Team Management

1SnamprogettiSnamprogetti A company of Saipem

Team ManagementProgram

AProject Management Best Practicesmethodology

15/Feb/2008

SnamprogettiSnamprogetti A company of SaipemEni Corporate University

2/27 Team Management

Welcome!Daniel Baharlia – 04/Aug/1969

Graduated in Mechanical Engineering at the University of Sao Paulo (BR), I worked mostly for B2B producers and suppliers in the automotive/ mechanical industry. In 2004 I was certified as 6Sigma Black-Belt by the Caterpillar University.

Since 2006 at Snamprogetti, I conducted the development of the Team Management methodology, and recently got the PMI-PMP certification.

Lorenzo Fossati – 22/Dec/1969

Graduated in Chemistry at the University of Milan, I worked initially in the pharmaceutical field (R&D) and then for a Management Consulting Company. Master in Business Administration - SDA BOCCONI – 2002.

Since 2005 at Snamprogetti, I work in Project Management best Practice (BPO) as a facilitator. I got the PMI-PMP certification in 2007.

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Index• Introduction to Project Management Best Practices

• Team Management Overview

• Team Management Techniques

• War room

• Kick-Off Workshop

• Devil Cycle

• Question & Answer

• Visible Planning TM

• Declaration

• The experience at Snamprogetti

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Project Management Best Practices

The BPO is the Snamprogetti department that develops and implements specific project management methodologies, such as:

• Constructability

• Project Review

• Customer satisfaction

• Interface Management

• Value Management

• Lessons Learned

These methodologies are carried out by theBPO facilitators.

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“Team Management”

One step ahead: a new methodology to set up an overall directive addressed on dealing with people

People who work on projects = TEAM

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The Team Management goal

The performance indicator for teamwork: Sinergy

The synergetic use of individual capabilities within the team in order

to reach a common goal

Capabilities,

not persons

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Strategic alignment

Project goals

Concrete methods Team attitudes

•Cohesiveness•Sense of belonging•Motivation•Proactiveness•Trust

•Overall view of the project•Goal sharing•Role definition•Work plan•Meetings•Priority management

The techniques were developed with the support of

JMAC (Japan Management Association Consultants)

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Fundamentals

• Frequent and effective communication

• Responsibility

• Proactiveness and anticipation

• Efficient and effective meetings

• Visual aids

• Awareness

• Respect

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Team Management Techniques

Visible Planning™

Declaration

Team Kick-offWar room

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War room example

The War room is the project-team space:

• Visualize relevant aspects

• Meeting place – thus, information sharing

Team Management

11SnamprogettiSnamprogetti A company of Saipem

Kick-off Workshop

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Kick-off Workshop

The Kick-off Workshop is the proper start-up for an effective

Team Management

•Create the basis for efficient communication between team members

•Define and share the expected output and goals of the project with the whole team

•Identify, share and, if possible, resolve any doubts, risks and criticalities

•Choose the tools required for the next few phases of the project

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“Get to know me” – parts 1 and 2

Create a preliminary climate of trustamong team members and speed up the reciprocal "knowing each other" process, that is fundamental for triggering the basic dynamics of team work

Get to know me

Part 1Dedicated to self-presentation, allows to create a climate of trust among team members.

Part 2Allows to continue the reciprocal knowledge started during the previous part, using the feedback tool.

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Devil cycle

DevilCycle

Through teamwork activities, share the issues that strongly affect in a negative way the work within a project organization. Those issues are linked together in a vicious circle that must be interrupted.

Individual preparation

Split into categories

Cause-effect links

Presentation of the results

1. People get rid of “nauseous” feelings

2. Issues are common to everyone

3. People see responsibility in solving the issues

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Project overview + Q&A

Question& Answer It’s an excellent tool to relieve

the team from the problems they feel, while clarifying the common “modus operandi”that the people will follow.

1. “Big picture” of the project presented by the PM

no interruptions are allowed

2. Individual exposure of questions to the PM

Team Management

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Visible Planning™

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Visible Planning™

It is one of the tools for the development of a Team Management culture within the job. Its main goals are to:

• Visualize the work plan (activities, milestones, etc.)

• Quickly distribute and share information

• Translate into concrete behaviours the internal “client-supplier” concept

• Stress issues and risks, forcing them to be resolved early on

• Increase efficiency and effectiveness of meetings

• Insist on the proactiveness of individual team members

• Improve transversal communication within the team

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A dynamic toolLong-term Short-term Issue board

• Priority definition• Sharing and interactivity• Frequent meetings• Split scheduling from problem-solving• Self scheduling and front-loading

• Visualize pending issues• Immediately eliminate

closed issues (keeping trace)

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LONG TERM SHORT TERM

Engineering

Construction

Procurement

Management

Milestone

Aug 07Jul 07 Sep 07 Oct 07 W2 W4W3

Green(Eng)

Lewis(Proc)

Hassan (PM)

Milestone

W1

Whole project sight

Strategic plan

5-8 participants

2-hour meeting or longer

Some stand-up, some sit

Updated every 1-2 months

Starts very early

8-14 weeks look-ahead

Day-by-day schedule managing

12-15 participants

Max. 30 min. meeting

Everyone stands-up

Updated weekly

Starts on the 2nd month

Alignment of tools

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Examples

Short-term plan

Long-term plan

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Weekly meetings

• Start punctually

• Do not talk about technical issues

• Attendees keep standing up

• Closed activities are crossed

• Activities not closed are re-scheduled, keeping trace

• New activities are scheduled to accomplish the milestones

• The timing of the activities from other colleagues are verified

• … and the schedule is proactively negotiated

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Issue Board

During the Q&A session, the Issue board is created –problems may be managed as soon as they arise, while getting immediately rid of closed issued

New

Pending

Closed

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DeclarationThree months after the KOW, we ask everyone to tellin 1 minute:

• What I have done• What I have understood• What I will do

PD, PM and team members receive important information about the climate in the group, and feel responsible on improving the team’s performance.

Right after the Declaration, team building activities are performed focusing on the feedback of the work relationship.

Team Management

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The experience at Snamprogetti

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Development and diffusion

Program start

Workshop“Build the

model”

Pilot application PM, TM Training PD

report

2006 2007 2008

Know-how

saving

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Feedbacks from PM/ TM

• Good organization of the events

• Team morale improved

• Visible Planning ™ saves a lot of time usually spent on communication

• Requires more effort than previewed for key roles, but benefits meet or exceed expectations

• Need to get the cross-functional structure on board

• Start earlier