Collaboration Toolbox Project Management Agenda

Collaboration Toolbox Project Management Agenda
Introduction Minutes Team Formation Model Minutes Active Listening Minutes Reporting Activities Minutes Entrance Conference and Rotation Minutes Questions about the Course Minutes

Collaboration Toolbox Project Management 2
Collaboration Toolbox Project Management SUMMARY OF ASSIGNMENTS WEEK ONE All major papers are uploaded on to Stellar Activity Time or Due Date Team signs up for Entrance Conference By Saturday, Feb 10, midnight URL Set up Dropbox Recorder by Sat Feb 10 Rotation Schedule (c.f. ECB) Recorder uploads to website Sat, Feb 10, 10 PM Fill out Situational Leadership Questionnaire (Mod 9) By Sat Feb 10, 10 PM Ground Rules, Mission Statement, Strengths & Weaknesses, Expectations (c.f. ECB) Recorder uploads to Dropbox By 10 PM night before Entrance Conference Web-based and lab-specific EHS training Completed before entering lab Weekly Team Meeting Decide on time and Record in first Weekly Progress Report Weekly Faculty Meeting Decide on Time and Record in first Weekly Progress Report Library, Excel, PowerPoint Training. MatLab Sign up as instructed

Collaboration Toolbox Project Management Definition
Careful Planning Organizing Motivating Controlling Resources and People to achieve definite goals and meet specific success criteria

Collaboration Toolbox Team Formation Model Nine Steps
Step 1 Exchange Personal Information Step 2 Create and Rotate Specified Roles Step 3 Exchange Interpersonal and Technical Information Strengths and Weaknesses Expectations Step 4 Mission Statement Step 5 Ground Rules - Meeting Team Expectations Step 6 Team Life Cycles Step 7 Systems for Reporting Activities Step 8 Weekly planned Meetings (Team and Faculty) Step 9 Project and Time Management

Collaboration Toolbox Team Formation Model Step 2. Choose Roles
Project Leader Recorder Oral Presenter Rotation Schedule Access through Project Management website Under Announcements Rotate Roles evening of Oral Presentation

Collaboration Toolbox Team Formation Model Formation Stage Step 2
Collaboration Toolbox Team Formation Model Formation Stage Step 2. Choose Roles Hints Project Leader is busiest the first and second rotations Recorder is busiest the second week of the first rotation Oral Presenter is busiest the first rotation Oral Presenters for Rotation 2 - Final for is around April 14; Presentation is April 19

Roles are rotated on evening of Oral Presentation
Collaboration Toolbox Team Formation Model Formation Stage Step 2. Choose Roles Prepared a Rotation Schedule and record information on the Google Doc sent to you this evening Project Leader Recorder Oral Presenter Roles are rotated on evening of Oral Presentation Transition Meetings are first week of rotation 2 and April 12th

Formatting Material Submission Strengths and Weaknesses
Collaboration Toolbox Team Formation Model Entrance Conference Material Submission Formatting Module 3.4 Formatting Material Submission Strengths and Weaknesses Team Member’s Name: List Strengths List next Strength Etc. Then Weaknesses done in same format

Collaboration Toolbox Team Formation Model Entrance Conference Material Submission Formatting
Example Strengths and Weaknesses Name: Team # Technical Strengths: core chemical engineering knowledge, including mass and energy balances, chemical reaction kinetics and thermodynamics, basic fluid mechanics, basic heat and mass transfer processes, liquid-vapor equilibrium. Technical Weaknesses: mechanical engineering knowledge on reactor and processes design. What do you want to develop in this area during the term? I want to apply directly the known chemical engineering concepts and knowledge in an integrated manner to the problem-solving process, at the same time gain further knowledge in reactor and processes design and control. Interpersonal Strengths: I can engage and facilitate discussions; have active-listening skills. Interpersonal Weaknesses: I did not have much experience with team-work and team-communication, and sometime still have bias when listening and exchanging ideas. What do you want to develop in this area during the term? I want to develop effective communication skills for team-work. Writing and Editing Strengths: I am familiar with scientific style and format; have written 15+ reports for previous lab classes. Writing and Editing Weaknesses: I do not have previous experience with project-based reports; need proof-read and editing for writing. What do you want to develop in this area during the term? Further improve scientific writing skills; develop project-based writing skills (agenda, minutes, weekly reports, entrance and exit reports, etc.) Presentation Strengths: I did 10 to 15-minute presentations for previous lab classes, familiar with basic structures and styles for a research presentation. Presentation Weaknesses: I loss calm and confident easily when under pressure What do you want to develop in this area during the term? Further enhance presentations skills: structures, timing, body language, pronunciation, voice)

Collaboration Toolbox Project Management Initiating
How will others influence how the outcomes will be met? Technical and administration staff have an impact on the outcomes Establish good communication systems with others Safety issues (Safety Advisor) Ordering (Teaching Assistant and Administrative Staff) Library searches (Librarian and Writing Instructors) Expertly learn to manage your laboratory equipment (Teaching Assistant) Seek out other resources (Everyone) Example: Explain to Project Management Coordinator overview of the project and team interaction in detail Faculty Advisor and the Industrial Consultant need technical details explained and overview of how the team is interacting

What are others’ expectations? How are expectations integrated into the goals of the project? Key Outcomes Understanding of how the people involved especially the team will initiate and implement the project Understanding of dynamics of the industrial consultant in relationship to the faculty advisor and others working on the project will impact the time constraints

Record 5 or more Expectations of You as a Team Member and
Collaboration Toolbox Team Formation Model Formation Stage Step 3. Exchange Expectations Record 5 or more Expectations of You as a Team Member and Your Team Members Use to create Mission Statement and Ground Rules Reference for Weekly Progress Reports for Section 4 and delegating Tasks on Activity Lists Transition Meetings in Rotation 2 and 3 Analyze whether the team is on track

Collaboration Toolbox Project Management Planning and Design Example
Goal Initiating the project Output Write a proposal Oral Presentation Tasks Form the team Calculate a schedule Determine what resources are needed Schedule weekly faculty and team meetings Schedule writing instruction meetings Schedule Entrance Conference Assumptions include Where to find information Where to hold Meetings

Collaboration Toolbox Team Formation Model Formation Stage Step 3. Exchange Expectations Project Leader collects Faculty Advisor, Teaching Assistant and Project Management Coordinator’s Expectations (some faculty advisors give the expectations to you orally in the faculty meeting) Have them give you a list of their Expectations for your team for the Project Once they have replied: Send the recorder a copy of the expectations for Dropbox folder and list in First Weekly Progress Report

Collaboration Toolbox Team Formation Model
Step 3. Individual Strength and Weaknesses Expectations Helps team to decide relevant Ground Rules Supports team discussions Organize Writing Assignments and Oral Presentations Helps to Plan and Execute the Project

Collaboration Toolbox Team Formation Model Entrance Conference Material Submission Formatting
Example – Expectations Team # Team Members Expectations Team Member’s Name: Follow a schedule and plan of action Complete written materials and project tasks ahead of schedule Don’t be afraid of asking for clarification from faculty Work well with team members and divide workload appropriately Don’t commit myself to more than can be accomplished Expectations You Have for Your Team Members while Participating on the 10.26/10/29 Team Develop and follow a project plan Meet intermediate deadlines for project tasks Communicate any concerns, scheduling conflicts, etc in advance Provide constructive feedback to each other Be open to suggestions and feedback Team Member’s Name: Team Members Expectations Do work on-time and take responsibility quickly and usefully for things I did wrong or not at all. Don’t avoid problems. Control my emotions when stressed and act rationally and courteously. Don’t over commit myself Put in the work necessary to complete the project in a reasonable manner.

Collaboration Toolbox
Team Formation Model Step 3. Individual Strength and Weaknesses Expectations Write down your individual strengths and weaknesses and discuss them as a team 15 minutes

Collaboration Toolbox Team Formation Model Step 4
Collaboration Toolbox Team Formation Model Step 4. Mission Statement Module 5 One: Define the Project's Primary Goals Foundation and the reasons to accomplish the project. May be augmented and expanded or change direction Periodic review for accuracy Discuss: Team flexibility and ability to continuously improve team and task process Explain team’s commitment to innovative approaches for maintaining quality Task approaches to problem solving Define purpose, values and direction Provide a clear and compelling statement of the team’s direction What the team will be doing long term? State the team’s objectives Achievement of extraordinary goals

Collaboration Toolbox Team Formation Model Step 4. Mission Statement Module 5 Two: Define the Project's Formal Organizational Structure Use ground rules, meetings, reporting activities and other team structures to support the organizational structure. Discuss: Definition of your team culture Authority for team to improve Commitment to innovative approaches Maintaining quality approaches to problem solving Sources of the team’s competitive strengths and advantages (use exercises)

Collaboration Toolbox Team Formation Model Step 4. Mission Statement Module 5 Three: Define the Project's Daily Operational Structure. Use your knowledge of each other’s strengths and weaknesses Time availability to create daily operational structure. Structural changes to meet Project's goals within the context of resources available Discuss: (10 minutes) Communication structure Plan how to be flexible and to continuously improve team and task process A system to be used for innovation and quality Creation of a system for problem-solving How to implement qualifications for a quality work product.

Collaboration Toolbox Team Formation Model Formation Stage Step 4. Brainstorming the Mission Statement Module 5.1 Use colored post its (one color per team member) 10 minutes Write one idea for each element on a separate Post it One: Define Primary Goals Two: Define the Project's Formal Organizational Structure Three: Define the Project's Daily Operational Structure Coordinate Ideas Recorder take Post its to use to Formulate your Mission Statement when you meet

Collaboration Toolbox Team Formation Model Step 5. Creating Ground Rules -Meeting Team Expectations Module 4 Ground Rules are Systems helping the Team to Function and Collaborate Role Responsibilities Meetings Conflict Decorum and Ethical Conduct Safety Communication Project Planning Task Delegation Preparing and Writing Reports Planning a Collaborative Oral Presentation Systems you need to create for your team! Creation of Ground Rules includes expectations of team members, faculty and consultants

Collaboration Toolbox Team Formation Model Step 5. Creating Ground Rules -Meeting Team Expectations Module 4 Ground Rules are Systems helping the Team to Function and Collaborate Creation of Ground Rules includes expectations of team members, faculty and consultants Create a ground rules system for writing the proposal include all the steps needed To begin the activity and to the completion that the team will have to follow

Collaboration Toolbox Team Formation Model Step 6. Team Life Cycles –Formation (Module 8) Questions: Discuss (15 minutes) What are we suppose to do together? What are the feelings associated with Formation? Do I want to get involved in this? Is everyone committed to this? What are the pros an cons to being on this team? What are the behaviors? Observe Learning in Lecture and Meetings How can I contribute? What is expected of me? What are the personal agendas of the other team members? Will we get along? What will you contribute? Can I trust you? What tasks do the team perform in the stage? Module

Online version Schedule of Assignments corrected on Stellar
Collaboration Toolbox Team Formation Model Step 7. Reporting Activities Weekly Progress Report Section 4 Module 7.a/b Online version Schedule of Assignments corrected on Stellar Version on Project Management Website always correct

Collaboration Toolbox Team Formation Model Step 7. Reporting Activities Weekly Progress Report Section 4 Module 7.a/b Schedule of Weekly Progress Report Assignments Section 4: Team is having a specific problem please discuss your problem. Use the Project Management information to describe how your team is dealing with the problem, executing your project and maintaining the team. The list each week includes items expected to be relevant to activities that week. Students should select items relevant to their team as well as any issues not mentioned and fit within length limits we discussed. (250 words – 2 paragraphs about 1 page in length) (Examples are in Module 7.4.a)

Collaboration Toolbox Project Management Planning and Design Example
Tech savvy researchers implement ideas using the right tools: Mendeley Google Calendar or another app that allows long-term planning as well as scheduling appointments Google Calendar can be synced over all your devices since it is in the cloud Logical Framework Dropbox or other SharePoint portals Activity Lists to prioritize and use different levels of task explanation A tool for reducing stress

The Collaboration Toolbox Team Formation Model Step 7
The Collaboration Toolbox Team Formation Model Step 7. Reporting Activity Setting up Dropbox 1. Set up Dropboxes using standardized subject line. 2. Complete instructions are on Project Management website labeled “Dropbox” Instructions Also in Course Manual Section Section 3.4. Many have created folder but not the subfolders. 3. The Recorder should be the Dropbox coordinator a. Responsible for Setting up the team folders Project Leader and Recorder share documents with other team members, the project management coordinator, and faculty who want to follow your work as it develops. 5. Use Dropbox for sharing the files that team members work with during the semester a. Unreliable collaborative tool device Close out your team folder at the end of the semester

Collaboration Toolbox Team Formation Model Step 7. Reporting Activities
Reports: Weekly Progress Reports with Activity Lists Agendas Proposal Progress Report Final Paper Completion Report Send Reports or Upload to Stellar and/or Dropbox when indicated to: Faculty Advisor Industrial Consultant Project Management Coordinator Team Members Teaching Assistant CI Writing Instructor as indicated Set up Dropbox: Recorder sets up Dropbox Project Leader reviews for errors and changes

Collaboration Toolbox Team Formation Model Step 8. Meetings Course Manual Section 3 – Module 7.1 Decide on regular times for weekly meetings Notify by Project Leader is the Facilitator of the Team and Faculty Meetings Team Meetings are held Weekly agendas sent 24 Hours in advance Preparation Weekly Activity Lists Planning - Minutes Editing Papers Faculty Meetings are held Weekly and at the Faculty Advisor’s Discretion agendas sent 24 Hours in advance Preparation Weekly Progress Report Minutes to record the team’s activities

Collaboration Toolbox Team Formation Model Leader Transition Meeting
Goal of Meeting is to use 1. Show your ability to communicate the team process to others 2. Suggestions by Current Project Leader to Future Project Leader to support continuity 3. Develop ability to make suggestions for improvement in your team culture

Collaboration Toolbox Project Management Planning and Design
Project Management Planning Tools to create a Project Proposal Logical Framework Gantt Charts Proposal written individually; content discussed collaboratively Agendas Meetings Weekly Progress Reports with Activity Lists Literature Review

Collaboration Toolbox Project Management Planning and Design
Create an outline from the project description, logical framework, and information gleaned from meetings with your faculty advisor Develop an understanding of project without much detail fill in the detail over the next four weeks Example Create a generic plan for your project Describe at a high level what is expected within the project on the Logical Framework

Collaboration Toolbox Project Management Planning and Design Rotation 1
Week 1 Form the team and understand the research question – Logical Framework Week 2 Read literature Discuss Literature review Decide what papers are relevant to your project Decide on required research skills Pilot studies if necessary Order materials Week 3 Set up equipment in laboratory Plan Experiments Create Logical Framework used when writing your proposal Week 4 Organize access to research sources Collaborate with team members on information to be put into proposal Write Proposal Week 5 Continue to read literature Set up equipment in laboratory Initiate Experiments Week 6 Data collection and analysis Rewrite proposal and present oral presentation

Collaboration Toolbox Project Management Monitoring and Controlling
In procedures to successfully monitor and control your project Meetings with your team, faculty advisors, project management coordinator, and writing instructors Oral Presentations Periodic Written Reports Weekly Progress Reports Agendas Activity Lists with team deadlines for tasks Meeting Minutes Team Calendar

Collaboration Toolbox Team Leader Formation Model Step 7
Collaboration Toolbox Team Leader Formation Model Step 7. Reporting Activities – Completion Report Module 13.2/3 and 3 Assess how the Team completed the Project Discuss the Team Process and how this Process affected the Task Process

Collaboration Toolbox Entrance Conference Module 3 Conference Participation
You decide as a Team when your Conference will be held Doodle Conferences Times February 13 – February 20 If none of the times work for your team contact Bridget Derksen, Teaching Assistant or myself Schedule Entrance Conference by February 10, 10 PM Duration One hour Laboratory Teaching Assistant must attend All must participate “no excuses” Conference cancelled if all team members not in attendance You can reschedule because of illness or unforeseen circumstances

Collaboration Toolbox
Team Correspondence When ing in subject line: Last name-team#-your subject-date or sequential number Reports: Weekly Progress Reports Team and Faculty Meeting Agendas Minutes Completion Report (uploaded into Dropbox) **Send reports as an attachment must have same information in subject line of word documents. Do not send or upload to Dropbox any of the above documents in PDF format, unless you also upload in word format.

Collaboration Toolbox Entrance Conference Team Booklet Material Submission and Assignment Entrance Conference Read Module 7 & 8 Night before the Conference Discussion at conference Recorder uploads into separate folders in Drop Box 24 hours before your Entrance Conference the following (must be before 10pm night before) DOCUMENTS - NO PDFs Ground Rules Drop Box folder - “Ground Rules” Mission Statement (Drop Box folder - “Mission Statement” Personal Strength and Weaknesses Drop Box Folder – “Strengths, Weaknesses” Expectations (Drop Box Folder – “Expectations”) Team Calendar Send me a URL Show schedule for experiments and meetings and other term commitments. You choose what calendar your team will use (Drop Box folder link to Calendar) Decide on Team meeting weekly time Faculty meeting weekly time

Collaboration Toolbox Lectures Purpose
Situational Leadership Purpose: 1. Acquaint Project Leaders with how to manage effective task assignments 3. Exercise to practice Situational Leadership Sharing the Team Experience 1. Problem Solve with other teams 2. Learn to discuss team process problems and use effective conflict management techniques to solve them 3. Introduction to Principled Negotiation Practices

Collaboration Toolbox Project Management Definition
Applying: Knowledge - Integrating your Technical Knowledge Structures - Ground Rules, Reporting Activities Skills - Integrating your Laboratory, Communication and Leadership Skills Tools - Reporting Activities, Meetings Techniques - Improving Laboratory Skills, Critical Thinking Historically - Managing projects was informal and concentrated on budgets and technical skills Currently - Formally implementing a project is an integral a skill as technical knowledge

Collaboration Toolbox Project Management Steps
Formation Stage of Team Development (Module 8) Conceiving Your Project Sheets; Meetings on Tuesday with Advisors Formation and Criticism Stage of Team Development Initiating Lecture and Meetings today; Forming the Team; Entrance Conference and Materials; Situational Leadership Criticism and Synthesis Stage of Team Development Planning and Design Rotation One Logical Framework; Proposal; Oral Presentation

Collaboration Toolbox Project Management Steps
Criticism and Synthesis Stage of Team Development Executing Rotation Two Intensive Laboratory Experiments; Transition Meeting Accomplishment Stage of Team Development Monitoring and Controlling Progress Report; Oral Presentation Rotation 2; Sharing the Team Experience; Completion Stage of Team Development Closing Rotation 3 Final Report; Oral Presentation 3; Exit Conference

Collaboration Toolbox Project Management Conceiving
Faculty advisor conceived project Project description with the initial conception of the project Your team’s objective Formulate a plan for initiating, planning, and executing the project

Collaboration Toolbox Project Management Types of Teams
Individuals making decision on their own is rare Teams of people Combine ideas, judgments, and strategies Share information Implement and maintain projects Conduct meetings Complete tasks Improves efficiency to obtain research results Boost morale Takes more effort than working independently Members devote time building and maintaining relationships with other members

You will be on what is called a Limited-life team Created for specific purposes Once accomplished, teams are disbanded Examples of limited life teams Development team designing a new product Doing research on a specific problem Task force created to resolve a specific problem Ongoing teams no identified ending point Example Department team meeting regularly to plan, review goals, and assess performance Three basic team types: Working groups Process teams Self-managed teams

Collaboration Toolbox Team Formation Model Successful Team Formation Theory
What does a team need to do to form successfully? Thinking System Theory People and an organization do not exist as an island part of a larger matrix of systems that function more or less independently, yet interdependently Quickly Form the Team Before initiating the Project’s technical tasks Accomplish Formation Tasks Early and efficiently to avoid surprises Mission Statement To understand project’s goals and team member’s agendas Ground Rules Systems of behavior to reduce uncertainty; establish boundaries Team Life Cycles Check team process progress Reporting Activities Convey progress to interested others Weekly Formal Meetings Brainstorming, writing papers, discussing oral presentations, analyzing data, solving problems Plan the Project Planning decisions are the team’s not the faculty’s therefore plan wisely

Collaboration Toolbox Active Listening Goals and Objectives
How to Understand the Project’s Overall Goals and Objectives

Collaboration Toolbox Active Listening Definition
Three processes involved in listening Receiving Processing Sending Thinking and considering meaning

Collaboration Toolbox Active Listening Barriers to Active Listening
Bias Selective hearing Hearing only what you want to hear Poor communication skills

Collaboration Toolbox Active Listening Stages of Active Listening
Clarification Ask questions to illuminate meaning Paraphrasing Rephrase content Reflection Rephrase speaker’s feelings Summarization Rephrase the entire message

Collaboration Toolbox Active Listening Clarification
Determine accuracy and purpose Identify content (verbal and nonverbal) Identify vagueness or confusions Decide appropriate response Assess effectiveness

Collaboration Toolbox Active Listening Paraphrase
Rephrase content Restate to yourself Identify content and meaning Rephrase to further discussion Rephrase to increase understanding Stress important words and ideas Select sentence stem Assess effectiveness

Collaboration Toolbox Active Listening Reflection
Paraphrase Feelings Helps speaker to feel understood Encourages expressing feelings Manages feelings Aids in expression of negative feelings Allows to accurately discriminate among various responses

Collaboration Toolbox Active Listening Summarization
Look for themes Attend to and recall ideas Select appropriate beginning for summarization Tie together multiple themes Assess effectiveness

Collaboration Toolbox Active Listening Exercise
The members listening will use active listening techniques Do not interrupt Ask clarifying questions when you do not understand the meaning of what the speaker is saying Paraphrase Allow time for the person to be silent if appropriate You do not have to jump right into the conversation Your partner may be collecting his/her thoughts Allow time for all members to speak

Collaboration Toolbox Active Listening Exercise (15 minutes)
Rotation 1 Oral Presenter will explain to the other team members what they know about your project to the other members Use Active Listening Techniques to listen to the description Pick one member who did not describe what they know about the project to summarize what they learned I will be selecting random team members to summarize

Systems to Work Effectively
Collaboration Toolbox Team Formation Model Initiating First Team Life Cycle Formation Create Assess Systems to Work Effectively

Working in Teams Creative bring in different views, Fresh ideas New perspectives Diversity Effectively achieving goals Effective Teams Increase motivation when all members share responsibility and celebrate successes Advantages Distributes the work Reinforces individual skills Strengthens connections

Forming and Structuring your Team Structure communication processes before the team members begin to work together Discussions about Time limitations Expectations Members’ strengths and weaknesses Mission Statement articulating the team’s vision Ground rules that are systems your team will use to execute tasks Situational Leadership

Collaboration Toolbox Team Life Cycles Formation Stage
“Honeymoon Period” Excitement, anticipation, and optimism Initial, tentative commitment to the team Suspicion, fear and anxiety about ability to accomplish the task Skepticism about what role team member will play on team Idealistic discussion of concepts and issues Impatient about having to discuss and analyze the process Complaints about barriers to the task Resistance to building team, focus on task Team members strengths and weaknesses are discussed but not accepted Ground Rules are established

Poor Management Communication issues Conflict between team members Focus on competition for ideas or Limitation on time spent on creating a plan Management of other people Analyzing the power of the other people involved

Collaboration Toolbox Team Formation Model Reporting Activities Weekly Progress Report Section 4 Module 7.a/b Schedule of Weekly Progress Report Assignments Section 4: Team is having a specific problem please discuss your problem. Use the Project Management information to describe how your team is dealing with the problem, executing your project and maintaining the team. The list each week includes items expected to be relevant to activities that week. Students should select items relevant to their team as well as any issues not mentioned and fit within length limits we discussed. (250 words – 2 paragraphs about 1 page in length) (Examples are in Module 7.4.a)

Literature Search Ground Rule System
Collaboration Toolbox Team Formation Model Step 7. Reporting Activities Weekly Progress Report Section 4 Module 7.a/b Rotation 1 Week 3 - How is your Project Leader managing the team? Literature Search Ground Rule System Active Listening Team Life Cycles The library session was useful. We changed our literature search ground rules. Using a CI meeting example of listing a few useful components of a paper’s summary for our proposal. We first read the papers listed in last year’s final report, giving us a good overview and a summary of the motivation behind our project. This was useful because the team lacked a clear understanding of what technical concepts should be studied to benefit our project. To move past the formation stage, the leader boosted team morale by bringing snacks to meetings and generating ideas for team bonding, which strengthened our interpersonal relationships, allowing us move past criticizing each other. The leader established the project objective giving our work in lab, in the team and faculty meetings more direction, helping us to envision a better experimental plan and writing the proposal. The criticism stage started out well. We were united in terms of our project goal and team culture. During the beginning of this stage, the various individual strengths of each person were established. The roadblock to move past this stage was lack of communication, including when teammates failed to communicate lateness or absence for a meeting. Even efforts to text our teammates that we would be late were thwarted by the fact that the lab was in the sub-basement of building 66, where no one had signal. We used Facebook messaging minutes prior to the meeting or lab session if one anticipated their tardiness or absence increasing communication.

Collaboration Toolbox Team Formation Model Step 6. Team Life Cycles –Formation (Module 8) Questions: Discuss (5 minutes) What are we suppose to do together? What are the feelings associated with Formation? Do I want to get involved in this? Is everyone committed to this? What are the pros an cons to being on this team? What are the behaviors? Observe Learning in Lecture and Meetings How can I contribute? What is expected of me? What are the personal agendas of the other team members? Will we get along? What will you contribute? Can I trust you? What tasks do the team perform in the stage? Module

Collaboration Toolbox Project Management Monitoring and Controlling Activity Lists - Project Scheduling Logical Framework and Proposal are guides Communicate what work needs to be performed and Design of Project Reflects all of the work associated with delivering the project on time Full and complete schedule enables communication of complete effort, in terms of cost and resources necessary to deliver the project. Activity Lists “Work to Be Done” in Weekly Progress Reports Project Leader records who will perform the work and the time frames (durations) Allows Project leaders, faculty advisors, the project management coordinator and the team to track resources and milestones in real time Review and update to keep everyone well informed on the overall project status

Collaboration Toolbox Team Formation Model Monitoring and Controlling Step 7. Reporting Activities - Agendas Module 7.2.a/b Project Leader prepares for Weekly Faculty Meetings and Weekly Team Meetings Hours in Advance Agenda Formats are on the Collaboration Toolbox website

Collaboration Toolbox Team Formation Model Monitoring and Controlling Step 7. Reporting Activities - Activity Lists Section 3 and Module 7.3 Project Leader Prepares for Laboratory Periods and Writing Activities Record in Weekly Progress Reports “We didn’t use activity lists the first rotation and this slowed down our ability to organize during lab periods. We instituted them in the second rotation and the efficiency improved.”

Project Leader needs to consider
Collaboration Toolbox Project Management Monitoring and Controlling Activity List Implementation (Module 7.3) Project Leader needs to consider 1. Experienced in doing research, a task that takes you little time may take a new researcher a significantly longer period of time. 2. Repetitive tasks in the research (e.g. Writing up an experiment protocol/ performing a specific experiment). Do some timing of a typical protocol in order to develop a realistic time scale for the whole task. 3. You often get better results when working with people if you get them to indicate how long the task may take to complete. 4. Do a reality checks on tasks delegated – the biggest problem is people underestimating how long something will take to complete. 5. Once Activity List is started with task durations, start to develop the proposal.

Collaboration Toolbox Project Management Monitoring and Controlling Developing the Proposal
1. Think about how to design your project so activities can run concurrently. a. Allow team members to work on more than one task at a time. i. Helps with motivation especially when the work contains repetitive experimental work. 2. Place constraints in between tasks describing the logical order to do the activities a. May be readily available i. example researching what materials needed before working b. Use your own judgment to logically decide 3. The Proposal reflecst a plan for the project that the entire team has agreed upon and can be changed and adapted as the project progresses.

Collaboration Toolbox Project Management Monitoring and Controlling Developing the Proposal
4. Proposal Outline the final stage to check logic of plan and that the resources are obtainable a. Common mistake – assuming many tasks can be overlapped b. Plan must reflect constraint on the resources 5. Identify the critical path activities a. Activities if not started and finished on time have an adverse effect on the duration of the project i. May seem less immediately important than others ii. Not managed properly have a negative impact on both the project and individual team member’s ability to perform

1. Team member being sick or leaving for interviews
Collaboration Toolbox Project Management Monitoring and Controlling Managing Risks within the Project Research Risks: 1. Team member being sick or leaving for interviews 2. Poor quality data is obtained 3. Key pieces of equipment breakdown 4. Materials needed to test are not readily available Think through what might go wrong Develop strategies to manage the key risks

Collaboration Toolbox Project Management Monitoring and Controlling Managing Risks within the Project To Identify the key risks Brainstorming session Identify risks as a team Decide impact these risks might have on your project Assess the impact Think about expectations individual skill development scheduling Give each risk a score for impact 1-low and 5-very high Decide how likely the risks are to occur Certain to happen - Not a risk, place in the main plan Give each risk a score for likelihood between 1 and 5.

Collaboration Toolbox Project Management Monitoring and Controlling Risk Mitigation Approach
1. Team member absent a. Training of other project members in techniques 2. Poor quality data a. Pilot experiments b. Review data frequently c. Build in redundancy to the data collection process 3. Equipment Breakdown a. Maintenance and Spares b. Identify alternative locations (Can you borrow the equipment?) c. Develop more than one workflow.

Understanding how the project is progressing
Collaboration Toolbox Project Management Monitoring and Controlling Managing the Project – Two Key Elements Understanding how the project is progressing Decision making to get the project back on track Use combination of reports and meetings to measure progress Weekly Progress Reports focuses team to working on the project Meetings give a space for discussing the progress of the project At Meetings leaders assess Mood within the team Gain more knowledge from the faculty advisor Identify if project is not progressing as planned Then

Collaboration Toolbox Project Management Monitoring and Controlling Managing the Project
Need to take action Avoid blaming individuals for the problems Blaming individuals less likely to report problems in future Make a decision about the course of action No Action Problem Escalates Rarely Disappears Action be taken at the cause level Not the symptom level

Collaboration Toolbox Project Management Monitoring and Controlling Managing the Project
Classic Example: Working harder to solve a problem Then Discover no matter how hard team works the problem does not go away Corrective Action Ask “Why?” several times till you get to the root cause of the problem Take action at this level

Collaboration Toolbox Team Formation Model Step 9. Creating a Time Management Plan Preplanning Stage Activities: (a team and task process activity) Literature Search Develop Solution Options Define the Problem Outline for Proposal includes: Technical and Time Management Plan for your Project Proposal write individually and collaborate on content so content is the same From Proposal: Execute Scope and Actions Plans for Project Expand into Flexible Weekly and Daily Activity Lists for the team

Collaboration Toolbox Project Management Agenda

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