1. Dilbert Scott Adams
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

2. Dilbert Scott Adams
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

3. Dilbert Scott Adams
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

4. Dilbert Scott Adams
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

5. Dilbert Scott Adams
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

6. Dilbert Scott Adams
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

7. Dilbert Scott Adams
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

8. Dilbert Scott Adams
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

9. Dilbert Scott Adams
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

10. “Most people enter a new situation with a basic level of trust…”
Ways to Build Trust…
0. Trust other people
Address issues directly
Share relevant information
Follow through on commitments or give early notice when you can’t
Say no when you mean no.
Show what you know and what you don’t know.
“Most people enter a new situation with a basic level of trust…”
Esther Derby
StickyMinds.com
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

11. Chapter 7 Creating a Great Project Team
Two parts to getting “there”:
Hire or attract good people
Grow better people once you get them
Facilitate members to work together as a high-performing team.
Take responsibility for making this happen!
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

12. Team Roles
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

13. Helping the team Jell Agreement on common goal!
Commit to each other about their interdependent tasks.
Buy-in on the approach to work.
Begin by agreeing to short term goals… to be accomplished together.
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

14. Have the right tools! Software Configuration Management System
Subversion
1. Replacement for CVS in the open source community
2. Software is released under an Apache/BSD-style
(open source license.
Defect/Issue Tracking System (DTS)
 Defects over time
 Priority & Severity
 Status of Defect
 Age of Defect
 Report information
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

15. Team Dynamics Five Stages of a Team FORMING, STORMING, NORMING and
PERFORMING
Bruce Tuckman produced one of the most quoted models of group development.
Tuckman’s description of the stages in the original article…
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

16. FORMING
Groups initially concern themselves with orientation accomplished primarily through testing.
Such testing serves to identify the boundaries of both interpersonal and task behaviors.
Coincident with testing in the interpersonal realm is the establishment of dependency relationships with leaders, other group members, or pre‑existing standards.
It may be said that orientation, testing and dependence constitute the group process of FORMING.
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

17. STORMING
The second point in the sequence is characterized by conflict and polarization around interpersonal issues, with concomitant emotional responding in the task sphere.
These behaviors serve as resistance to group influence and task requirements and may be labeled as STORMING.
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

18. NORMING
Resistance is overcome in the third stage in which in-group feeling and cohesiveness develop, new standards evolve, and new roles are adopted.
In the task realm, intimate, personal opinions are expressed.
Thus, we have the stage of NORMING.
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

19. (Tuckman 1965 - page 78 in the 2001 reprint)
PERFORMING
Finally, the group attains the fourth and final stage in which interpersonal structure becomes the tool of task activities.
Roles become flexible and functional, and group energy is channeled into the task.
Structural issues have been resolved, and structure can now become supportive of task performance.
This stage can be labeled as PERFORMING.
(Tuckman page 78 in the 2001 reprint)
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

20. Model allowing for issues recurring at different points in a group's life.
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

21. Organization
“A structure through which individuals cooperate systematically to conduct business.”
Functional Organizations
Pure Project Organization
Conventional Matrix Organization
Visualizing Project Management
Forsberg, Mooz and Cotterman, Wiley 2000
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

22. Pure Functional – Skill Centers
Strengths
Skill development
Technology development
Technology transfer
Low talent duplication
High personnel loyalty
Weaknesses
Customer interface unclear
Project priority unclear
Confused communications
Schedule/cost controls are difficult
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

23. Pure Functional – Product Centers
Strengths
Product development
Technology development
High personnel loyalty
Weaknesses
Customer interface unclear
Technology transfer difficult
Project priorities unclear
Communications confused
Schedule/cost controls are difficult
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

24. Pure Project Organization
Strengths
Accountability clear
Customer interface clear
Controls strong
Communications strong
Balances technical, cost & schedule
Weaknesses
Talent duplications
Technology awareness
Technical sharing
Career development
Hire/fire
Staffing irregular workloads
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

25. Conventional Matrix Organization
Strengths
Single point accountability
Customer interface clear
Rapid reaction
Duplication reduced
Technology development
Career development
Disbanded easily
Weaknesses
High management skill level required
Competition for resources
Lack of employee recognition
Management cooperation required
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

26. Types of Project Teams Functional Team Different PM for each function
Fighting the silo mentality
Matrix Team
Members report to functional manager
“When everyone owes their allegiance to the project, you have more responsibility…”
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

27. How large a team? Nine, max! Greater than 9… dynamics change
Sub teams form
When to add more?
Changes dynamics
New hires reduce team productivity
What skills do you need?
Interpersonal skills
Domain experience
Tools & technology expertise
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

28. What Interpersonal Skills?
Active listener
Good at negotiating
Can write!
Goal oriented
Care about team members
Can deal with ambiguity
Can manage the details
Problem-solving abilities
Introspective – continual improvement mentality
Can lead – steer – with buy-in!
What is missing?
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

29. Good exercise for revealing hidden expectations
The Rule of Three
Good exercise for revealing hidden expectations
“If you can’t think of three things that might cause your great idea to fail, all that means is that you haven’t thought enough about it yet.”
One alternative is a trap (easy to dismiss)
Two alternatives are a dilemma (what to do)
Three alternatives start everyone thinking about the proposed solution
Gerald Weinberg
Exploring Requirements: Quality before Design
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

30. What functional (technical) skills?
Understanding of problem domain & solutions domain
Able to fit different life cycle process to the project
Able to schedule a project
Able to estimate & coach others at estimating
Able to assess risks and manage the risks
Able to monitor project status
Able to track what is done and what is not!
How technical do you have to be?
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

31. Technical knowledge – yes!
But, how much technical contribution can you make?
“ If you’re managing the project, helping people see the goal, removing obstacles, and monitoring progress, you don’t have time to contribute technically.”
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

32. When you (as a PM) are not right for the organization
You have no choice about team members
Meetings are wasted time
Your manager is not supportive
Your sponsor insists that people multitask
You are supposed to contribute technically
Management imposes silos
Your project is not provided with needed resources
Bad news is greeted with “you’re not a team player”
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

33. … but, if you stay too long
Dilbert
Scott Adams
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

34. Manage It. Your Guide to Modern, Pragmatic Project Management
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

35. Manage It. Your Guide to Modern, Pragmatic Project Management
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

36. When you’re not right for the team
You don’t know how the team works, and you don’t understand the problem the project is trying to solve.
Your manager wants to “help”, and you can’t push back.
You know TOO much to manage.
Your job is to remove obstacles, manage risks, and help the team finish the project successfully!
TIPS:
- Risky projects require a diversely talented team
- Develop your interpersonal, functional, domain & nontechnical skills
- Know when to leave
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

37. When to leave…
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

38. Manage It. Your Guide to Modern, Pragmatic Project Management
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman

39. Manage It. Your Guide to Modern, Pragmatic Project Management
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman