Building Successful Project Teams, Inside and Out

IPMA Professional Development Seminar

June 25, 2003

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Seminar Agenda

Teams and what makesthem successful for IT projects

Behaviors that make teams work

Structuring conversationsfor effective team functioning

Internal and external forces on teams

Developing partnerships between projectteams and decision makers

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Seminar Presenters

Bill Dye, PresidentDye Management Group, Inc.

Diane Vasarkovy, Owner/ConsultantWolf Consulting

Tom Crawford, Senior IT ConsultantDye Management Group, Inc.

Building Successful Project Teams, Inside and Out

Session I:

Teams and What Makes Them Successful

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In Your Experience…

What is a team?

What makes teams successful?

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Why Projects Succeed

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Why Projects Fail

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Team Success Factors

Strong Executive Sponsorship

Commitment from topagency management

Advocate for project

Marshal resources

StrongExecutive

SponsorshipStrong

GovernanceStructure

EffectiveProject

Management

ChangeManagement

AchievableScope,

Schedule,Budget

TechnicalExpertise

QualityAssurance

ProvenTechnology

SuccessfulProject

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Team Success Factors

Strong Governance Structure Steering Committee oversight

and policy resolution

Management involvementand support

Internal stakeholderinvolvement and support

External stakeholderinvolvement

StrongExecutive

SponsorshipStrong

GovernanceStructure

EffectiveProject

Management

ChangeManagement

AchievableScope,

Schedule,Budget

TechnicalExpertise

QualityAssurance

ProvenTechnology

SuccessfulProject

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Team Success Factors

Effective Project Management

Experienced, trained

Interpersonal,organizational skills

Technical skills

StrongExecutive

SponsorshipStrong

GovernanceStructure

EffectiveProject

Management

ChangeManagement

AchievableScope,

Schedule,Budget

TechnicalExpertise

QualityAssurance

ProvenTechnology

SuccessfulProject

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StrongExecutive

SponsorshipStrong

GovernanceStructure

EffectiveProject

Management

ChangeManagement

AchievableScope,

Schedule,Budget

TechnicalExpertise

QualityAssurance

ProvenTechnology

SuccessfulProject

Team Success Factors

Change Management

Change Managementprogram

Structured userinvolvement

DIANE VASARKOVY • WOLF CONSULTING

Building Successful Project Teams, Inside and Out

Session II:

Behavior: The Way Teams Work

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People: The Critical Technology

Structure + Process + PEOPLE = Project

People are expen$ive

People = Behavior

So why is there so little discussion of behavior?

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People ARE the Team

Working towards common goal

Common rules of the game

Clear roles

Cooperative/collaborative

Clear Communication

Extended team

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People Are Their Behavior

It’s hard to talk about.

IT literature doesn’t talk about it.

Management literature “Make the soft stuff hard…”

“Leadership is an emotional craft…”

“Emotional intelligence: the new yardstick”

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Leadership Behavior

How should leaders “be”?

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Leadership Behavior

Be CURIOUS

Be PRESENT

Be RESPECTFUL

Be COURAGEOUS

Be TENACIOUS

Be SKEPTICAL

Be ACCOUNTABLE

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Leadership Behavior

Honor commitments.

Avoid avoidance.

Test for understanding.

Set clear expectations.

1-2-3 trust.

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Team Member Behavior

How should team members “be”?

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Team Member Behavior

Be CURIOUS

Be PRESENT

Be RESPECTFUL

Be COURAGEOUS

Be TENACIOUS

Be SKEPTICAL

Be ACCOUNTABLE

Honor commitments

Call for help

Negotiate boundaries

Talk about behavior

Escalate together

Honor your role

Set up for success

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Talk About Behavior

A promissory architecture/partnership

Based on respect.

Valuing of diversity.

Acting in the present.

Exchanging expectations.

Talking about fighting before you fight.

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Test Behavior

Observe.

Discuss.

Try, then evaluate.

Debrief lessons learned.

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Don’t Fake Sincerity

ACT HABIT BE

Building Successful Project Teams, Inside and Out

Session III:

Some Principles for Team Functioning

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Session Purpose

Structuring communication for gettingwork done.

Developing project leadership.

Building customer partnerships.

Taking practical steps for improving project teamwork. Exercise

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Gaining Awareness

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People Are at theHeart of Every Project

Leaders and Managers

Customers

Stakeholders

Designers

Programmers

Testers

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Communication: What We Say

The state of things Needs

Feasibility

Capability

What is to be done? Requests for funding

Project proposals

Service level agreements

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Action

Success is based on making and fulfilling promises.

“Doing business” is fulfilling a customer’s need.

What does it take to provide real value? Expression of customer needs.

Commitment to success.

Collaboration in producing result.

Customer acceptance.

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Providing Value

Customer expectations

IT capabilities

Service commitments Service level agreements

Project delivery contracts

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The Structure of“Conversations for Action”

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An IT Project Example

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Leadership(“The Complete Leader”) (1 of 2)

Communicating the “value proposition” forthe project. Customer needs and motivation

Multiple customers

“Profound knowledge” + alternatives = innovation

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Leadership(“The Complete Leader”) (2 of 2)

Gaining Commitment From customers.

From delivery team members.

Holding the vision, providing direction.

Assessing results clearly and honestly.

Building toward the future.

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Building Customer Partnerships (1 of 2)

Agreement on roles Who is the Customer?

Who is the Performer?

Defining the problem

Planning and negotiation Schedule

Budget

Scope

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Building Customer Partnerships (2 of 2)

Producing results Managing scope

Designing implementation strategy

Requesting project changes

Evaluating the project at completion Operations

Products

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Coordination and Accountabilitywithin the Project

Projects get done through manyrequests and offers.

Each request or offer within theproject as its own “mini-project.”

Key to success: Executing andcoordinating each of these withinoverall project framework.

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What Can I Do? (1 of 5)

Roles: One customer and

one performer perrequest/offer.

Discuss expectationsof each other.

Identify mutual rewards Customer gets results.

Performer gets “paid.”

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Preparation: Help your customers

define their needs andpossible solutions.

Clearly state your needsand intended outcomesto your performers.

Anticipate problems.

What Can I Do? (2 of 5)

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What Can I Do? (3 of 5)

Negotiation: Spend the time to

work out projectscope, schedule, cost.

Get feedback andcommitment fromproposed staff.

Anticipate possibleproblems.

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What Can I Do? (4 of 5)

Performance: Get, and pay attention

to, progress reports fromyour performers.

Keep your customersin the loop. Established checkpoints

Expect change: Establishprocess for adjusting tonew conditions.

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What Can I Do? (5 of 5)

Acceptance: Give and receive honest

assessments of results.

Promise changes inapproach and behaviorin response to assessments.

Review current needs,discuss future needs. Possible basis for future

work together.

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EXERCISE: Making a Difference

Pair up with the person next to you.

Each of you interview the other person,using the form provided. Record yourresults on the form.

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Exercise Instructions

For a project you are involved in, identify: The project name Your role in the project A project activity you are responsible for. How you would improve that activity by changing

the way you handle one of the following: Preparing the request

Negotiating the agreement

Performing the activity

Accepting the results

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Summary

Communication as the key to project success

Conversations for action

Leadership

Collaboration with customers

Internal project coordination

Making a difference

Building Successful Project Teams, Inside and Out

Session IV:

Internal and ExternalForces and Challenges

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Internal Forces

Customers within your agency, other agencies

Project management

Team member capabilities, motivation, behavior

Tools and technologies available

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External Forces

Budget

Funding source

Oversight bodies (ISB, DIS)

Legislative needs/demands

Agency management needs

Vendor requirements and constraints

Building Successful Project Teams, Inside and Out

Session V: Panel Discussion

Developing Partnershipsbetween Decision Makersand Project Delivery Teams

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Panel Participants

Rep. Glenn Anderson State Legislature

Stuart McKee Director, DIS

Thomas Bynum Acting Deputy Director,

Employment Security Department

Allen Schmidt Project Manager, OFM

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Question for Allen Schmidt

When there are differences between what you think you as a project manager are committing to provide and what various users or customers or team members are expecting, how do you resolve these differences?

Please give a case example.

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Question for Eva Santos

What are the two or three most important conversations you have with your IT director, project managers and project teams during the course of a project?

Why are they key to the success of IT projects?

What makes these conversations successful?

Please give a case example.

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Question for Stuart McKee

In DIS’ oversight role on IT projects, what characteristics do you look for in a goodproject team?

Please comment specifically on the roles and relationship of the agency director, CIO, and project manager.

Please give an example of a good project team. (no names necessary)

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Question for Glenn Anderson

There are many different channels of communications going on simultaneouslyon major IT projects. What is the best wayfor the project team to obtain and sustain the confidence of the Legislature and ISB in anIT project?

How important are personal communications between stakeholders and team members?

Please give an example of a good approach.

Building Successful Project Teams, Inside and Out

IPMA Professional Development Seminar

Summary

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Topics Covered

Teams and what makesthem successful for IT projects

Behaviors that make teams work

Structuring conversationsfor effective team functioning

Internal and external forces on teams

Developing partnerships between projectteams and decision makers