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Mastering Team Management: A Thin Methodology to Win in Business

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Dive into Brian Vanderjack's innovative project management methodology designed to enhance team performance and accountability. This guide provides actionable steps to develop effective teams, implement a Supercharged Responsibility Matrix, and establish metrics for success. Learn key concepts like intentional versus unintentional underperformance, the importance of effective communication, and how to build a solid foundation from the start. Perfect for team leaders and managers striving for excellence in dynamic business environments.

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Mastering Team Management: A Thin Methodology to Win in Business

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  1. Brian Vanderjack, PMP, MBA Team Management to "Win" in Business LS0101 © 2010 Brian Vanderjack

  2. 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

  3. Back Story • Jim meets “Bull” © 2010 Brian Vanderjack

  4. 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

  5. Why is Excellence in Teams Critical? • Personal advancement • Support larger efforts • Fewer surprises • Important tasks more likely to get done © 2010 Brian Vanderjack

  6. Outline • Introduction & Scope • “Super Charged Responsibility Matrix” • Metrics Setup • Metrics Process • Issue resolution © 2010 Brian Vanderjack

  7. Introduction & Scope © 2010 Brian Vanderjack

  8. Why is Effective Team Management Critical? • Virtual teams • Global presence • Thin profit margins • No one knows it all © 2010 Brian Vanderjack

  9. Core Assumptions • Vision • Mission • Work path follows single-thread • Task ownership is the issue © 2010 Brian Vanderjack

  10. Build Infrastructure at the Start • Team building • Nip meandering in the bud • Honeymoon stage • Before “Transition” starts © 2010 Brian Vanderjack

  11. Audience Experience • Underutilized resource • Behavior • Impact on team • Impact on organization Team buiding! © 2010 Brian Vanderjack

  12. Damage Control - Intentionally Underperforming Team Member • Does not want success • Social loafer • Power/Control • Firefighter © 2010 Brian Vanderjack

  13. Damage Control - Unintentionally Underperforming Team Member • Just don’t get it • Bandwidth • Skill • Process • Health issues © 2010 Brian Vanderjack

  14. “Bolt-On” for Sub-Team • Isolate key topics • High visibility to critical tasks • Easier to understand responsibilities • Hawthorne-effect © 2010 Brian Vanderjack

  15. Supercharged Responsibility Matrix © 2010 Brian Vanderjack

  16. Supercharged Responsibility Matrix © 2010 Brian Vanderjack

  17. Supercharged Responsibility Matrix - Checklist • What is expected • Who is responsible • When it is expected • Dates • Contact information © 2010 Brian Vanderjack

  18. 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

  19. 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

  20. 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

  21. Metrics - Setup & Process © 2010 Brian Vanderjack

  22. 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

  23. Metrics Setup - Example © 2010 Brian Vanderjack

  24. 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

  25. 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

  26. 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

  27. 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

  28. 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

  29. Issue Resolution © 2010 Brian Vanderjack

  30. “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

  31. Observations on Issue Resolution • Once the issue is correctly defined…. • Share solution • Stakeholders • Know your limits © 2010 Brian Vanderjack

  32. 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

  33. 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

  34. 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

  35. Observations © 2010 Brian Vanderjack

  36. Comments • Documentation is accessible • Don’t forget to appoint a leader • Tailor this as appropriate © 2010 Brian Vanderjack

  37. Forward • Team needs to agree to this process, in writing • New team members must “opt-in” © 2010 Brian Vanderjack

  38. Summary © 2010 Brian Vanderjack

  39. Forward You need to practice this. © 2010 Brian Vanderjack

  40. 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

  41. Brian Vanderjack, PMP, MBA © 2010 Brian Vanderjack

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