leading project teams virtually
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DESCRIPTIONII -Maintaining Momentum. For those with headsets, run your audio setup wizard after logging in Use the chat area or next page to let us know if you will be using: headset and mic teleconference option, or chat box to communicate. Leading Project Teams Virtually. - PowerPoint PPT Presentation
Leading Project Teams Virtually
For those with headsets,run your audio setup wizardafter logging in
Use the chat area or next pageto let us know if you will be using:
headset and micteleconference option, orchat box to communicate.II -Maintaining MomentumWelcome people as they log in
Remind them to test their audio
Ask people who are teleconferencing to self-identify so you know where to place during breakouts
1Leading Project Teams VirtuallyGetting Connected!On headset with micUsing teleconferenceUsing chat box
Find out whos hereWhether they are on headset or not and note which case they chose3TodayLeading Project Teams - Virtually
Getting ConnectedMaintainingMomentumDeliverables to Celebration123
Explain where we are in the series.
Today we are in Module 2, the 2nd of the 3 modules in the series on Leading Project Teams Virtually. In the first module, we learned about team development and communication, virtual teams and running successful meeting in virtual space.
This week well delve into Project Management, and the Project Charter, prototyping and maintaining momentum and engagement for virtual projects.
Then we will conclude next week with staying connected, assessing progress, closing down project and the lessons learned process and of course, celebration!
4ReconnectBreakout 1: Project Sponsor/Charter discussion Project progress and prototyping principlesBreakout 2: Rapid prototyping at CouncilsCommunication platforms pros and consAgendaWalkthrough the agenda
Learning objectives we are incorporating Reconnect (15 minutes) Breakout #1 Identify the key pieces of information that should be part of a Project Charter (25 minutes) Describe how to prototype a project forward(10 minutes) Breakout #2 Rapid prototyping at councils (25 minutes) Communication platforms pros and cons (15 minutes)Identify strategies for maintaining momentum and engagement for virtual projects (25 minutes)
Insert HBDI exercise hereTo get us started today, we have an activity that will help us get to know the rest of the group here
And will demo a way to help a virtual team discuss their collective strengths and areas they need help. This should happen early in the project (1st or 2nd virtual meeting) as your team is forming.
Ask participants one at a time to drag three strengths they bring to a project onto the circle and one area they need help to the side. After 6 or 7 people have gone, discuss how you might debrief this in the virtual space
This is the HBDI Herrmann Brain Dominance Instrument model, which comes from Ned Herrmanns 30 years of work on brain spheres (left/right upper/lower) and the strengths of each.
Using the model helps us describe the degree of preference individuals have for thinking in each of the four brain quadrants.
Research has shown that everyone is capable of flexing to less preferred thinking styles and learning the skills to recognize and adapt to the thinking preferences of others. Presenting information in a way that recognizes, respects and is compatible with different preferences is crucial to cross team collaboration.
Screen shot of the Charter Template they have in their prework. Simply a way to record and share Why this project is important Strategic AlignmentWhat the project is very specifically Scope OverviewWhat are expectations for processes Quality RequirementsWho needs to know what and when Communications RequirementsWhat are the limitations Resource Limits
8Breakout #1Discuss challenges you have encountered that might have been helped by using a charter type tool.
Assign a room facilitator, recorder and someone to report out.
10 minutes totalWill break into 4 random groups.
Explain the breakout process
Remind Breakout room recorders to use a large font when recording (at least 24 pt)
After :10, bring them back, bring up one of the breakout group whiteboards and ask someone from that group to quickly summarize what would have been the most helpful about using a charter.
Lets talk a bit about how to maintain momentum on projects from a big picture perspective. Assume the major scope questions have been answered and you and the team are working away. What are some things you as the project lead want to remember to help maintain progress?
Progress Principle9 Small wins fuel momentum
Team Leads must speak to peoples inner work life
Make sense of everyday changesto the teamHelp people manage their emotions to those everyday eventsPay attention to peoples motivation/drive to do the work (intrinsic vs. extrinsic)
Teresa Amabile and Steven Kramer provide some useful info in their book, The Progress Principle, which is about what helps team members stay engaged. Their research found: Feeling of Progress was the biggest differentiator in reporting success. People can see the progress.Paying attention to peoples inner work lives or how they are doing in general made impacts
How to do these? Team leads help people make sense of everyday changes in the organization or to the project teamHelp people manage their emotions around those changesPay attention to what parts of the project work each person most resonates - not assuming it is about results or recognition/pay
Another thing team leads should do is encourage experimenting. Lets look at what we gleaned from the IDEO video. One thing we hope you picked up is their bias toward rapid prototyping. To illustrateIDEO was once working with an ENT surgeon who was asking them to help design a surgical instrument for his practice.
10IDEO put this object in front of the client as a prototype AND it was in the very first meeting (as the client started describing what he was looking for 2 IDEO people went out and put this together).
What IDEO has discovered is the faster they put something in front of the client that represents what they are asking for, the faster IDEO can get to what the client ultimately wants.11Innovation Via IDEOInvert the thinkingCarefully articulateall design specsand build to specsPrototype your way to your final design specsThey found that an old school design approach of thorough documentation of identified specs then build to specs, does not work in many cases; partly because sometimes clients dont know exactly what they want and need something concrete in front of them so they can better articulate what they are looking for.12IDEO Prototyping Fail early to succeed sooner 4-6 prototypes on average
Quick, low-fidelity, low-cost experiments
Multiple teams developing prototypes Put at least two prototypes in front of the customer/client)
Get best data by watching client interact with the prototypeSo IDEO has found that they on average will put 4-6 prototypes in front of a client until they are ready to scale.
Because of this multiple prototype approach, they realize they must have low-cost experiments so the iterations do not blow the budget.
They also find that when possible, it is better to put two possibilities in front of the client so they can pick the best features of each and not feel disappointed if the one prototype doesnt quite do it for them.
And along with MIT labs, they have found that you get the best source of feedback watching users interact with the prototype. We saw them observing people using shopping carts and asking those people what works best. 13Breakout #2We will put you in breakout rooms, when you get there:
Choose a facilitator, a recorder and someone who will report out.For one of your councils projects, discuss how you have prototyped/tested ideas with your customers before trying to scale.Discuss how you can cost-effectively take a multiple prototype approach (like IDEO did with the 4 cart prototypes). You have 10 minutes.
4 Breakout rooms random assignment
Lets play with this notion of rapid prototyping some more
How will or does the idea of prototyping work where you are?14Virtual Communication Need tools for both synchronous and asynchronous meetings. CommunicationConferencingDocument storage and sharing
Were going to move back to working virtually and how you make that work with the technology.
Your team will have many uses for both synchronous and asynchronous virtual tools. These uses will fall into three basic categories: Communication (email, skype)Conferencing (BB, GoToMeeting, Google Hangout)Document storage and sharing (Box.com, wiki, Sharepoint, Drop Box, Basecamp)
15Project Communication/Sharing GuidelinesWhich of the project tools would work best?
Given the tools we are using, what are the simple guidelines we need to follow?
Whats the cost, availability?
What we want to discuss next is the issue of how to communicate and share work virtually. With new apps being created everyday, we did not want to attempt to suggest what tools teams should use but rather look at what questions should drive which tools are chosen.
Here are 3 questions on the whitboard that should help. What other questions should be raised? 1) Communication2) Conferencing3) Document storage and sharingOutlookGoogle hangoutWiki (e.g. Pbworks)Blackboard16Tools!This is a template for looking at the three types of tools you might need for your virtual project. Outlook, Google Hangout and wikis are an example of each. Ask participants to populate with others they are aware of/have used.Encourage people to explain their suggestions if others are unfamiliar with the tool.17Questions/Observations?