Uploaded byLou Russell
project team triage
The document discusses project management strategies and presents a model for high performing project teams. It includes sections on managing emotions, developing self-awareness, understanding different leadership styles using a DISC assessment, and creating project charters, schedules, and status reports. Key aspects of the project lifecycle around defining, planning, managing, and reviewing projects are also covered.
More Related Content
![Tema 2 competencias,-capacidades_y_actitudes[1]](https://cdn.slidesharecdn.com/ss_thumbnails/tema2-competenciascapacidadesyactitudes1-130313132346-phpapp01-thumbnail.jpg?width=640&height=640&fit=bounds)
project team triage
- 1. 3/7/2013 PROJECT TEAM TRIAGE presented by Lou Russell, Russell Martin & Associates (317) 475-9311 @nolecture info@russellmartin.com nolecture.russell@gmail.com www.russellmartin.com © Russell Martin & Associates www.russellmartin.com Slide 1 Emotion-Based Survey Items 1. Describe a negative emotion you recently experienced on a project: __________. Rank the intensity of that emotion (1 = low, 10 = high): _____. 2. What factors contributed to your feelings about the problems? 3. Describe a positive emotion you recently experienced on a project: __________. Rank the intensity of that emotion (1 = low, 10 = high): _____. 4. What factors contributed to your feelings about the successes? Page 2 © Russell Martin & Associates www.russellmartin.com 1
- 2. 3/7/2013 Content A Modelfor High Performing Project Teams Stress, Triggers and Decisions Super L&D Project Leader Management Strategies for the Real World Page 3 © Russell Martin & Associates www.russellmartin.com What’s Different? Projects are Flash Mobs Page 4 © Russell Martin & Associates www.russellmartin.com 2
- 3. 3/7/2013 Competencies Managing Changing Seeks to grow performance through Motivates employees Roles: accountability, a clear understanding of EQ, to high performance vision, prioritization, cognition, behaviors, motivators at all times project management, and competencies relationships, transition, metrics Empathy to Motivate: Manages own leadership transformation, develops strategies to lead through change unique to a person, builds skills to lead change Trust: build, communicate, care, Innovation: flexible conflict thinking, doing/ planning management, /learning, seizes diversity opportunities, manages risk Page 5 © Russell Martin & Associates www.russellmartin.com A Model for High Performance High Performing Team Trust / Alignment Accountability (self / others) Strengths and Processes, Roles, Challenges Measures Vision, Mission, Values Vision, Mission, Values Page 6 SELF EQ TEAM Behaviors / Motivators © Russell Martin & Associates www.russellmartin.com Behaviors / Motivators 3
- 4. 3/7/2013 How Clearly Do You See? Page 7 © Russell Martin & Associates www.russellmartin.com What Happens to Me? 100% people said… stress worse than 75% a generation ago job is 50% extremely stressful job is #1 25% stressor Page 8 © Russell Martin & Associates www.russellmartin.com 4
- 5. 3/7/2013 What Happens toMe? 100% stress worse than This information was a generation ago obtained in the 1990's in 75% large surveys by job is Northwestern National extremely Life Insurance Co, stressful Princeton Survey 50% Research Associates, St. Paul Fire and Marine job is #1 Insurance Co., Yale stressor University and The 25% Families and Work Institute. Page 9 © Russell Martin & Associates www.russellmartin.com Fight, Flight or Freeze Page 10 © Russell Martin & Associates www.russellmartin.com 5
- 6. 3/7/2013 Page11 © Russell Martin & Associates www.russellmartin.com Self-Awareness: Six Disruptive Emotions Emotions are a CALL to ACTION: Disruptive Emotion Your Experience Your Negative Reaction Anger / Defensiveness Anxiety / Fear Guilt / Shame Feeling “Down” Insecurity Embarrassment “Speak politely to an enraged dragon.” ― J.R.R. Tolkien Page 12 © Russell Martin & Associates www.russellmartin.com 6
- 7. 3/7/2013 Composed of the Capacity for… Self-Awareness – recognizing your feelings and behaviors INTRAPERSONAL Self-Regulation – managing your feelings and behaviors appropriately and staying motivated in spite of setbacks and obstacles Motivation – the desire to improve INTERPERSONAL Empathy – understanding what others feel Social Skills – building rapport and collaborating with others Page 13 © Russell Martin & Associates www.russellmartin.com The Behavioral Intelligence EQ Assessment Profile Pages 28-29 Page 14 © Russell Martin & Associates www.russellmartin.com 7
- 8. 3/7/2013 Your Behavioral Strengths: DISC C Careful Urgent D Objective, clear Pioneering High standards Innovative Good analyst Driven Detailed Likes challenge Picky Demanding Aloof Quick to anger Fearful Steady and sincere Optimistic Patient Motivator Empathetic Team Player Logical Problem solver Service-oriented Emotionally needy Apathetic under stress Inattentive Passive Trusting Resists change Poor with details S I Page 15 © Russell Martin & Associates www.russellmartin.com Style Analysis Graphs D I SC D I SC 100 100 90 90 80 80 Your How 70 70 “perfect” you place adapt 60 60 50 50 40 40 30 30 20 20 10 10 0 0 Adapted Natural Page 16 © Russell Martin & Associates www.russellmartin.com 8
- 9. 3/7/2013 Interacting with Other Styles Choose to adapt temporarily rather than permanently pretend to be what you are not Page 17 © Russell Martin & Associates www.russellmartin.com Teams Page 18 © Russell Martin & Associates www.russellmartin.com 9
- 10. 3/7/2013 Workplace Motivators Search for value of life Champion of beliefs Rigid Help others Order, unity Seeks Truth/ Empathy Always right Knowledge Generous Problem solving Self-sacrifice Impractical Can’t say “no” Watches “Discovery Channel”, PBS Stop hate and conflict Achieve inner vision Make Money Self-fulfillment Practical Humor or sarcasm Future oriented, savings Impractical Workaholic Inner feelings not logic Seeks to win Never enough Control, power End justifies means Breaks rules Can appear to feel superior to others Page 19 Page 19 © Russell Martin & Associates www.russellmartin.com Motivators Graph Top 2 Situational 2 80 70 60 50 40 Averages 30 20 10 0 The Uti Aes Soc Ind Tra 60 30 50 48 27 37 Low 2 © Russell Martin & Associates www.russellmartin.com 10
- 11. 3/7/2013 Dare to Steps to Great Projects Properly Manage Resources! Define Plan Manage Review END START initiate plan monitor close 1. Set Business 1. Determine 1. Control work 1. Close the project Objectives Milestones in progress 2. Turn over 2. Establish Project 2. Schedule 2. Provide deliverables Scope Task status and 3. Hold Project Dependencies feedback 3. Set Project Review Objectives 3. Adjust for 3. Leverage 4. Celebrate Resource Governance 4. Mitigate Risks accomplishments Dependencies 4. Resolve 5. Establish Constraints 4. Create budget conflict 6. Plan communications 7. Establish Governance Plan Page 21 © Russell Martin & Associates www.russellmartin.com Building the Project Charter (DEFINE) • Business Objectives • Scope • Risk • Project Objectives • Communications Plan • Governance Plan © Russell Martin & Associates www.russellmartin.com Page 22 11
- 12. 3/7/2013 Project Charter: Business Objectives (Increase Revenue, Avoid Cost) Primary Secondary Project Objectives Scope Diagram Quick N’ Dirty Risk: Size (1-10 big) __________ Structure (1-10 no reqmnts) __________ Technology (1-10 new) __________ Average __________ Constraints: Can’t move Moves little Negotiate Time Cost Quality/Scope RISK FACTOR LIKELIHOOD (L, M, H) IMPACT (L, M, H) PREVENT BY REACT BY Project Charter: Communications Strategy Stakeholder Goal Frequency Medium Comment Governance Strategy Type of Change (requirements, Final Decision Makers Consulted Comments budget, scope, etc.) 12
- 13. 3/7/2013 Create the Project Schedule Brainstorm Find Find Task Determine the milestones Resource Dependencies Schedule and tasks Dependencies What What tasks Who’s What tasks have to available dates are need to be done to help? fixed? be done? first? •Start with flows •Pants THEN •What tasks will •Status Reports on Scope shoes wait on people? •Approval Points Diagram •NO duration •Training needed (date only) •Review meetings •Status reports Page 25 © Russell Martin & Associates www.russellmartin.com Milestones • When Big Chunks of work will be done • Dates to track interim progress START Governance Needs Sponsor: Charities ANALYZE requirements Budget CEO Status Volunteers Volunteer Communication Plan Food Day Project Budget DESIGN blueprints Training Corporate Schedule Available Communications Catering Employees BUILD deliverables deliver, IMPLEMENT transition EVALUATE project and END deliverables Page 26 © Russell Martin & Associates www.russellmartin.com 13
- 14. 3/7/2013 What has to happen to finish ANALYZE? Which Stakeholders / flows are involved? Tasks START 6/1/11 Finalize Needs Governance Sponsor: Charities CEO Charity Budget Status Volunteers Volunteer Communication Plan Food Day Project ANALYZE requirements Budget Review with Training Corporate Schedule Available Communications Done: Sponsor 6/20/11 Catering DESIGN blueprints Employees Establish Finalize Messaging Done: 7/1/11 Needed Caterer Invite Employees BUILD deliverables Done: 7/7/11 Event deliver, IMPLEMENT Held Done: transition 7/13/11 7/15/11 EVALUATE project and END deliverables Page 27 © Russell Martin & Associates www.russellmartin.com Plan Back From the Due Date START 6/1/11 6/18/11 ANALYZE 6/8/11 6/12/11 Finalize Finalize Caterer Review with Done: Charity Sponsor 6/20/11 6/15/11 Invite Employees 6/15/11 Establish Messaging Needed Page 28 © Russell Martin & Associates www.russellmartin.com 14
- 15. 3/7/2013 Simple Status Reports Accountable Responsibl e Project Task Project Task Due Comments Complete Manager Owner VolDay Finalize Tai Lou 6/8/11 Email charity results VolDay Review with Tai Lou 6/12/11 Needs Sponsor approvals VolDay Establish Tai Jo 6/15/11 messaging needed VolDay Contact Tao :pi 6/15/11 Already United Way done by charity VolDay Invite Tai Maria 6/15/11 employees VolDay Finalize Tai Brittney 6/18/11 Caterer Page 29 © Russell Martin & Associates www.russellmartin.com The primary task of all effective leadership in organizations is to figure out ways to drive other people’s emotions in a positive direction. Page 30 © Russell Martin & Associates www.russellmartin.com 15
- 16. 3/7/2013 How Can I Get More HELP? At www.russellmartin.com: •Purchase the Infoline at www.astd.org •Visit our RMA Virtual Playground •Purchase EQ assessment, EQ course (in- a-box), books, webinars •Get our LEARNING FLASH e-zine for more tips and tools •Find out about public webinars and workshops •Buy fun stuff in the store Page 31 © Russell Martin & Associates www.russellmartin.com 16