Engaging Team Members and Stakeholders_2021

项目管理之团队和干系人参与 从以下发面进行了说明： 1.高效做决定 2.冲突管理和解决 3.情商 4.评估工具 5.变化/变更管理 6.团队成员技能 7.敏捷团队属性 8.敏捷团队空间和工具

Engaging Team Members and Stakeholders

• Effective Decision-Making
  • Decision framing:
    • Sets the stage
    • Who will make the decision
    • What values will be considered
  • Agile decisions must be timely
  • Works when:
    • All opinions heard and discussed
    • Everyone supports the decision, even if not in full agreement
  • All relevant stakeholders should be involved in process
  • Decision gradient:
    • Support expressed along a continuum
    • Voting system, each vote is plotted for discussion
    • Five option intervals
      • In favor
      • OK with reservations
      • Mixed feelings
      • Disagree but will commit
      • Veto
  • Workshops
    • Meet to work and make decisions
      • Clear purpose
      • Specific goals
    • All attendees participate
    • Cross-fuctional
      • Diverse viewpoints
      • Avoid "Group think"
• Conflict Management and Resolution
  • Source of conflict
    • Scarce Resources
    • Scheduling Priorities
    • Personal Style
  • Types of conflict
    • Dysfunctional vs. Functional
  • Desired outcomes of conflict
    • Agreement
    • Stronger Relationships
    • Greater Productivity
  • Strategies to reduce conflict
    • Address conflict early and in private using a direct, collaborative approach
    • Support team ground rules and group norms
    • Clearly define roles and respoonsibilities
    • Plan for communications
  • Roles in conflict resolution
    • Team members are initially responsible for resolving conflict
    • PMs can help facilitate resolutions for escalated conflict
    • Formal disciplinary procedures may be needed in extreme circumstances
  • Thomas Kilmann Model
• Emotional Intelligence
  • EQ:
    • Internal aspects of EQ
      • Personal Skills
        • Self-awareness
          • Recognize our own emotions
          • Identify the link between your emotions and behaviors
          • Understand your own strengths and weaknesses
          • Acknowledge blind spots
          • Make decisions and take risks with self-confidence
        • Self-regulation
          • Control emotions and behaviors
          • Ackowledge mistakes
          • Maintain reputation for honesty and credibility
          • Demonstrate conduct that is moral
          • Deliver on promises
          • Adapt to change and show flexibility
          • Embrace innovative, new approaches
        • Motivation
          • Set a high bar for performance goals
          • Strive to increase skills
          • Make decisions that align to team goals
          • Go above and beyond
          • Focus on the opportunities
          • Seek controllable factors for achieving success
      • The anatomy of EQ
        • Beware of permanent responses to temporary emotions
        • Use techniques to offset emotions
        • Identify your negative thoughts
        • Question the negative thoughts
        • Replace negative thoughts with positive ones
        • Maintain an appropriate level of stress
        • Recognize the difference between good and bad stress
        • Use techniques to disrupt the amygdala
        • Strive for an appropriate quantity and quality of sleep
        • Purse medical advice as necessary
    • External aspects of EQ
      • Social skills
        • Communicating Effectively
        • Protecting the Team and Clooeagues
        • Collaborating and Cooperating
        • Manageing conflict
        • Building Relationships
        • Leading and Influencing for Good
        • Embracing Change
      • Empathy
        • Political Awareness
        • Understanding Others
        • Promoting the Success of Others
        • Focusing on Customer Perspective
        • Leverageing Diversity
• Assessment Tools
  • Personnel Assessment tools
    • Gives insight into strengths and weaknesses
      • Manage team member preferences
      • Understand motivations
      • How individuals process information
    • Facilitates productive teams
    • Tools include
      • Attitudinal surveys
      • Specific assessments
      • Structured interviews
      • Ability tests
      • Focus groups
  • Personality profile assessments
    • Whole Brain Thinking - Ned Herrmann
    • Social Style Model - TRACOM
    • Theory of Psychological Types - Carl Jung Myers-Briggs Type Indicator (MBTI) - Katherine Cook Briggs and Isabel Briggs Myers
    • DiSC Assessment Model - William Moulton Marston
    • True Colors Methodology - Don Lowry
• Change Management
  • Change Management
    • Best approach for managing changes depends on
      • stakeholders
      • organizational structure
      • environmental factors
      • urgency
    • Must have an agreed-upon approach that supports business objectives
    • Organizations must be adaptable
    • Embrace change for better outcomes
    • Change management is a key skill
    • Leaders must facilitate change
  • Tools
    • Mckinsey 7S framework
    • Kotter's theory 8-step process for leading change
• Team Member Skill Sets
  • Specialists
    • I-Shaped
      • Narrow skillset
      • More hand-offs required
  • Generalized Specialists
    • T-Shaped
      • Broad skillset
      • Allows teams to "swarm" on a task
      • Not multi-tasking!
• Agile Team Characteristics
  • Agile Team Characteristics
    • People over processes
    • The team decides on the processes and tools
    • High-performing teams = project success
    • "Doing" agile vs."being" agile
  • Agile values and priorities
    • Stakeholder values
      • Product owner prioritizes the product backlog to align to stakeholder values
      • Deliver value early
      • Demonstrate and gather feedback
    • Agile values
      • Respect
        • Welcome different viewpoints
        • Seek consensus
      • Courage
        • Welcome feedback
        • Practice transparency
  • Agile Characteristics
    • Team characteristics
      • Individuals take ownership of work
      • Members are empowered to make their own decisions
      • Open and frequent communication encouraged
      • Balance between cllaboration and cooperation
    • Individual characteristics
      • Emotionally intelligent
      • Works with integrity
      • Sense of responsibility
      • Self-confident
      • Comfortable asking for help
  • Sage Environment
    • Truthful
    • Honest
    • Accountable
    • Respectful
    • Authentic
    • Competent
    • We are in this together, and it's okay to fail
  • Lessons Learned
    • Small steps for incremental improvements
  • COCOMO II Model
• Agile Team Spaces and Tools
  • Co-located Teams
    • Alternate spellings
      • Colocation
      • Collocation
    • Face-to-face interaction
    • "Virtual" co-location uses tools to overcome distance
      • Videoconferencing
      • Live chat
      • Instant messaging
      • Web-based tools
      • Agile software
  • Team Spaces:
    • Caves
      • Available as an exception
      • Private calls and personal conversations
      • Need to concentrate on a problem
    • Common area
      • Team space
      • Open space without walls or barriers
      • Visual and tactile tools
  • Communication Tools
    • Information Radiators
      • Task boards
      • Burn charts
    • Written documentation (when necessary)
      • Index cards
      • Sticky notes
      • White boards
    • Online collaboration tools
      • Slack
      • Jabber
      • Discord
      • MS Teams