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1、Minnesota Chapterof the Project Management Institute Project Management ConceptsPart II,Chapter That Cares,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?,What is a Project?,For most of us, our form
2、al education has concerned itself with the “Hard” part. The “HARD” part is easy!Its the “SOFT” part that is hard?,Some Ideas,Create a positive work modelFocus energy positivelyAsk effective questions,How do we develop a positive work model?,For some reason we have a tendency to use this approach to
3、improving a situation or solving a problem:Look for what is wrong or broken.Point it out and hope someone else fixes it!,What if our approach was to: Look for and celebrate what is going well and try to do more of it?,Some questions you might ask when problem solving:What have we been doing right re
4、lated 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?,Positive and Negative Thought Patterns,At any moment we can have positive or negative thought patterns running through our mind.,How we primarily focus
5、our thought patterns will directly effect how we focus our energy and cause us to be proactive or reactive in our thinking.,Proactive or Reactive Thinking,Your Thoughts,If you THINK you CANYou probably CAN! If you THINK you CANTThere is NO WAY in Hell you will!,Reactive thinkingReasons(why, why,why,
6、.)Whats not working, whats wrong. How to “fix” it.,Proactive thinkingResultsWhats working, whats right. How to make it even better.,How DO You Think,The Team Sponsor,Reactive thinkers see change or crisis as dangerProactive thinkers see change or crisis as opportunity,Team Leader Role,Both views are
7、 “right”which view you take will have a profound effect on your energy levelEven when given as negative view you can describe it as positive and get rather than lose energy,Functional Manager Role,By under-standing this,Can still be the same number of negatives, they just arent as big!,You can do th
8、is,The Key,The leader doesnt need to know all the answersthe leader only needs to know the questions which are effective in helping others to discover the answers they already have,Questions which can be answered without the possibility of making a mistake throw our switches into an “on” position an
9、d allow us to apply our intuition. Questions in this form are calledEffective Questions,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
10、 the integration of many parts.,thus,Effective Questions are right brained questions.,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.,What is already working? What specifically cau
11、ses 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?,Some Effective Questions,The 5 Key Team Management Variables,The “Ha
12、rd” part,The “Soft” part,Function,Quality,Schedule,Effort,People(Process, Productivity),People!,People must still perform the Work!,The fifth key team variable has to do with the “Soft” part,People,Energy Level,Culture,Feelings,Skills,Focus,Personality,Values,Experiences,Excersize,As a team, take 15
13、 minutes and identify:What do you “feel” are the key dimensions, characteristics, Attributes of a high performing Team?What is it that makes a team high performing?,Dimensions of a High Performing Team,Clear and elevating goalsResults driven structureCompetent team membersUnified commitmentCollabora
14、tive climateStandards of excellenceExternal support and recognitionPrinciple leadership,Carl Larson, “Teamwork”,The Organization Behind the Profession,Project Management Institute (PMI)Not-for-profit professional associationEstablished 1969Over 90,000 members in 120 countries200+ chartered chapters3
15、6+ chartered Specific Interest Groups (more pending),PMI Advances the PM profession by:,Maintaining project management standards and PM certificationFacilitating project management educationAdvancing the state-of-the-art PM researchServing as a repository for PM informationActing as an information d
16、istribution forumEstablishing a code of ethics for practitioners,PMI Minnesota Chapter,Minnesota membership exceeds 2000Minnesota chapter in top 10 worldwideMinnesota chapter is one of the most active chapters in the countryWinners of the following national 2001 awards:Chapter of the Year Award (5+)
17、Chapter Sponsor/Mentor AwardChapter Sustained Superior Performance AwardChapter Professional Development Award for Exceptional Activities,Community Project Coaching,Program Objective:Provide PMI-MN members with opportunities to serve the community by coaching project managers of local community orga
18、nizations“give something back”,Coaching Not Leading,Volunteers in the program assist the project manager(s) for the non-profit community organizationProject managers of the non-profit community organization lead and manage the project,Community Project Guidelines,Short duration projects ( 6 months)P
19、roject related to organizations purposeClearly identified project participants (e.g. sponsors, project manager(s), etc)CPC services should not complete against providers of for-profit project management services,How do I Get Coaching Help?,Contact Management Assistance Program for Nonprofits (MAP)Am
20、y Wagner651-632-7237Awagnermapnp.org,Summary,Successful project management involves a balance of human, technical and business skillsIt is critical to set a positive, energizing environment on your projectLeadership skills are important in PMPMI is the world organization behind PMThe MAP/PMI Minneso
21、ta Community Project Coaching Program is one way you can get some help,PM References on the Web,Some Good PM Books,Getting the Job Done! W. Alan Randolph and Barry Z. PosnerProject Management As If People Mattered Robert J. GrahamThe People Side of Project Management Ralph L. Kliem and Irwin S. Ludi
22、nEnlightened Leadership Ed Oakley and Doug KrugTeam Talk Anne DonnellonTeamwork Carl Larson and Frank LaFastoCreating an Environment for Successful Projects - Randall England and Robert J. GrahamInformation Technology Project Management Kathy SchwalbeA Guide to the Project Management Body of Knowledge Project Management Standards Committee 2000 Edition,Minnesota Chapterof the Project Management InstituteThank You!,Chapter That Cares,