member’s Perspective: - Nervous about whether I can step up to face the challenge - Understood the situation and realized the necessity for change - Thought of ways to adapt to and follow new direction - Appreciative of the clear direction and frequent touch base with Lead
  23. 23. © 2015 by Honeywell International Inc. All rights reserved. January – April 2015 Navigating the storm 22
  24. 24. © 2015 by Honeywell International Inc. All rights reserved. MOS Adjustments January 2015 • Established team approach as go forward plan - Task Pool - Team Resources - Customer Interface Coordinator • Transitioned Items: - 2015 Project Weekly Status spreadsheet - Regular team and report out meetings:  Weekly Redmond STC Project Coordination Meeting  STC Resource Coordination (Biweekly)  ODA Admin Touch Base 23 All Project Tasks Monday Redmond STC Project Coordination Meeting Tuesday STC Resource Coordination Wednesday ODA Admin Touch Base Thursday STC Resource Coordination Friday
  25. 25. © 2015 by Honeywell International Inc. All rights reserved. Theresa Emily Mr. Furley Lumière Vinnie So what happened? 24 Theresa Emily Mr. Furley Heimlich Vinnie Theresa Emily Mr. Furley Heimlich Vinnie Theresa Emily Mr. Furley Vinnie Cable
  26. 26. © 2015 by Honeywell International Inc. All rights reserved. Team Reactions & Interactions • Lead’s Perspective: - Core team members started to develop improved working relationships - Continued support from key stake holder helped with team stability - Challenges with select team members:  They tended to operate as individuals, often to the detriment of the overall team development  They were coming and going on the team, which was disruptive to both the team and the projects 25 Forming Storming Norming Performing Adjourning • A Team Member’s Perspective: - Needed to start stepping outside of my comfort zone - Spent time to develop trust with the team members and the Lead - Supported the Lead and provided honest, in situ feedback - Realized that I needed to develop skills to assess situations and identify conflicts/ disagreements remotely - Started to understand the criticality of learning about my fellow team members
  27. 27. © 2015 by Honeywell International Inc. All rights reserved. May 2015 Let’s do the time warp again! Image source: http://www.nydailynews.com/entertainment/tv-movies/rocky-horror-picture-show- gallery 26
  28. 28. © 2015 by Honeywell International Inc. All rights reserved. The changes to our team, circa May 2015: 27 Theresa Emily Mr. Furley Agent Liberty Spiderman Sponge Bob Cable Vinnie Slimer
  29. 29. © 2015 by Honeywell International Inc. All rights reserved. MOS/Team Adjustments May 2015 • Improved integration with key supporters • Redmond STC & VSTC Project Priorities List - Regular Meetings - Streamlined excel workbook • Team Development Focus - Full week of intensive, face-to-face training - Follow-on mini trainings and initial on-aircraft experience - Target for monthly all hands team meetings • Creation of Team Matrix - Track team training & attendance - Log testing support experience 28 All Project Tasks
  30. 30. © 2015 by Honeywell International Inc. All rights reserved. Team Reactions & Interactions • Lead’s Perspective: - Great opportunity to start the team development with face-to-face interactions for 2 weeks - Conscious effort is needed to keep global team members integrated in the team - Confidence in core team members allowed me to delegate additional responsibilities and aspects of mentoring/coaching - Increased stability of team even though early in overall development 29 Forming Storming Norming Performing Adjourning • A Team Member’s Perspective: - Became comfortable with the changes - Became busier with the new responsibilities - Initially found it was difficult to provide focused support on team improvements - Noticed new personal development opportunities for myself as a leader within the team
  31. 31. © 2015 by Honeywell International Inc. All rights reserved. Where are we now? We are here! 30
  32. 32. © 2015 by Honeywell International Inc. All rights reserved. Our story builds and continues… 31
  33. 33. © 2015 by Honeywell International Inc. All rights reserved. As it stands now, circa September 2015: 32 Theresa Emily Mr. Furley Agent Liberty Spiderman Sponge Bob Sam Axe Darth Vader Vinnie Slimer
  34. 34. © 2015 by Honeywell International Inc. All rights reserved. The key supporters & stakeholders: 33 Don Carlton Scrat Roger Rabbit
  35. 35. © 2015 by Honeywell International Inc. All rights reserved. Team Reactions & Interactions • Lead’s Perspective: - Better MOS for integration of new team members and working together - Big challenge managing new team members:  They have great motivation but little certification experience  Are in significantly different time zones - Continually observing team members and their interactions to ensure I provide mentoring, feedback, and direction where needed 34 Forming Storming Norming Performing Adjourning • A Team Member’s Perspective: - Learning and working with new members’ (including global) strengths/weaknesses and limitations - Becoming more aware of how changes to me can be a benefit/detriment to team performance - Excited with addition of new member and improvements to come because it will help the team
  36. 36. © 2015 by Honeywell International Inc. All rights reserved. Key Take-Aways • Lead’s Perspective: - There is a lot of behind the scenes effort to manage both a change and new team development - Integration of individuals from different functional areas is critical to overall team and project success - It’s definitely worth it when you see:  Team members building trust in each other  Find news ways to work together  Challenging each other to do better  The creation of inside jokes • A Team Member’s Perspective: - The longer it takes for you to open up and integrate to the team, the longer it may take for the team, and in the end you, to succeed - When the team is navigating through storming, it doesn't mean we'll sink; it just means that we are getting to know (and trust) each other more - Being comfortable isn't always a good thing. 35
  37. 37. © 2015 by Honeywell International Inc. All rights reserved. Where do we go next? • Full integration of new team member is key • We already have some aspects of “performing” but we have many more to achieve • Challenge ourselves and other team members to look for areas to improve and grow: - Team interactions - Mentoring - Team Management Operating System - Project Support - Culture of Action • Continue efforts to “adjourn” on individual project efforts: - Pause to celebrate team success - Acknowledge individual success and growth 36
  38. 38. © 2015 by Honeywell International Inc. All rights reserved. Questions? 37
  39. 39. © 2015 by Honeywell International Inc. All rights reserved. Thank You! 38
  40. 40. © 2015 by Honeywell International Inc. All rights reserved. Acronyms, Works Cited & Additional Resources 39
  41. 41. © 2015 by Honeywell International Inc. All rights reserved. Acronyms 40 Acronym Definition B.A.E.M. Bachelor of Aerospace Engineering & Mechanics B.S. Bachelor of Science C.I.C. Customer Interface Coordinator CE Certification Engineer ECS Electronic Cable Specialists KU University of Kansas M.E.M. Master of Engineering Management MOS Management Operating System ODA Organization Designation Authorization PE Project Engineer PM Program Manager STC Supplemental Type Certificate UMKC University of Missouri – Kansas City UofM University of Minnesota
  42. 42. © 2015 by Honeywell International Inc. All rights reserved. Works Cited • Eyre, Elizabeth. “Forming, Storming, Norming, and Performing, Understanding the Stages of Team Formation.” MindTools. n.d. Web. 24 Aug 2015. • Lencioni, P. (2002). The Five Dysfunctions of a Team. San Francisco, CA: JosseyBass. • Basic Group Theory: Tuckman’s Five Stages of Group Development. (n.d.). Retrieved September 11, 2015, from http://tep.uoregon.edu/showcase/crmodel/strategies/basic_group_theory.h tml 41
  43. 43. © 2015 by Honeywell International Inc. All rights reserved. Course Material • Dakes, C. G. (2014). Applied Leadership and Management of Engineering Organizations (ALMEO), EPD 618. Madison, WI: University of Wisconsin – Madison. • Jatczak, J. (2011). QETECH-118: Lean Principles. Milwaukee, WI: Milwaukee Area Technical College. • Steudel, H., Mann, T. M., & Russell, J. (2014). Quality Engineering and Quality Management (QEQM), EPD 518. Madison, WI: University of Wisconsin – Madison. 42
  44. 44. © 2015 by Honeywell International Inc. All rights reserved. Additional Resources • Brassard, M., Finn, L., Ginn, D., & Ritter, D. (2002). The six sigma memory Jogger II: a pocket guide of tools for six sigma improvement teams. Salem, NH: Goal/QPC. • Brassard, M., & Ritter, D. (2010). The memory jogger 2: tools for continuous improvement and effective planning (2nd ed.). • Imai, M. (1986). Kaizen, the key to Japanese competitive success. New York: McGraw-Hill Publishing Company. • Miller, B. C. (2012). Quick brainstorming activities busy managers: 50 exercises to spark your team's creativity and get results fast. New York: Amacom. • Russell, J., & Russell, L. (2006). Change Basics. Alexandria, Va.: ASTD Press. 43
  45. 45. © 2015 by Honeywell International Inc. All rights reserved. Image Notes • All images and logos are the property of their respective owners. • Logos were retrieved from the respective company or university webpage. • Images are cited on the first slide in which they appear, with the exception of those used for the team avatars and clipart. • The source for the team avatar images are as follows: 44 Image Source Darth Vader http://www.starwars.com/databank/darth-vader Sponge Bob http://www.nick.com/pictures/spongebob-squarepants-alphabet-terms-a-z-pictures.html Cable http://marvel.com/universe3zx/index.php?title=File:Cable05.jpg&filetimestamp=20070612190839 Mr. Furley http://threescompany.wikia.com/wiki/Ralph_Furley Ellen Ripley http://www.imdb.com/media/rm4280129536/ch0000852?ref_=chmi_mi_all_sf_54 Vinnie http://spaceballs.wikia.com/wiki/Vinnie Lumière http://disney.wikia.com/wiki/Lumi%C3%A8re Heimlich http://disney.wikia.com/wiki/Heimlich Slimer http://ghostbusters.wikia.com/wiki/Slimer?file=SlimergbII720p004.png Agent Liberty http://www.comicvine.com/agent-liberty/4005-8663/ Saddness http://disney.wikia.com/wiki/Sadness Don Carlton http://pixar.wikia.com/wiki/Don_Carlton?file=MonstersUniversityDon1.png Spock http://www.startrek.com/database_article/spock Spiderman http://www.imdb.com/media/rm2522783232/tt0145487?ref_=ttmi_mi_all_prd_70# Scrat http://iceage.wikia.com/wiki/Scrat Roger Rabbit http://disney.wikia.com/wiki/Roger_Rabbit Sam Axe http://burnnotice.wikia.com/wiki/Sam_Axe

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