Training Your Sponsor Using The Conscious Competence Learning Model

1. Training Your Sponsor Using The Conscious Competence Learning Model PMI Great Lakes Chapter Spring Symposium “Innovate or Adapt? The Challenge of the New Decade” April 27, 2011 Kathy Gister Business Process Analyst CMMI and ITIL Foundations Certifications, Six Sigma Green Belt, PM Certification from Bryant College, RI Training Your Sponsor

2. First, some questions… Why are you attending this session? • What are your Sponsor-related project problems? • Is your project Sponsor a good manager? • Is your project Sponsor a leader, a good leader? • How many projects is your Sponsor sponsoring right now? Training Your Sponsor

3. More Questions… • Do you expect your Sponsor will know the project management approach you need to use? • Do you expect the Sponsor to know: • What is the role of the Sponsor in a project? • What leadership qualities are needed from the Sponsor? • OOPS! Are you the problem? • Do you feel all this is just common sense? • How can you help your Sponsor, team, and stakeholders improve the whole project’s success? Training Your Sponsor

4. Session Overview What is the “Conscious Competence” Learning Model? Why Should I Care? What’s in it for My Project? What’s in it for My Sponsor? Conclusion Training Your Sponsor

5. What is the “Conscious Competence” Learning Model? • A Staged Representation of Learning • Everyone starts at the first level and proceeds sequentially • Can’t skip levels • Applies to all teaching and learning, e.g.: • Dance, Tae Kwon Do, other physical activities • Process improvement • Quality management • Project management  Training Your Sponsor

6. What is the “Conscious Competence” Learning Model? • Origin of model really not known (or claimed) but cited by many, for example, references include: • 1940’s … • Human Relations in Administration, P. Dubin, 1962 • A Practical Guide for Supervisory Training and Development, D.L. Kirkpatrick, 1971 • Gordon Training International, Teacher Effectiveness Training Instructor Guide, early 1970’s • The KM Journey, Judy Payne, Hemdean Consulting, 2004 • The Conscious Competence Ladder: Making learning a happier experience – MindToolsTMat:http://www.mindtools.com/ Training Your Sponsor

7. What is the “Conscious Competence” Learning Model? Very early reference, an ancient Oriental proverb: • He who knows not, and knows not that he knows not, is a fool – shun him, • He who knows not, and knows that he knows not, is ignorant – teach him, • He who knows, and knows not that he knows, is asleep – wake him, • But he who knows, and knows that he knows, is a wise man – follow him. Not quite the sequence or advice of the Conscious Competence Model, but close! Training Your Sponsor

8. What is the “Conscious Competence” Learning Model? What is the “ConsciousCompetence” Learning Model? • Level of awareness, ability to perform • Degree of self-esteem of the learner • Approach for teaching, coaching, consulting • Please be thinking about your Sponsors Training Your Sponsor

9. What is the “Conscious Competence” Learning Model? • Blissfully unaware (don’t know that they don’t know) • Self-esteem is high (confidence exceeds ability) • Teach concepts, high-level, to get them to want to learn more: • The process of the project, and related roles and responsibilities • The importance of a project’s sponsor • The criticality of sponsor leadership and visibility Training Your Sponsor

10. What is the “Conscious Competence” Learning Model? • Know that they don’t know and are motivated to get more knowledge and skill • Confidence drops as they realize their ability is limited so their self-esteem drops below level 1 • Provide examples, more information, safe practice, early collaboration, well planned events… Training Your Sponsor

11. What is the “Conscious Competence” Learning Model? • Know what they know; consciously apply knowledge and skill • Confidence increases • Coach, mentor, advise, measure success and provide positive feedback to improve performance Training Your Sponsor

12. What is the “Conscious Competence” Learning Model? • Skills and knowledge become habits; don’t know “how” anymore; just do it; assume it’s just “common sense” • Confidence and ability peak, can take on more • Collaborate with peers for continuous improvement The Sponsor / Project Manager relationship of your dreams -- ! Training Your Sponsor

13. What is the “Conscious Competence” Learning Model? • Perspectives on the 4th level: • “Only when he no longer knows what he is doing does the painter do good things,” Edward Degas. • “Educators have identified four stages of learning any physical skill: unconscious incompetence, … unconscious competence ” Stephen Brown, “Toward an Effortless Mastery of [the] Argentine Tango” Training Your Sponsor

14. Session Overview What is the “Conscious Competence” Learning Model? Why Should I Care? What’s in it for My Project? What’s in it for My Sponsor? Conclusion Training Your Sponsor

15. Why Should I Care? • Concerning certain areas • I expect you can describe yourself as follows: • Really highly skilled at what you do • Your self esteem is high • Can lead by example (unconscious competence) • What if you continue as you are? Training Your Sponsor

16. Why Should I Care? • How can you help get your team members up to speed? • What level are they? • What level is your Sponsor? • What if you want to help/teach others something you do instinctively, you don’t remember how you do it? • Is it REALLY just “common sense?” Training Your Sponsor

17. Why Should I Care? • You need to step back: • Become re-conscious of your own competencies • Articulate what you are doing; consciously dissect your process, your thought pattern, your actions into their parts • “… he who knows, and knows that he knows, is a wise man – follow him.” Training Your Sponsor

18. Why Should I Care? Another possibility for us on a personal level • – More like the 1st level than the 4th? Blissfully unaware. • “He who knows not, and knows not that he knows not, is a fool –…” • - We must not become complacent! Training Your Sponsor

19. Why Should I Care? Questions? Training Your Sponsor

20. Session Overview What is the “Conscious Competence” Learning Model? Why Should I Care? What’s in it for My Project? What’s in it for My Sponsor? Conclusion Training Your Sponsor

21. What’s in it for My Project? • Helps you understand your sponsor’s, stakeholders’, even your customers’ levels of awareness • Can be used to help you gauge their level of self esteem andtheir sensitivity to their lack of knowledge • Can help you understand what kind of “training” is needed for your team, during solution implementation, and for your own personal development Training Your Sponsor

22. What’s in it for My Project? A staged representation of learning. RISKS? Where would you place your sponsor, your stakeholders, your team? Training Your Sponsor

23. What’s in it for My Project? Don’t forget what you might be asking. • Asking them to challenge “the way they’ve always done it” with new ideas and new approaches. • Asking them to reassess their competence. Have to start over again… (level 1, however briefly)? • Asking them to search for “continuous improvement.” • These requests may mean that they may see that they are “blissfully unaware” --- a veryuncomfortable zone. Training Your Sponsor

24. What’s in it for My Project? Assumptions About Sponsor’s Knowledge NOT ! • Good manager, therefore good leader? Hmmm? • Has a stake in the project’s outcome? • Understands: • The project process? • The Sponsor’s role? • The PM’s role? • The Sponsor’s connection to key deliverables? • The criticality of Sponsor leadership to project success? • Do you assume the sponsor’s understanding is CC level 4? If not, you could have a lot of problems! OOPS... Training Your Sponsor

25. What’s in it for My Project? Need to gently help your sponsor get through levels 1 and 2without realizing what happened (?) ! Teach new concepts and reasons to care, create desire to learn more Provide examples, more information, (safe) guided practice Coach, mentor, advise, measure success, provide feedback Collaborate with peers, continuous improvement Training Your Sponsor

26. What’s in it for My Project? Back to Basics: Don’t Assume… Plan the initial meeting(s) with your Sponsor • “Start with Why” … Discuss the business case objectives, project scope, any known constraints, risks. Ensure common understanding, ensure you understand the Sponsor’s vision and “Why” and commitment to the project. (Are you UI? Listen!) • Identify key measures and success factors with the Sponsor. – Find the What that’s connected to the Why. • Discuss/define and understand how the Sponsor views and values the “triple* constraints” in relation to the Why. * or the six constraints? Training Your Sponsor

27. What’s in it for My Project? Plan the initial meeting(s) with your Sponsor, continued: • Define initial communications plan between Sponsor and the PM including level of information and frequency; identify the best presentation format of information for the Sponsor’s ease of understanding • Plan to outline what’s needed in a Project Charter; why it’s key to making a project progress more efficiently and effectively Training Your Sponsor

28. What’s in it for My Project? Project Charter – Sponsor Input Needed, e.g. • Project purpose or justification • Measurable project objectives and related success criteria • High level requirements, product characteristics • Known constraints and business risks • Stakeholders • Project Manager Authority Level • Project approval requirements • Project Charter approvers • Project Sponsor’s approval of the completed Charter Training Your Sponsor

29. What’s in it for My Project? Don’t Assume…Plan the initial meeting(s), continued: • Outline your project management process to get the Sponsor interested,adaptable, and ready toinnovatewhen needed. Plan to present, for example: • The project management phases including Project Monitoring and Controlling • High-level purpose of each phase • Key Sponsor characteristics and activities, where the Sponsor’s involvement is critical for project success Training Your Sponsor

30. What’s in it for My Project? Rita Mulcahy, PMP: PMP Exam Prep Fifth Edition(for PMBOK® Guide – Third Edition), 2005, pp. 267-268 Don’t Assume… Plan the initial meeting(s), continued: • Role and characteristics of the Sponsor • A project needs the Sponsor to be visible to the team to help ensure success, delivery against the project’s objectives • “Without having the Sponsor or someone in management performing the following functions, the project will suffer, wasting time and resources. Management must serve as a protector of the project.” Training Your Sponsor

31. What’s in it for My Project? Through Project Initiation – The Sponsor, e.g. • Has Requirements that must be met • Is a project stakeholder • Provides funding • Provides statement of work • Provides information for preliminary project scope statement • May dictate milestones • Issues the Project Charter • Gives the project manager authority as outlined in the Project Charter • Helps organize work into appropriate projects • Sets priority between projects • Determines the priorities between the “constraint” components • Encourages the finalization of requirements and scope by stakeholders • High-level Sponsor activities: • Ensures project has clearly understood and agreed upon scope • Ensures key stakeholders, support, and advisory personnel are identified and engaged Training Your Sponsor

32. What’s in it for My Project? Planning the initial meeting(s), cont. • Most likely, you will want to skip the details of next phases for a meeting later on when you are planning the Planning Phase with your Sponsor. • Consider just focusing on the High-level Sponsor activities Training Your Sponsor

33. What’s in it for My Project? During Project Planning - The Sponsor, e.g. • Provides the team with time to plan • May review the Work Breakdown Structure (WBS) • Supplies lists of risks • Determines the reports needed by management to oversee the project • Provides expert judgment • Helps evaluate tradeoffs during crashing, fast tracking and re-estimating • Approves the final project management plan • High-level Sponsor activities: • Ensures project has realistic and complete Integrated Project Plan • Ensures communications, procurement, change, and risk are well managed • Contributes to and supports the Business Case • Can you two draft an “elevator speech” for the project yet? Training Your Sponsor

34. What’s in it for My Project? During Project Execution and Project Monitoring and Controlling – The Sponsor, e.g. • Approves changes to the Project Charter • Protects the project from outside influences and changes • Enforces quality policies • Provides expert judgment • Helps evaluate tradeoffs during crashing, fast tracking and re-estimating • Resolves conflicts that extend beyond the project manager’s control • Approves or rejects changes or authorizes someone representing him/her to do so (change control board) • May direct that a quality assurance review be performed • Clarifies scope questions • High-level Sponsor activities: • Monitors project performance • Ensures issues, change requests, and risks receive timely and appropriate response Training Your Sponsor

35. What’s in it for My Project? During Project Closing – The Sponsor, e.g. • Provides formal acceptance of the deliverables (if he is the customer) • Supports the collection of historical records from past projects • High-level Sponsor activity: • Ensures project makes a smooth transition and changes are institutionalized Training Your Sponsor

36. What’s in it for My Project? Don’t Assume…Plan the initial meeting(s), continued: • Review and gain agreement on roles and responsibilities to be sure you have buy-in on the PM’s role: = to organize and manage a team of disparate players = to deliver the solution to the business “Why” = to ensure that the Sponsor’s initiative is a success • Last agenda item: Next steps • Plan when to meet again • Tentative agenda (e.g. review a draft Project Charter) Training Your Sponsor

37. What’s in it for My Project? At the initial meeting with your Sponsor: Listen; Set Expectations; Collaborate for Project Success Is this the right person to be Sponsor? Identify how you can influence these factors if necessary. • Can enough of the Sponsor’s time be dedicated to the project? (If not, who will have the delegated authority to act for the Sponsor.) • Does this person have a personal stake in the project? • Can this person deliver the “WHY” throughout the project? Training Your Sponsor

38. What’s in it for My Project? At the meeting:Listen; Set Expectations; Collaborate for Project Success When sharing project process and Sponsor roles and responsibilities: • Assess your Sponsor’s Conscious Competency level about a project’s Critical Success Factors • Don’t assume your Sponsor is a “quick study” - slow down, plan in enough time to elaborate - remember the 4 CC levels and (gently) “teach” • Develop a collaborative atmosphere to begin a shared mind set on what success means; • “Why” this project is important for the business; • “Why” the Sponsor’s involvement is so important to project success Training Your Sponsor

39. What’s in it for My Project? At the meeting, continued … Set Expectations Meeting Wrap-up - Summarize with your Sponsor: • Did you cover all the points that you planned? • Did you start at Level 1? Inform: now review key points show what’s in the Project Charter and roles and responsibilities, quickly move Sponsor’s understanding through Level 2… • Do you need a follow-up meeting to cover the project process? • Did you collaborate and establish agreement on (parts of) the Project Charter and any constraints, etc.? • Levels 1? -2? -3?: Educate, teach, collaborate, or just set the stage for later? • Did you establish on-going communication approach? Training Your Sponsor

40. What’s in it for My Project? A Quick OverviewFor Fun ! Training Your Sponsor

41. What’s in it for Me? Vision – The Big (Business) Picture Your Sponsor The Project Training Your Sponsor

42. What’s in it for Me? Sponsor bored? Not engaged? What’s wrong with this? Project not a performance goal? No personal consequences? Your presentation style is BORING your Sponsor? Training Your Sponsor

43. What’s in it for Me? • Training Models + Consider the Whole Team • Successful leadership occurs when the team actually adopts and adapts what they’ve learned into their daily activities. (The team has a shared vision – CC level 3 or 4.) • Sponsors need to create and deliver a message that will allow the team to understand what needs to happen. (Clark Swain, Sr. V.P., Nimbus Partners, a technology consulting company in New York as noted in The Charlotte Observer, 10/17/04) •  The ultimate responsibility for the success of the project is the Sponsor’s. It is a responsibility which cannot be delegated! Training Your Sponsor

44. What’s in it for Me? Team – Shared Vision Each team member has the same “elevator speech” Can function independently because the vision is internalized. Training Your Sponsor

45. What’s in it for Me? Sponsor => Big Picture Enabler Helps maintain commitment of others. Helps mitigate, manage high-level risks. Helps enable critical issue resolution. Approves funding, scope, and scope changes. Knows the destination and the route. Clears the road ahead. Training Your Sponsor

46. What’s in it for Me? Promotes – Leads – Shares the “Why” Training Your Sponsor

47. What’s in it for Me? A Shared Vision / “Why” Unifies Different Project Responsibilities! Training Your Sponsor

48. What’s in it for Me? Sponsor Manages? Micro-Manages? Training Your Sponsor

49. What’s in it for Me? Celebrates – Leads Training Your Sponsor

50. What’s in it for Me? Team – Shared Vision • Project Manager keeps teams coordinated with the plan • With more confidence that each piece is created with the same end in mind! • A shared vision helps minimize surprises when pieces are integrated. • A shared vision is engendered through good Sponsor leadership! Training Your Sponsor