Engaging the Team #
The Goal: “Inspire Shared Accountability”
How do you keep your team focused & accountable with project management? We do this through two key activities:
- Create a cadence of accountability.
- Hold performance conversations.
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 111). BenBella Books. Kindle Edition.
Create a Cadence of Accountability #
Accountability can keep a team moving towards an end goal together. As we went through in the informal authority aspects; when you keep your committments, you become a trustworthy human being. It’s contagious; you display trust, others will want to do the same. This strict accountability starts with you! It is what will keep people more engaged!
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 112). BenBella Books. Kindle Edition.
Death by Whirlwind #
Projects usually fail because people had too much to do. Most projects are cross-functional in nature; stakeholders with a lot going on, other projects they are working on.
Daily Whirlwind: Overwhelmed with priorities from different directions.
If you are not persistant regularly, projects will fly off in the whirlwind; stakeholders all around will not think you are serious enough with the endeavour, including team members. Usually team members hold each other accountable. 1
Project Status Meeting Vs. Team Accountability Session #
| Project Status Meeting | Team Accountability Session |
|---|---|
| Random Meetings | Meet Regularly |
| Forced, Complain about how busy they are | Focus on Project Schedule |
| Point Fingers & Make Excuses | Report of Commitments |
| PM forces Commitmnts | We Choose Commitments |
| PM Micromanages on Commitments | PM Commits to clear the path so we keep our commitments |
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 113). BenBella Books. Kindle Edition.
Scrum in Rugby: Start a play by packing close together with heads down, trying to get possession of the ball.
Scrum is a high-focus huddle type game to see if you are winning or losing
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 114). BenBella Books. Kindle Edition.
Agenda for Scrum Sessions #
- Review Project Schedule as a Team.
- Report on Commitments made in previous sessions.
- Make commitments to keep schedule moving.
- Clear the Path: Identify who will clear away any obstecles that were identified.
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 115). BenBella Books. Kindle Edition.
Projects often struggle because people struggle. That is why we are to “Clear the Path.”
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 117). BenBella Books. Kindle Edition.
Team Accountability Session #
| Date: |
|---|
| Project Schedule Issues |
| Report on Commitments |
| Make New Commitments |
| Clear the Path |
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 121). BenBella Books. Kindle Edition.
Intersection of the Foundational Behaviors & Team Accountability #
Once you violate one of the five behaviors, you will no longer have a team that honors the behaviors. If we face this, we should realign as a team with Foundational Behaviors:
- Listen First!
- Clarify Expectations!
- Extend Trust!
- Practice Accountability!
- Demonstrate Respect!
Performance Conversation Planner #
| With Whom: | When: |
|---|---|
| What is my Intent? | |
| What are the Facts of the Situation | What is the Impact on the Project |
| Action Items | By Whom |
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 125-126). BenBella Books. Kindle Edition.
Performance Conversations #
What is the Intent? #
Why are we asking for a conversation?
What are the Facts? #
What is the Impact? #
How have the facts impacted the project?
Kogon, Kory; Blakemore, Suzette. Project Management for the Unofficial Project Manager (Updated and Revised Edition) (p. 137). BenBella Books. Kindle Edition.
Stakeholders #
Customers and End Customers #
Expect a quality product, clearly definded with what they are buying, in a reasonable amount of time. They also Expect the Private & Personal data they provide WILL NOT fall into the wrong hands.
Question: Can I have that?
Shareholders or Investors #
Expect Honesty, Accuracy, Timeliness, & Clarity in Finances.
Question: What are funding.
Colleagues #
Those that work on the project, helping to get us to our end goal through the completion of Tasks/Milestones.
Question: What are we tackling today?
Suppliers and Business Partners #
Provide specicialized skills and resources to meet the projects requirements.
Question: Could you please let us know when & where you want those resources?
Local Communities and Society #
To start off, expectations with how one conducts business through project management. Explicitly and Implicitly will expect change, this change would generate business. Expect all stakeholder not only to demonstrate Informal Authority, but also to respect the safety of everyone and the environment.
Question: Are you in compliance?
This I find a terrible practice to start off with; although, I (Vincent Maule) have experienced this firsthand to be the case. If you need to be reminded or have external entites persistantly push (nag) on deliverables, you need to find the gas mask. I’ve learned long ago when you sign up for something, you should be finding a way to track this item. If you do not, you are doing a disservice to both yourself and those that you shared committment with. ↩︎