Originally presented for an Association of Psychological Type (APTi) session, this presentation provides an overview of type/MBTI and project management, by the author of CPP’s "Introduction to Type and Project Management." Slides include examples of exercises that type professionals can use with groups.

1. Type & Project Management:Putting Type on the Critical Path Presented by: Jennifer Tucker, PMPConsulting DirectorOKA (Otto Kroeger Associates) (703) 591-6284 x111 jtucker@typetalk.com www.typetalk.com

2. Agenda Introduce key elements of the project life cycle – and the language that drives project managers and their teams. Explore how type can be seen across projects of all sizes and kinds, and used as a diagnostic tool. Discuss and share type-related training designs that type professionals can use with project teams. 2

3. 3 Project Management Talk The Project Management Body of Knowledge (PMBOK) describes a project as: A project is a temporary endeavor, undertaken to create a unique product or service. This means that every project has a definite beginning and a definite end. A project team – as a team – seldom outlives the project. Once the project is complete, they are disbanded, and members move on to other projects and other teams. Projects are first and foremost outcome driven – it is the ultimate product or service, assessed against performance measures, which determines project success.

4. 4 Project Management Activities Initiation Planning Execution, Monitoring & Control Closing Needs Statement Milestones Organization & Integration Resources Final Products Project Charter Schedule Communication (Internal/External) Quality Project Review Scope Definition Cost Estimates Risk Schedule/CostManagement Close-outActivities Outcome Measures Resource Needs Human Resources(People) Contracts/Procurement KnowledgeLibrary WorkBreakdownStructure Project ManagementPlan Deliverables &Performance Measures

5. 5 What Makes Projects Succeed? User Involvement – 19 Executive Management Support – 16 Clear Statement of Requirements – 15 Proper Planning – 11 Realistic Expectations – 10 Smaller Project Milestones – 9 Competent Staff – 8 Ownership – 6 Clear Vision & Objectives – 3 Hard-Working, Focused Staff - 3 Source: Standish Group – “Unfinished Voyages - A Follow-Up to The CHAOS Report” (http://www.standishgroup.com/sample_research/unfinished_voyages_1.php)

6. And Why Do They Fail? Inability to succinctly communicate overarching goals Poor client management and communication skills Failure to manage scope creep Failure to differentiate between customer groups Team ramp-up time complicates early activities Lack of team and meeting management skills Over-emphasis on risk management – dampening creativity Project team burn-out; no “buffer” time for crises Failure to maintain upper management support 6

7. Learning Quickly About A Project 7

8. 8 Bringing in Psychological Type Just as there are individual types and team types, there are project types – project characteristics that align with the eight preferences. Examples – Projects are often: Externally Facing OR Internally Focused Fact Driven OR Possibilities Driven Product Focused OR User Focused Ruled by Milestone OR Reactive to Change Reference: Tucker, J (2008) Introduction to Type and Project Management. CPP, Inc.

9. 9 Bringing in Psychological Type

10. 10 Extraversion and Introversion on Projects

11. 11 Sensing and Intuition on Projects

12. 12 Thinking and Feeling on Projects

13. 13 Judging and Perceiving on Projects

14. Getting Things Back on Track:One Conversation at a Time Communication and Information Flow Alignment of Authority, Accountability and Responsibility Structural and Role Clarity Balancing Process and Product Balancing Procedural Clarity with Flexibility and Trust Effective Conversations and Giving Frequent Feedback 14

15. Exercises “Project in Progress” Ranking Exercise Case Study Exercise Function Pair or Temperament Exercise Z-Model Decision Making/Problem Solving SWOT Analysis Construction Project Each of the following slides proposes exercises for exploring type and project management. The slide presents the exercise set-up – the trainer or facilitator’s debrief depends on the content generated. The primary goal is to reveal insights that lead to concrete action plans that the team can carry forward after the workshop.

17. B - Assessing progress of activities against work breakdown structure and adjusting as needed.

18. C - Monitoring and updating risks, and implementing risk mitigation plans as needed.

19. D - Meet with project sponsor and external stakeholders to report on progress and solicit feedback

20. E - Conduct one-on-one meetings with key project members to give feedback.

21. F – Respond in real time to emerging project crises or emerging needs/requirements.

22. G – Review financial status (including staffing levels and budget) of project spending against plan

23. H – Conduct formal reviews of work deliverables and products and introduce corrective measures

24. I – Conduct team meetings to share updates and do cross-project problem solving.

25. J - Revisit Project Charter and Needs Assessment to identify current activities that are out of scopeSource: Tucker, J (2008) Introduction to Type and Project Management. CPP, Inc. - PAGE 11

26. 17 2. Case Study Exercise Establish eight total stations around the room – four have the preference pairs (E/I, S/N, T/F, J/P); and four have case studies (select mini-case studies from “Introduction from Type and PM”). Instructions for Preference Charts: For each preference, give: (1) Examples of what it “looks like” on a project where preference is deployed well. (2) Example of what it “looks like” on a project where a preference is either over-used or under-used (too much, not enough) Instructions for Case Studies: Write concrete actions or approaches you would take to address the challenges in each case study. Visit as many or as few charts as you want.

27. 3. Function Pair or Temperament Exercise Split groups into either function pairs (NT, NF, ST, SF) or temperament groups (NF, NT, SJ, SP) depending on group distribution and workshop design. Question (2 parts): (1) Identify the one problem or need that your group thinks is the most important for this project to fix or address. Present to the group in the form of a problem or need statement. (2) What initial approach or options would you propose to begin to address this? Each group debriefs to full group. 18

28. 4. Z-Model Decision Making/Problem Solving This exercise can either immediately follow Exercise 3 above, or can be done on its own. If done after #3, have the group pick one of the problems/needs identifiedduring the exercise to work on. If done on its own, youshould work with the team’s leader to determine what problem or need the group will work on. Introduce the Z-Model to the group, and then in small groups, have the group apply the model to approach the problem or need identified/selected (If using OKA’s MBTI Introduction Workbook, see page 35). Variations include: (1) Individuals monitor the amount of time spent with each function – what is missed, if anything? (2) Structure the time such that each function MUST receive a certain block of time before proceeding. 19

29. 4. Continued: Z-Model 20

30. 5. SWOT Analysis Establish four total stations: Strengths, Weaknesses, Opportunities and Threats. Ask the question, “As a project team, what are our strengths, weaknesses, opportunities and threats?” (You can modify the question depending on interest – examples: “As we launch the xyz initiative, what are our SWOT?” or “As we move from the requirements to design phase of the project, what are our SWOT?”) Each person gets a marker, and in open space format, takes15-ish minutes to visit all charts to put up ideas. You can check ideas you agree with, or write a question mark if you don’t understand. You may not cross others’ ideas out. You may want to follow with a voting exercise to narrow down to a subset on each chart. Follow with a discussion about how the group’s preferences play out in its SWOT – what is Sensing, Intuitive, etc etc about the charts? 21

31. 6. Construction Project This is the most complex and time consuming exercise, but also often the most fun, and can lead to LOADS of data about the team if done at the beginning of a workshop. Requires: Some kind of construction toy, a set of requirements and evaluation criteria, and a time limit. Examples: Lego Mindstorm Robot; Marble Run Toys . 22

32. 6. Continued: Construction Project Sample Instructions (Time can be variable): Team given a Lego Mindstorm Robot Kit and the following specifications: "Construct a robot that moves around the dark circle within 30 seconds, stops, reverses direction, and goes around the dark circle in the opposite direction, also within 30 seconds. Creativity and elegance of design count. Time: 25 min.”S Team given a Marble Run Kit and the following specifications: “Construct a structure that is free-standing, at least 2.5 feet tall, and capable of delivering at least 10 marbles from top to bottom in one minute. You must use all pieces in the kit. Creativity, complexity and stability of design count. Time: 25 min.” Key points to debrief: Degree of planning done; how group interpreted and defined the requirements and what success “looked like”; how this mirrors their project work; role of type in exercise. 23

33. Questions, Comments, Contact! Presented by: Jennifer Tucker, PMPConsulting DirectorOKA (Otto Kroeger Associates) (703) 591-6284 x111 jtucker@typetalk.com www.typetalk.com 24