Chapter That Cares

Minnesota Chapter of the Project Management Institute

Project Management Concepts Part II

Copyright 2003 Terry Chambers. All Rights Reserved.

Agenda Where does the people part come in? How can we focus the energy of our teams? Whither the high performance team? What are your issues? What works?

Copyright 2003 Terry Chambers. All Rights Reserved.

What is a Project?

For most of us, our formal education has concerned itself with the Hard part. The HARD part is easy!

Its the SOFT part that is hard?

Copyright 2003 Terry Chambers. All Rights Reserved.

Some Ideas
Create a positive work model Focus energy positively Ask effective questions

Copyright 2003 Terry Chambers. All Rights Reserved.

How do we develop a positive work model?

Copyright 2003 Terry Chambers. All Rights Reserved.

For some reason we have a tendency to use this approach to improving a situation or solving a problem:
Look for what is wrong or broken. Point it out and hope someone else fixes it!

Copyright 2003 Terry Chambers. All Rights Reserved.

What if our approach was to: Look for and celebrate what is going well and try to do more of it?

Copyright 2003 Terry Chambers. All Rights Reserved.

Some questions you might ask when problem solving: What have we been doing right related to this problem? If things were going perfectly, what would be going on? What do we have to do more of or better to get us to this ideal state?
Copyright 2003 Terry Chambers. All Rights Reserved.

Positive and Negative Thought Patterns

At any moment we can have positive or negative thought patterns running through our mind.

Copyright 2003 Terry Chambers. All Rights Reserved.

Proactive or Reactive Thinking

How we primarily focus our thought patterns will directly effect how we focus our energy and cause us to be proactive or reactive in our thinking.

Copyright 2003 Terry Chambers. All Rights Reserved.

Your Thoughts
If you THINK you CAN You probably CAN!!! If you THINK you CANT There is NO WAY in Hell you will!!!

Copyright 2003 Terry Chambers. All Rights Reserved.

How DO You Think

Reactive thinking Proactive thinking

Reasons (why, why,why,..)

Whats not working, whats wrong. How to fix it.
Copyright 2003 Terry Chambers. All Rights Reserved.

Results Whats working, whats right. How to make it even better.

The Team Sponsor

Reactive thinkers see change or crisis as danger Proactive thinkers see change or crisis as opportunity

Copyright 2003 Terry Chambers. All Rights Reserved.

Team Leader Role

Both views are right which view you take will have a profound effect on your energy level Even when given as negative view you can describe it as positive and get rather than lose energy

Copyright 2003 Terry Chambers. All Rights Reserved.

Functional Manager Role

You can do this

By understanding this

Can still be the same number of negatives, they just arent as big!

Copyright 2003 Terry Chambers. All Rights Reserved.

The Key
The leader doesnt need to know all the answers the leader only needs to know the questions which are effective in helping others to discover the answers they already have

Copyright 2003 Terry Chambers. All Rights Reserved.

Questions which can be answered without the possibility of making a mistake throw our switches into an on position and allow us to apply our intuition. Questions in this form are called Effective Questions

Copyright 2003 Terry Chambers. All Rights Reserved.

Your intuitive mind will be dormant until engaged by Effective Questions. Effective Questions are any positive questions which allow you to explore your feelings, examine patterns, and develop ideal solutions from the integration of many parts.

Copyright 2003 Terry Chambers. All Rights Reserved.

thus, Effective Questions are right brained questions.

Copyright 2003 Terry Chambers. All Rights Reserved.

Ask what and how, not why if emotions are involved. The why questions move us to the left side of our brain and can cause us to limit our response to logical answers.

Copyright 2003 Terry Chambers. All Rights Reserved.

Some Effective Questions

What is already working? What specifically causes it to work? What is our vision/goal/objective? What would be the benefits to the customers, organizations and you of reaching your goal? What specifically can we do more of, better or differently to begin to move toward our goal?

Copyright 2003 Terry Chambers. All Rights Reserved.

The 5 Key Team Management Variables

The Soft part

The Hard part

Function

People
(Process, Productivity)

Quality

Schedule

Effort

Copyright 2003 Terry Chambers. All Rights Reserved.

People!

People must still perform the

Work!

Copyright 2003 Terry Chambers. All Rights Reserved.

The fifth key team variable has to do with the Soft part
Skills Energy Level Focus Personality

People
Culture

Values

Experiences Feelings

Copyright 2003 Terry Chambers. All Rights Reserved.

Excersize
As a team, take 15 minutes and identify: 1. What do you feel are the key dimensions, characteristics, Attributes of a high performing Team? 2. What is it that makes a team high performing?

Copyright 2003 Terry Chambers. All Rights Reserved.

Dimensions of a High Performing Team

Carl Larson, Teamwork
Clear and elevating goals Results driven structure Competent team members Unified commitment Collaborative climate Standards of excellence External support and recognition Principle leadership

Copyright 2003 Terry Chambers. All Rights Reserved.

The Organization Behind the Profession

Project Management Institute (PMI)
Not-for-profit professional association Established 1969 Over 90,000 members in 120 countries 200+ chartered chapters 36+ chartered Specific Interest Groups (more pending)

Copyright 2003 Terry Chambers. All Rights Reserved.

PMI Advances the PM profession by:

Maintaining project management standards and PM certification Facilitating project management education Advancing the state-of-the-art PM research Serving as a repository for PM information Acting as an information distribution forum Establishing a code of ethics for practitioners

Copyright 2003 Terry Chambers. All Rights Reserved.

PMI Minnesota Chapter

Minnesota membership exceeds 2000 Minnesota chapter in top 10 worldwide Minnesota chapter is one of the most active chapters in the country Winners of the following national 2001 awards:
Chapter of the Year Award (5+) Chapter Sponsor/Mentor Award Chapter Sustained Superior Performance Award Chapter Professional Development Award for Exceptional Activities

Copyright 2003 Terry Chambers. All Rights Reserved.

Community Project Coaching

Program Objective:

Provide PMI-MN members with opportunities to serve the community by coaching project managers of local community organizations give something back

Copyright 2003 Terry Chambers. All Rights Reserved.

Coaching Not Leading

Volunteers in the program assist the project manager(s) for the non-profit community organization Project managers of the non-profit community organization lead and manage the project

Copyright 2003 Terry Chambers. All Rights Reserved.

Community Project Guidelines

Short duration projects (< 6 months) Project related to organizations purpose Clearly identified project participants (e.g. sponsors, project manager(s), etc) CPC services should not complete against providers of for-profit project management services

Copyright 2003 Terry Chambers. All Rights Reserved.

How do I Get Coaching Help?

Contact Management Assistance Program for Nonprofits (MAP) Amy Wagner 651-632-7237 Awagner@mapnp.org

Copyright 2003 Terry Chambers. All Rights Reserved.

Summary
Successful project management involves a balance of human, technical and business skills It is critical to set a positive, energizing environment on your project Leadership skills are important in PM PMI is the world organization behind PM The MAP/PMI Minnesota Community Project Coaching Program is one way you can get some help

Copyright 2003 Terry Chambers. All Rights Reserved.

PM References on the Web

Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK) National: www.pmi.org Minnesota Chapter: www.pmi-mn.org The Project Management Forum: www.pmforum.com International Project Management Association: www.ipma.ch The Project Management Center: www.infogoal.com Project-Manager: www.project-manager.com www.projectconnections.com www.gantthead.com Software Program Managers Network: www.spmn.com Risk Management Internet Services: www.rmis.com www.riskworld.com/websites www.riskreports.com Software Engineering Institute (SEI) Carnegie Mellon University Capability Maturity Model (CMM): www.sei.cmu.edu IEEE Computer Society: www.computer.org

Copyright 2003 Terry Chambers. All Rights Reserved.

Some Good PM Books

Getting the Job Done! W. Alan Randolph and Barry Z. Posner Project Management As If People Mattered Robert J. Graham The People Side of Project Management Ralph L. Kliem and Irwin S. Ludin Enlightened Leadership Ed Oakley and Doug Krug Team Talk Anne Donnellon Teamwork Carl Larson and Frank LaFasto Creating an Environment for Successful Projects - Randall England and Robert J. Graham Information Technology Project Management Kathy Schwalbe A Guide to the Project Management Body of Knowledge Project Management Standards Committee 2000 Edition

Copyright 2003 Terry Chambers. All Rights Reserved.

Chapter That Cares

Minnesota Chapter of the Project Management Institute

Thank You!

Copyright 2003 Terry Chambers. All Rights Reserved.