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Brian Vanderjack, PMP, MBA. Team Management to "Win" in Business. LS0101. Context. As is/no warranty Any feedback becomes a gift to the author Any registered trademark remains the property of the original owner No intent to imply endorsement of any organization

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brian vanderjack pmp mba
Brian Vanderjack, PMP, MBA

Team Management

to "Win" in Business

LS0101

© 2010 Brian Vanderjack

context
Context
  • As is/no warranty
  • Any feedback becomes a gift to the author
  • Any registered trademark remains the property of the original owner
  • No intent to imply endorsement of any organization
  • Not to be duplicated, or stored, in whole or in part

© 2010 Brian Vanderjack

back story
Back Story
  • Jim meets “Bull”

© 2010 Brian Vanderjack

what s here for you
What’s Here For You?

A thin project management methodology that you can use to manage teams.

Why?

Increase your chances of meeting commitments - when it counts.

© 2010 Brian Vanderjack

why is excellence in teams critical
Why is Excellence in Teams Critical?
  • Personal advancement
  • Support larger efforts
  • Fewer surprises
  • Important tasks more likely to get done

© 2010 Brian Vanderjack

outline
Outline
  • Introduction & Scope
  • “Super Charged Responsibility Matrix”
  • Metrics Setup
  • Metrics Process
  • Issue resolution

© 2010 Brian Vanderjack

slide7

Introduction

&

Scope

© 2010 Brian Vanderjack

why is effective team management critical
Why is Effective Team Management Critical?
  • Virtual teams
  • Global presence
  • Thin profit margins
  • No one knows it all

© 2010 Brian Vanderjack

core assumptions
Core Assumptions
  • Vision
  • Mission
  • Work path follows single-thread
  • Task ownership is the issue

© 2010 Brian Vanderjack

build infrastructure at the start
Build Infrastructure at the Start
  • Team building
  • Nip meandering in the bud
  • Honeymoon stage
  • Before “Transition” starts

© 2010 Brian Vanderjack

audience experience
Audience Experience
  • Underutilized resource
  • Behavior
  • Impact on team
  • Impact on organization

Team buiding!

© 2010 Brian Vanderjack

damage control intentionally underperforming team member
Damage Control - Intentionally Underperforming Team Member
  • Does not want success
  • Social loafer
  • Power/Control
  • Firefighter

© 2010 Brian Vanderjack

damage control unintentionally underperforming team member
Damage Control - Unintentionally Underperforming Team Member
  • Just don’t get it
  • Bandwidth
  • Skill
  • Process
  • Health issues

© 2010 Brian Vanderjack

bolt on for sub team
“Bolt-On” for Sub-Team
  • Isolate key topics
  • High visibility to critical tasks
  • Easier to understand responsibilities
  • Hawthorne-effect

© 2010 Brian Vanderjack

slide15

Supercharged Responsibility

Matrix

© 2010 Brian Vanderjack

slide16

Supercharged Responsibility Matrix

© 2010 Brian Vanderjack

supercharged responsibility matrix checklist
Supercharged Responsibility Matrix - Checklist
  • What is expected
  • Who is responsible
  • When it is expected
  • Dates
  • Contact information

© 2010 Brian Vanderjack

example vision mission
Example Vision & Mission;

Vision: Provide “green” energy, that improves the environment and addresses the needs of the consumer market.

Mission: Move ping-pong ball shaped capsules of nuclear waste at least four linear feet.

© 2010 Brian Vanderjack

example to do
Example: To Do
  • Get together into teams of four or less.
  • Fill out “Supercharged Responsibility Matrix” on Page 2. Build phase only (page six can help you)
  • When done, double check results using the appropriate “checklist”

Group Discussion

  • Could this focus a team on to the correct tasks?
  • How does this relate to intentional underperformers?
  • How relate to unintentional underperformers?

© 2010 Brian Vanderjack

backbone knowledge
Backbone Knowledge
  • What are Milestones?
  • Tasks in Verb/Noun form
  • Contact information easy to find here
  • Best if in chronological order
  • Need to practice
  • Time units defined by effort
  • Predecessors possible, however…

© 2010 Brian Vanderjack

slide21

Metrics -

Setup & Process

© 2010 Brian Vanderjack

metrics defined
Metrics Defined
  • Measurements relating to a process’s output or aspects of a process itself.
  • Typically used in making decisions about a business process.  

© 2010 Brian Vanderjack

metrics setup example
Metrics Setup - Example

© 2010 Brian Vanderjack

metrics setup checklist
Metrics Setup Checklist
  • “Box-in” quality
  • Within control
  • Met-not-met
  • Linked to “mission”
  • Optimized
  • Unintended consequences
  • Agency theory
  • Can deliver stated reward
  • Educate direct-stakeholders

© 2010 Brian Vanderjack

example to do25
Example: To Do
  • Please fill out the “Metrics – Setup” on page four.

Group DiscussionCould this focus a team on to the correct tasks?Signal corrective action is needed.Clear expectations?Why is it sometimes so difficult to get these?Need assumptions to be stated?

© 2010 Brian Vanderjack

metrics process example
Metrics Process Example

C-SPIN assigns management

staff to Brian

Plans reviewed closely with

stakeholders on future events.

C-SPIN gives Brian a free ticket

to next C-SPIN event!

C-SPIN buys Brian a new CAR!!!

© 2010 Brian Vanderjack

metrics process checklist
Metrics Process Checklist
  • Schedule regular inspections
  • Learning opportunity
  • Link corrective actions to right area/people
  • Trigger point
  • Compassion
  • Authority to enact improvements
  • Clear measurement process
  • Management by Wandering Around  

© 2010 Brian Vanderjack

example to do28
Example: To Do
  • Fill out “Metrics – Process” on Page five of the handout

Group DiscussionDo effective awards have to cost money?Enact able corrective actions?Do you agree: fix the process not the person?

© 2010 Brian Vanderjack

slide29

Issue

Resolution

© 2010 Brian Vanderjack

healthy issue resolution
“Healthy” Issue Resolution
  • Options
  • Flip a coin

1) Options

2) Value

3) Probability of success

4) Select best

  • Back story
  • Options
  • 3) Pro/Con
  • 4) Recommendation

© 2010 Brian Vanderjack

observations on issue resolution
Observations on Issue Resolution
  • Once the issue is correctly defined….
  • Share solution
  • Stakeholders
  • Know your limits

© 2010 Brian Vanderjack

example to do32
Example: To Do
  • Please use the materials supplied to, and the information you created, to create the Nuclear Waste Mover.
  • Please note, the design has not been tested and you can alter it.

© 2010 Brian Vanderjack

example to do33
Example: To Do
  • Should you assign a “leader”
  • Should “testing” be a part of it?
  • How could you tailor this for use at work tomorrow?

© 2010 Brian Vanderjack

contest
Contest
  • Almost valuable prizes are at stake
  • The winner….most number of linear feet
  • Three teams will be selected at random to participate

© 2010 Brian Vanderjack

slide35

Observations

© 2010 Brian Vanderjack

comments
Comments
  • Documentation is accessible
  • Don’t forget to appoint a leader
  • Tailor this as appropriate

© 2010 Brian Vanderjack

forward
Forward
  • Team needs to agree to this process, in writing
  • New team members must “opt-in”

© 2010 Brian Vanderjack

slide38

Summary

© 2010 Brian Vanderjack

forward39
Forward

You need to practice this.

© 2010 Brian Vanderjack

summary if you need to
Summary: If you need to…
  • Organize your team team
  • Set clear expectation
  • Shape behavior
  • Drill down into important tasks
  • Get past issues

Use this!

© 2010 Brian Vanderjack

brian vanderjack pmp mba41
Brian Vanderjack, PMP, MBA

© 2010 Brian Vanderjack