Optimizing Team Performance Produced by 489E September 22, 2017 Optimizing Team Performance

You analyzed G2G’s culture You analyzed G2G’s culture. As you did this, your team created its own culture.

First, see it as it is No “leader” emerged to get us out of distracted or protracted discussion / stop “flow going nowhere” No designated notetaker to keep thoughts in one place People hesitant to throw good ideas out there Processed information as individuals, not as a team Because of the above, we were sometimes confused Teammates were sometimes not available to us

Consistently Aiming Higher Than Expected Is Virtually Always Noted By Sponsors/Evaluators “Slightly subpar” – comment from a highly functional team

Acknowledge Areas of Strength/Excellence We took a hopeful, optimistic perspective – focused on opportunity Nobody is shy. Good PMs. Team members generated original thoughts, ideas, perspectives We got into it: the case was interesting and we related to it (took it as a challenge, didn’t give up) I feel like my team can handle anything – Team Culture

“Right Action” and “Right Attitude” on Anyone’s Part Can Ignite the Entire Team We started with an icebreaker We used an available tool Team member’s notes were so good that although I missed a class, they brought me up to speed Catching each other up helped us to manage confusion and relieve some anxiety

Team Ideas for Improved Performance Have a designated notetaker – can share on google docs if classes are missed Just speak up. We are all good PMs A group of good PMs don’t necessarily need a “leader,” per se, unless one or more are highly distracted as individuals and can’t really focus Understand the power of the group analytic process Don’t be afraid of the wild pitches – brainstorm – some tangents can help with creativity Capture thoughts in a structured manner later Go to the primary sources of information early and often!

Managing Teams is a Challenge Often the team will tell you what it needs if it goes awry. Ideas?

G2G Moving Forward I will be highlighting certain aspects of PM, relating them to this case. I will remind you of details along the way. Several of you identified key knowledge areas this case highlighted – Communication, Risk, Quality, and others. Process areas were limited to Initiating at the earliest stages. What you need to know now: 1) This is likely a multi-phase project 2) There are risks, and you as PM are not responsible for anything but enabling the foundation of a stronger culture to be built if you take the challenge 3) How and where do we settle the limits of the risks the PM assumes?