jean mckay puttycove inc n.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Jean McKay PuttyCove , Inc. PowerPoint Presentation
Download Presentation
Jean McKay PuttyCove , Inc.

Loading in 2 Seconds...

play fullscreen
1 / 66

Jean McKay PuttyCove , Inc. - PowerPoint PPT Presentation


  • 217 Views
  • Uploaded on

An introduction to. Jean McKay PuttyCove , Inc. High Cost of Doing Nothing 4/18/2012. About Jean McKay, PMP, PMRMP, MSCIS. Jean is an experienced professional with a proven track record over 20 years.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Jean McKay PuttyCove , Inc.' - gwidon


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
jean mckay puttycove inc

An introduction to

Jean McKayPuttyCove, Inc.

High Cost of Doing Nothing

4/18/2012

about jean mckay pmp pmrmp mscis
About Jean McKay, PMP, PMRMP, MSCIS
  • Jean is an experienced professional with a proven track record over 20 years.
  • She currently holds numerous professional certifications in both Project Management and IT, focuses on Disaster Recovery Planning, Business Continuity Planning, Risk Assessment, and Technical Training.
  • Jean is a certified Project Management Professional (PMP)®, and Risk Management Professional PMP-RMP, with a Master of Science in Computer Information Systems.
  • Jean currently resides in Phoenix, Arizona, and is an active member of the PMI Phoenix Chapter, BPW, and Infragard.
background for this work
Background for this work
  • Fifteen years of development at Stanford University
  • Observations or interviews with 225 executives
  • 25 longitudinal studies of executives
  • In 2007, 55 formal interviews in 9 industries
  • In-depth study of PQ+A in two global companies
    • Cypress Semiconductor, 1996 to 2004
    • Microsoft, 1995 to 2004

- 3 -

four deep trends
Four deep trends
  • Information overload
  • Higher levels of complexity
  • Complexity is dynamic
  • Increased time crunch

The pressure to

improve discussion

Time 

The efficiency of typicalbusiness meetings

- 4 -

two factors
Two factors
  • Two factors make it difficult to manage complexity and overload in meetings
  • Answers that destroy focus
  • Questions that lack focus

- 5 -

when answers lack focus
When answers lack focus
  • Not clear
  • Not crisp
  • Not concise

- 6 -

what s going wrong
What’s going wrong?
  • She asks a precise question
    • “What are the unit sales for the urban and suburban segments?”
  • He hears a generic question
    • “Give me an update.”
  • He believes he’s helping the discussion by providing “valuable context”

- 7 -

precision answering solves the problem
Precision Answering solves the problem
  • The basics of PA
    • Answer the question that was asked
    • Start with the core
    • Keep it short
  • The benefits of PA
    • Better focus
    • Greater efficiency

- 8 -

when questions lack focus
When questions lack focus
  • Low efficiency
  • No depth

- 9 -

what s going wrong1
What’s going wrong?
  • We shouldn’t be asking this:
    • What do the lines show us?
  • If the question in our mind is this:
    • At the end of the quarter, what was the rate at which sales were decreasing?
    • Is the rate of decrease slowing down or speeding up?

- 10 -

precision questioning solves the problem
Precision Questioning solves the problem
  • The basics of PQ
    • Be precise
    • Get to the heart of the matter
  • The benefits of PQ
    • Greater efficiency
    • Better analysis

- 11 -

the seven categories
The seven categories

Our customersare spending more time on social networking sites.

- 14 -

the seven categories1
The seven categories

Our business needs to start doing better security of our data.

- 15 -

let s practice
Let’s Practice
  • We will use your issue to practice thecategories one at a time
  • Real PQ ismore fluid

- 16 -

slide17

Practice: Write down an issue like one or the other of these

  • Use a real issue fromyour work
  • Write legibly

___ is taking more ___ [time, resources, etc.] than expected.

___ is more complexthan expected.

- 17 -

instructions for two minute drills
Instructions for two-minute drills
  • Find a partner to practice with.
  • Decide roles
    • One person presents issue & answers questions
    • Other person asks questions
  • Don’t change roles until instructed to
  • These are practice drills for the questioner; this will not be a fluid discussion. Real PQ ismore fluid than this.
    • Answers should be short, honest, and realistic
  • Please wait to begin

- 18 -

establish the big picture 2 minute limit
Establish the big picture 2 minute limit
  • Presenter starts
    • Show partner the written statement
    • Give an overview of your issue (about 30 seconds)
  • Then questioner asks
    • Ask questions that help you understand the big picture (about 60 seconds)
    • Big picture questions are mostly clarifications so you understand the topic
    • Do not worry about the categories for now
    • 2 minute limit

- 19 -

go nogo questions guide energy and focus
Go/NoGo questions guide energy and focus
  • Setting up a good meeting
    • Who should participate?
    • Goal?
    • How much time?
    • Who should tee up the issue?
  • Shaping the direction once the meeting begins
    • Are we focused on the right thing?
    • Are we asking the right questions?
    • Should we take this off-line?

- 20 -

reminder these are not go nogo questions
Reminder: these are not Go/NoGo questions
  • How do you track resources?
  • What do you mean by “complex?”
  • What seems to be causing it?
  • For now – focus only one Go/No Go questions

- 21 -

examples of go nogo questions
Examples of Go/NoGo questions
  • OK
    • Who should attend?
  • Better
    • Who knows more about this, Ellen or Bill?
  • OK
    • What would be the goal of the meeting?
  • Better
    • Is a half-hour enough time to both review the data and figure out the underlying causes of the problem?

- 22 -

slide23

Practice Go/NoGoquestions 2 minute limit

  • Ask questions thatwould help them set upa real meeting to discuss this issue

___ is taking more ___ [time, resources, etc.] than expected.

___ is more complexthan expected.

- 23 -

clarification questions sharpen the meaning
Clarification questions sharpen the meaning
  • By “clarification” we mean clarification of the meaning of words and sentences
  • Three main types of clarification
    • Clarifying slippery words
    • Asking graph questions
    • Asking pivot table questions

- 24 -

clarification of slippery words
Clarification of slippery words
  • A “slippery” word means one thing to one person and something different to another person
  • OK
    • What do you mean by “complex”?
  • Better
    • Complex in what ways?
    • Do you mean complex with respect to number of parts?
    • Complex with respect to number of dependencies?

The project has become more complex than we

expected.

- 25 -

reminder these are not clarification questions
Reminder: these are not clarification questions
  • Do you have data on your use of resources?
  • What seems to be causing it?
  • If you don’t change anything, what would be the consequences?
  • For now – focus on Clarifying slippery word questions

- 26 -

slide27

Practice clarifying slippery words 2 minute limit

  • Clarify words that mightmean something different to the presenterthan to you.

___ is taking more ___ [time, resources, etc.] than expected.

___ is more complexthan expected.

- 27 -

clarification through graph questions
Clarification through graph questions
  • “Draw the graph” with questions
    • When did the schedule first slip?
    • How far have you fallen behind the original projections?
    • Are you losing ground or gaining ground?

The project is taking more timethan expected.

- 28 -

clarification through pivot table questions
Clarification through pivot table questions
  • Pivot table questioning
    • Picture the parts
    • Question the parts
  • Examples
    • Show it to me by ___ (gender, age, location).
    • Where has morale been the most difficult to improve?
    • Where has morale been easiest to improve?

Improving morale is turning out to be more difficult than weexpected.

- 29 -

slide30

Practice graph/pivot table clarification 2 minute limit

  • Graph questions
  • Pivot table questions

___ is taking more ___ [time, resources, etc.] than expected.

___ is more complexthan expected.

- 30 -

assumption questions go deep
Assumption questions go deep
  • An assumption is something that must be true in order for the statement to be true
  • The difficulty: assumptions are in what is not said
  • Useful tip: phrase your questions this way
    • Are you assuming…?
    • Are you assuming…?

- 31 -

common categories of assumptions
Common categories of assumptions
  • “I’m looking for the solution to the problem of…”
  • Existence
    • Are you assuming a problem exists?
  • Uniqueness
    • Are you assuming there’s only one problem?
  • Measurement
    • Are you assuming you can measure improvement?
  • Value
    • Are you assuming it’s bad?
  • Time, Constancy
    • Are you assuming the problem isn’t changing over time?

- 32 -

slide33

Practice assumption questions 2 minute limit

  • Are you assuming...?
  • Are you assuming...?
  • Are you assuming...?

___ is taking more ___ [time, resources, etc.] than expected.

___ is more complexthan expected.

- 33 -

bcqs ask for evidence
BCQs ask for evidence
  • Two main types of BCQs
    • Questions about the validity of the data
    • Questions about the credibility of the sources of information

- 34 -

bcq questions about the validity of data
BCQ: questions about the validity of DATA
  • Not
    • How do you know that’s true?
  • OK
    • What’s the data?
  • Better
    • How complete is the data?
    • How accurate is the data?
    • Is the sample representative of the population?
    • Is the sample large enough?

- 35 -

slide36

Practice DATA questions 2 minute limit

  • Ask questions about the validity of their data

___ is taking more ___ [time, resources, etc.] than expected.

___ is more complexthan expected.

- 36 -

bcq questions about the credibility of the sources of information
BCQ: questions about the credibility of the SOURCESof information
  • OK
    • Where did you hear this?
  • Better
    • Did you hear it from somebody who was on the project at the beginning?
    • Do you have 100% confidence in what they are telling you?
    • Should you check with other people who were on the project at the beginning?

- 37 -

slide38

Practice SOURCE questions 2 minute limit

  • Ask questions about the credibility of theirsources of information

___ is taking more ___ [time, resources, etc.] than expected.

___ is more complexthan expected.

- 38 -

slide39

Establish the big picture – switch roles 2 minute limit

  • New presenter
    • Show your written statement(about 30 seconds)
  • New questioner
    • Ask questions that help you understand the big picture (about 60 seconds)
    • Big picture questions are mostly clarifications
    • Don’t worry about categories, this is so you understand the topic

- 39 -

bcqs ask for evidence1
BCQs ask for evidence
  • Two main types of BCQs
    • Questions about the validity of the data
    • Questions about the credibility of the sources of information

- 40 -

slide41

Practice BCQs – DATA and/or SOURCE 2 minute limit

  • Ask about validityof data
  • Ask about credibility ofsources of information

___ is taking more ___ [time, resources, etc.] than expected.

___ is more complexthan expected.

- 41 -

cause questions
Cause Questions
  • Questions about causes help us control
  • Here are five precise why’s
    • What triggered this (an event)?
    • Is there a root cause (a condition of vulnerability)?
    • What is the mechanism (how does it work)?
    • What are the drivers (pushes)?
    • What are the inhibitors (pulls)?

- 42 -

cause questions1
Cause questions
  • OK
    • Why were our initial expectations so unrealistic?
  • Better
    • Was the root cause that fact that this was a different type of problem than we have seen in the past?
  • OK
    • Why is it becoming more complex?
  • Better
    • What are the main drivers of complexity?

- 43 -

slide44

Practice cause questions 2 minute limit

  • Root cause? Trigger?
  • Drivers? Inhibitors?
  • Mechanism?

___ is taking more ___ [time, resources, etc.] than expected.

___ is more complexthan expected.

- 44 -

questions about e ffects help us predict
Questions about Effects help us predict
  • When thinking about the future, we tend to oversimplify
  • This 3x3 matrix helps us be more precise

- 45 -

effects questions
Effects questions
  • OK
    • How long will it take?
  • Better
    • Worst case, how long will it take?
  • OK
    • What will be the result?
  • Better
    • What will the long-term consequences be?

- 46 -

slide47

Practice effect questions 2 minute limit

  • Ask questions like this:
    • Suppose you don’t change anything.In the ___ term, what’s the ___ case for ___?

___ is taking more ___ [time, resources, etc.] than expected.

___ is more complexthan expected.

- 47 -

questions about action
Questions about Action
  • There are many more options than “what should we do about it?”
    • What is our strategy?
    • What tactics will we use to enact our strategy?
    • What is our plan for the coming week?
    • Is our goal a root cause fix? Or is it just containment?

- 48 -

slide49

Practice action questions 2 minute limit

  • Ask questions like these:
    • Can you do a root-causefix on this?
    • Should you just try tocontain it?

___ is taking more ___ [time, resources, etc.] than expected.

___ is more complexthan expected.

- 49 -

benefit of pq
Benefit of PQ
  • What is the benefit of making our questions more precise?
    • It helps us analyze our work in new ways
    • Our meetings become more efficient
    • The level of critical thinking goes up

- 50 -

pq can t get very far without pa
PQ can’t get very far without PA
  • In the first video, Jordy does not hear the Precise Question
  • He hears, ‘Tell me a story’

- 53 -

precision answering solves the problem1
Precision Answering solves the problem
  • The basics of Precision Answering
    • Answer the question that was asked
    • Start with the core
    • Keep it short

- 11 -

focus on precision answering
Focus on Precision Answering
  • PA:Conveying only the important information in a crisp, clear, and concise way

- 86 -

three basic rules of pa
Three basic rules of PA
  • Answer only the question that was asked
  • Start with the core
  • Keep it short

- 87 -

three basic rules of pa rule 1
Three basic rules of PA – Rule #1
  • Answer only the question that was asked
    • Don’t answer the question you wantedthem to ask
    • Don’t answer the question you think they shouldhave asked
    • Make sure you heard the question
    • If the question isn’t clear to you, clarify

- 88 -

three basic rules of pa rule 2
Three basic rules of PA – Rule #2
  • Start with the core
    • Core answers go right to the point
  • Common core answers
    • Yes
    • No
    • Number
    • Date
    • Single point
    • Bullet points
    • I don’t know + next step

- 89 -

three basic rules of pa rule 3
Three basic rules of PA – Rule #3
  • Keep it short
    • Many times the core answer will suffice
    • At most, add one or two additional points
    • When adding necessary information, use bullet points when possible
      • There are three top concerns . . .
      • We have two options . . .

- 90 -

additional options
Additional options
  • Clarify the question
  • Redirect the questioner
  • Add qualifiers
  • Do a torpedo alert
  • Anticipate the next question, only when obvious
  • Keep the discussion moving forward

- 91 -

find the precise answer
Find the precise answer
  • Q: What’s the status of the project?
  • A: Well I made the phone calls to our customers that you asked me to. I think people were in general pretty positive, though ABC Retailer had some concerns about the timing, but I think we can work around their schedule by doing a phased implementation of the plan. The rest of our customers are fine with the schedule, so I think we should be on schedule to deploy next month, with again the exception of ABC Retailer which will deploy the system in the next two months.

- 92 -

find the precise answer1
Find the precise answer
  • Q: Why did the schedule slip?
  • A: I want to say that we have been working very hard to make the schedule, but as you know the schedule is very aggressive and we are working on a new system, so we are doing our best. We have been having some problems integrating the new system with the manufacturing process. We are not sure, but we think it has something to do with an incompatibility between the new system design that used an XYZ process and our manufacturing design that used the old ZYX process, but at this point it is just a guess.

- 93 -

practice precision questions answers
Practice Precision Questions & Answers
  • Visit www.vervago.com
  • Skill Sharpeners that build skills
  • The PQ+A 1 day Workshop
    • Teaches four things:
      • PQ
      • PA
      • plus two additional techniques
    • Workshop creates high impact three ways:
      • Focuses on real issues
      • How to make practical application
      • Post-workshop emails to deepen the learning

- 65 -

thank you
Thank You !
  • Questions? Contact me!
  • Email: jean@puttycove.com
  • Call: 623.210.7312
  • Website: www.puttycove.com
  • LinkedIn: http://www.linkedin.com/in/jeanmckay
  • www.vervago.com
  • Ask better questions and give better answers

- 66 -