Recommended
More Related Content
Recently uploaded
Recently uploaded (20)
Featured
Featured (20)
07 22-2010 integrating diversity when managing projects final 071910
- 1. Wells Fargo Project Management Community of Practice Thank you for joining! Our presentation will begin shortly! Today’s Topic: Enterprise Architecture and Infrastructure Review Process Bridge Line: 866-489-7732 Conference Code: 82965880 September 23, 2010
- 2. Live Meeting Basics 2 Ask a Question Download Handouts Give Feedback View Full Screen Annotation Tools
- 3. Enterprise Architecture Overview of Enterprise Architecture Governance Services Cheri Richardson Business Process Consultant, Enterprise Technology Architecture and Planning (ETAP) August 2010 Cheri Richardson Enterprise Technology Architecture and Planning (ETAP) Project Management Community of Practice September 23, 2010
- 17. Inclusion Tips Pay attention to time zone differences when scheduling meetings 16
- 26. © 2010 Wells Fargo Bank, N.A. All rights reserved. Confidential. 25 Questions / Comments? © 2010 Wells Fargo Bank, N.A. All rights reserved. Confidential. Thank you for participating in today ’ s session! Please remember to provide feedback and suggestions for specific topics on this or any other PMCoP activity PMCoP Team Site: http://informationservices.homestead.wellsfargo.com/sites/cop/pm cop Ask a Question
Editor's Notes
- MC : <Enter Name> Refer to the MC Script
- MC : Shatana Refer to the MC Script
- MC : <Enter Name> Refer to the MC Script
- Again, at a very high level…we are going to introduce you to the basics of Enterprise Architecture, talk about engaging with EA with your next project, the AAA or Architecture Alignment Assessment and some other important EA services you should know about. Probably the most valuable will be the resources and references slide at the end. Ready? Let’s go!
- MC : Shatana Refer to the MC Script
- Speaker : Shatana – transition to Cathy Introduce Cathy via the following bio: Cathy Weihl joined legacy Wachovia, has been with the company for about 4 years and is part of the Enterprise Diversity & Inclusion group in Corporate HR and provides program management for the related programs that we have to support diversity work. She is also a member of the PMCOP.
- Speaker : Cathy Diversity Recognizing and promoting diversity means having an appreciation for difference. It is a core part of Wells Fargo's Vision and Values , and it applies not only to the communities we do business with and the people we hire – it means encouraging and recognizing diversity in everything we do. “ We want all our team members to feel valued for their culture, skills and traits, and to know they can fulfill their ambition and contribute to the success of the company. We want them to feel comfortable and enjoy being part of Wells Fargo. We can't be one of the world's great companies unless we become more diverse. It's a tremendous business opportunity - because it enables us to use creativity, fresh thinking and multiple perspectives to respond fast and effectively to customer needs. Leaders at all levels should model this behavior and be accountable for measurable results.” Excerpt from The Vision & Values of Wells Fargo Diversity Commitment for Wells Fargo Wells Fargo aspires to be one of the world’s truly great companies. Central to achieving this goal is our commitment to embrace and promote diversity and inclusion in all aspects of our business, which we believe is essential to engaging our team members, customers, communities and shareholders. Our culture must embrace the diversity of our team members and the value of our different experiences. We work to attract, develop and retain team members who reflect the diversity of the customers and communities we serve. At Wells Fargo, each person is valued for individual skills and talents, has the opportunity to fulfill personal ambitions, and contributes to the success of the company. Leaders at all levels bear an extraordinary accountability for diversity and inclusion at Wells Fargo. Through their actions and words, leaders model the behaviors needed to enhance our culture. They hold themselves and team members accountable for measurable progress on our diversity goals. Diversity Framework and Guiding Principles The business case for diversity is clear and compelling, including the demographic reality of our team members, customers, communities and suppliers. We intentionally and consistently consider diversity as part of all business practices and ensure alignment of policies and practices with diversity and inclusion goals. Wells Fargo is intentionally focused on diversity and inclusion as ongoing, long-term positive culture change with measurable goals and milestones of progress. Building and sustaining an inclusive culture requires specific behaviors and skills that we will intentionally develop. We are willing to be uncomfortable in order to understand and learn. We define diversity to include (but not be limited to) difference by race, gender, gender identity, sexual orientation, work/life status, ethnic origin, culture, spiritual beliefs and practices, age, level, physical/mental ability, and veteran status. We seek to understand how differences affect our relationships and behaviors, and we leverage differences to anticipate and meet the needs and preferences of our customers and communities. Wells Fargo’s commitment to diversity is owned by the CEO and executive leaders, and there is direct accountability for diversity outcomes at all levels of leadership. We expect leaders to be personally competent and visibly committed to diversity and inclusion. Diversity and Inclusion Strategies In support of our goal to become one of the world's truly great companies, as a company we are focused on the following diversity and inclusion strategies: Diverse Representation - Increase diverse representation within our top four leadership levels and in the pool of identified high-potential successors. Talent Management and Development - Continue to expand the pool of high-potential diverse talent and ensure we support their development. Inclusive Environment - Continue to support the culture of an inclusive environment where all team members can grow across all business lines and job levels. Business Practices - Incorporate diversity strategies and tactics into business plans for lines of business and staff units. Measurement and Accountability - Develop and cascade standard performance metrics to lines of business and staff units with clear executable accountabilities.
- Speaker : Cathy Beyond any other guideline, the leader’s expectations, messages and actions will have the greatest positive impact on including diversity in all aspects of the project work. How do you do this? Be personally committed to diversity. Be personally clear about diversity (if you are not, seek support from your diversity consultant and/or the Office of Diversity). Intentionally communicate a clear expectation that the company’s commitment to diversity will be maintained throughout the project work. Clearly state and demonstrate how positive business outcomes, both internal & external, will result by integrating diversity into project work (e.g. market/income opportunities, employee engagement and retention, etc.)
- Introduce Beverly via the following bio: Beverly Murray joined legacy Westcorp which became a part of Wachovia and in turn became Wells Fargo Dealer Services. She has been a part of the company for almost 14 years, servicing as a CSR, Department Trainer, and now as a Business Process Analyst. Currently she works in the Operational Process & Procedure group in the Customer Relationship Center for WFDS. She is also active in the PMCoP. MC : Cathy – transition to Beverly
- Speaker : Beverly In order for diversity to become an integral part of how our company conducts business, it is imperative that each of us develops a “ Diversity Lens” to be able to ensure equity, fairness and the most comprehensive and inclusive perspective on all of our decisions. Our merger integration work provides an opportunity to pay particular attention to this as we construct our new company. Developing a diversity lens challenges us to reevaluate our processes, asking key questions related to the impact of our decisions on customers, communities, employees and shareholders who may be different from us by race, gender, sexual orientation, level, age, disability or other identity group membership. (continued on next page)
- Speaker : Beverly Each of us sees the world through the lens of our individual experience, our identity group memberships and our place in the organization. It is important therefore to be able to see the world through the lenses of others with different experiences and positions both in and outside the organization. We can accomplish this by asking key questions at crucial times during our process, in any situation, which will cause us to see that same world through the lens of others. Therefore “ Applying a Diversity Lens ” means to discuss, take time to consider, and ask crucial questions about the impact of decisions, plans, designs, materials, communications, graphics, language, practices, policies and projects on individuals and groups by race, gender, sexual orientation, level, age, disability and other identity group membership. Our hope is a diversity lens will be applied in all circumstances, especially as we begin to integrate into one company. Example of a crucial question: “I notice that the same people are speaking up here – does anyone else have an opinion to share?”
- Speaker : Beverly Let’s take a moment to for feedback from audience. The question is: At what phase of a project do you think is the most important for the team to consider diversity? We’ll pause for about a minute to allow time for everyone to response. Please click on the response that you fell is the best answer. After the poll, go through the results and say, “just as I expected, the majority of our audience selected “all of the above”.
- Speaker : Beverly – transition to Raymond Introduce Raymond via the following bio: Raymond joined Wachovia in 1997 after 20 years of honorable service in the US Air Force. He has extensive knowledge and application of Vendor Management programs, Project Management Methodology, Risk Management and Business Processes Improvement. Raymond currently holds the PMP certification and earned his B.S. in Professional Aeronautics from Embry-Riddle Aeronautical University.
- Speaker : Raymond Be aware that all projects (whether technical, procedural, structural, training, etc.) have diversity implications. Some of the implications can be subtle or indirect, but highly impactful to identity groups (i.e., race, gender, sexual orientation, age, level, veterans, etc.) inside & outside the organization. Go beyond the immediate tasks and have the project team to consider diversity issues in all project elements. Doing so will allow for dialogue amongst the team to better understand the implications of their work to the business unit, partners and organization as a whole If you are not clear on how to ensure diversity is integrated in the project work, engage support from the unit’s OD/OE Partner or the Office of Diversity.
- Speaker : Raymond As PMs, we are constantly being asked to do things faster, cheaper and better and to not take the time to plan and think through all the risks before acting. You know that the more planning done upfront helps to mitigate as much of the risk as possible. Setting the expectation upfront and consciously applying a diversity lens through out all phases of a project is the key to risk mitigation. Doing so will: Ensure the team understands the potential diversity impacts of the project—what are the opportunities to enhance diversity and where are the risk points that could negatively impact other group identities or diverse representation? Set a norm of inclusion of group identities when gathering information and making decisions. Track and report diversity implications as part of project metrics and status reports. The PM is not the only one to responsible for diversity. Diversity is a “shared” responsibility amongst all team members to consciously check the group’s agreed upon processes for potential bias and negative impact to the success of the project.
- Speaker : Raymond Examine all aspects of the project work to ensure a clear understanding of key diversity integration points: Inclusion of all group identities. Language—being aware that words and phrases have various meanings and therefore can impact identity groups in various ways. Example 1: consider a team member born and raised in the south compared to another team member born and raised in a Middle Eastern Country. Do you tend to exclude or draw incorrect assumptions. Example 2: A person’s name is considered a core element of his/her identity. Pay extra attention to the way a name is spelled and more importantly, how a name is pronounced. Moving beyond good intentions to examine how decisions and actions resulting from the project will impact different group identities. As you move through the project, check the process to ensure that it is inclusive and unbiased. Note: Recent dialog around diversity has posed the theory that use of “inclusion” can be challenging, as any list of groups is at risk of not being comprehensive – thus potentially alienating those not mentioned. Though “inclusion” is a appropriate term, sometimes it can be helpful to instead think of “not excluding”. Since implementation may be handled by a different team than the group who did the planning and analysis, check to ensure a diversity lens is maintained for the entire project---from start to finish.
- Speaker : Raymond – Transition to Beverly Pay attention to time zone differences when scheduling meetings. Consider legacy Wachovia employees who, for the most part, have always operated on EST and legacy Wells Fargo employees who operate in all time zones. Introduce Beverly for the next slide
- Speaker : Beverly – Transition to Cathy Throughout the project lifecycle, remind the project team to keep diversity in the forefront of all they do. Consider these two tips for keeping diversity alive: When possible, engage a variety of identity groups in project related activities If needed, identify a coach who can provide guidance and help the team members with some diversity tools and techniques. Establish ground/operating rules up front during project kickoff and throughout on-going working sessions. When taken at face value, some of the work in projects may not look like it has diversity implications—assume it does. Take the time to go broader and deeper during working sessions by adding 5 to 10 minutes to the agenda and brainstorming questions such as: “How did we do today?” “What things could we have done better?” Develop and execute individual and group level communication plans focused on employees—be inclusive of people who are different by race, gender, sexual orientation, level, age, ability/disability or other identity group membership. Track participant comments or ideas by team member name and later in the meeting, attribute the comment or idea to the person who state it. Ask, up front, how to pronounce a team member’s name and make a point to pronounce it that way all the time Avoid making quick judgments about certain participants based on names and / or email addresses; assumptions could be made about gender, legacy company, and ethnicity. Introduce Cathy for next slide
- Speaker : Cathy Consider posting pictures and 30 second bios of team members in a slide presentation or on your project Share Point site. If team members pictures are posted, notice any assumptions you may draw simply based on how someone looks. Pay attention to who consistently leads the meeting and/or takes notes. For example, a man will typically lead the meeting and a woman typically takes notes. The point is not to necessarily make a change if roles are clearly defined and agreed upon. The point is to simply notice and ask the group if any roles should change and/or alternate amongst the group. Check the pulse – pause several times during a meeting and ask for feedback, understanding, etc. When you do, count to 10 before speaking again. Use this process constantly to give those, who may not speak up, an opportunity to do so. Sometimes, due to deadlines and other pressing issues, we may find ourselves speaking on behalf of another member of the team. Imagine what it feels like to have someone on your team taking your words, ideas or thoughts and fashioning them in such a way that it comes out exactly opposite of what you intended to say. Has this ever happened to you? Have you done this to others? Inclusion here means, seek clarity from the team and try to avoid speaking on behalf of others during team meetings: Don’t say, “What George is trying to say is…” Say, “George, let me make sure I’m tracking with you…” and allow George to have the final word Include diversity in the post evaluation of the project: despite all good intentions, was any group negatively impacted by the results? If so, what will be done about the impact(s)? Consider having a “1 on 1” with each team member or conduct anonymous survey and ask: “Do you believe your ideas were included?” Then determine if additional actions are needed
- Speaker : Cathy – transition to Raymond Actively work with your LOB Diversity Council, Diversity Consultants, Workforce Policy & Compliance When appropriate, include your LOB Diversity Council in the planning and execution of your projects Utilize The Enterprise Diversity and Inclusion Office as a resource Leverage Team Member Networks, Communities of Practice and Interests – Go to: Team Works > Sites A to Z > Diversity Access the Learning Center and search on keyword: “Diversity” Creating a Diverse and Inclusive Culture course EH01-255646 MicroInequities: The Power of Small course EH01-046050 Introduce Raymond for next slides
- Speaker : Raymond
- Speaker : Raymond
- Speaker : Raymond – Transition to Shatana
- MC : Shatana
- MC : Shatana
- Speaker : Shatana Knight