The Seven Attributes of Excellent Project Management PMI 2014 SPRING SYMPOSIUM April 10th and 11th 2014 By Craig A. Stevens, PMP, MBB craigastevens@westbrookstevens.com 1
THE SEVEN ATTRIBUTES OF EXCELLENT PROJECT MANAGEMENT
Abstract: To be successful during a change, while managing a project, or leading an organization, one must master seven attributes of excellence. These attributes are more than just words; they represent entire concepts embodied in the actions of: – – – – – – –
Growing Excellent Leaders, Building an Excellent Working Culture, Focusing on Excellent Customer Service, Building Excellent Teams of Empowered People, Mastering Skills, Problem Solving, and Core Competencies, Mastering Change and Continuously Improving Methods and Processes, and Driving Toward Excellence by Measuring Performance.
craigastevens@westbrookstevens.com
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THE SEVEN ATTRIBUTES OF EXCELLENT PROJECT MANAGEMENT
Abstract continued: Furthermore, applying these seven attributes requires a systemic, repeatable, and balanced approach as represented by the “Mobile of Excellent Management” found in the adventure story and case study, Geronimo Stone, “His Music His Love, and the Mobile of Excellent Management.” During this presentation, Craig will explain the seven attributes of the Mobile of Excellent Management and how they apply to Program and Project success. Find the free e-book at www.issuu.com/craigastevens.
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THE SEVEN ATTRIBUTES OF EXCELLENT PROJECT MANAGEMENT •
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Craig Stevens has been a Management, Industrial, and Systems Engineer for over 30 years. Currently he is the Manager for the Process Improvement Program for HCA Physician Services, where the CPIp Team is developing the CPI/Lean Six Sigma program for about 700 practices. He is also the president of Westbrook Stevens, LLC, an author, and a visual artist. Before HCA, Craig worked as a consultant for over 100 different organizations in 25 states as well as U.S. DOD, U.S. DOE, NASA, Lockheed Martin, Westinghouse, DuPont, and others. Craig has worked in every layer of an organization and in several industries including healthcare, government, manufacturing, agriculture, hospitality, scientific research, energy, waste management and environmental restoration, nonprofits, and construction. He was the Chief Engineer and Quality Manager for Pragmatics, Inc. (8a), Program Manager for Science Applications International Corporation (SAIC), and was the Mechanical Engineer SME in solar and electric power, explosives, and general engineering for U.S. DOE, Office of Scientific and Technical Information (OSTI). Craig is the author of the Geronimo Stone series. Currently he teaches Project Management at Belmont University and has written many papers on management subjects and served as adjunct faculty for Vanderbilt University, Belmont University, Trevecca Nazarene University, University of Phoenix, Nashville State Tech, and UT Knoxville as a TA. He was also a trainer/facilitator of Project Management for the American Management Association International (AMAI) and Padgett Thompson. He has taught graduate and undergraduate classes and workshops in Strategic Implementation, Innovation and R&D, Operations Management, Project Management, Change Management, Manufacturing Management, Strategic Management, General Management Principles, Systems Management, Statistics, Customer Service, Engineering Economy, and Human Factors Engineering. 4
Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 Š
People and Team Building
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Adapted from Palma Buttles-Valdez, Carnegie Mellon ,Process improvement Briefing to Software Engineering Institute, 2008 – who adapted it from and Dr. Mary Lippitt, Enterprise Management, LTD., 1987, ttp://www.jcse.org.za/upload/events/37/organisational_culture_and_people_issues_in_process_improvementdrpalma_buttlesvaldez.pdf 2/13 2013
Improvement Efforts: Missing Elements of Change Vision
Resources
Capable Workforce
Capable Processes
Organizational Culture
Incentives
Action Plan
Change
Resources
Capable Workforce
Capable Processes
Organizational Culture
Incentives
Action Plan
Confusion
Capable Workforce
Capable Processes
Organizational Culture
Incentives
Action Plan
Anxiety and Frustration
Capable Processes
Organizational Culture
Incentives
Action Plan
Slow or Little Progress
Organizational Culture
Incentives
Action Plan Action Plan Action Plan
Reinventing the Wheel
Vision Vision
Resources
Vision
Resources
Vision
Resources
Vision
Resources
Vision
Leadership
Capable Workforce Capable Workforce Capable Workforce
Capable Processes Capable Processes
Organizational Culture
Resources
Capable Workforce
Capable Processes
Organizational Culture
Systems and People
Problem Solving / Skills
Systems and Processes
Incentives
craigastevens@westbrookstevens.com
Culture
Incentives
People
Barriers to Change Sporadic Change False Starts
Problem Solving/Skills Tools
Everything Starts with Leadership! Link to e-WBS.com - Growing Excellent Leaders,
Step 1 – Drive and Empower Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 ©
1. Understand Nothing Happens without Leadership People 2. Create the Vision and Supply the Motivation to Change and 3. Empower Team Everyone – Knowledge Workers Expect to be Empowered and Use Their Education - Leadership is the Building Most Effective at the Lowest Possible Levels craigastevens@westbrookstevens.com
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Paul Hersey, Kenneth H. Blanchard, and Dewey E. Johnson, Management of Organizational Behavior, Leading Human Resources, 8 th Edition, Prentice-Hall, Inc., 2001
supportive behavior
high
low
high
3. Supporting
2. Coaching
4. Delegating
1. Directing
directive behavior team maturity
craigastevens@westbrookstevens.com craigastevens@westbrookstevens.com
high
low
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Knowledge Workers Leadership Behavior Styles New Paradigm Partnership and Collaboration
High R4 Able and Willing or Confident
Providing Supportive Behavior
(Relationship Building After Hours)
S4b
S3
S2
S4a
Low
craigastevens@westbrookstevens.com
S1
Task Behavior Providing Guidance
High 9
12. The Law of Empowerment
Only Secure Leaders Give Power to
Others
John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, Thomas Nelson Publishers, 2002
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Why must the improvers be leaders? 20. The Law of Explosive Growth
– To Add Growth - Lead Followers – To Multiply - Lead Leaders
John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, Thomas Nelson Publishers, 2002 craigastevens@westbrookstevens.com
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The Soft Side of Incubating Leaders
Empowerment and Communication
18. ThePepper Law of Calvin andSacrifice Craig Stevens “Project - Maintaining A Management Leader Must Give Up to Go Up Quality by Communicating,” ThirdLaws of Leadership, Workbook, Thomas John C. Maxwell; The 21 Irrefutable Nelson Publishers, 2002 International Waste Management Conference, ASQC, Las Vegas, Nevada, 92
craigastevens@westbrookstevens.com
Commitment
Time
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The Soft Side of Incubating Leaders
Empowerment and Communication
10. ThePepper Law of Connection Calvin and Craig Stevens “Project Management - Maintaining Leaders Touch a Heart Before Quality by Communicating,” Third They Waste Ask for a Hand International Management John C. Maxwell; TheVegas, 21 Irrefutable Laws of Leadership, Conference, ASQC, Las Nevada, 92 Workbook, Thomas Nelson Publishers, 2002
craigastevens@westbrookstevens.com
Commitment
Time
13
The Soft Side of Incubating Leaders
Empowerment and Communication
7. The Law of Respect Calvin Pepper and Craig Stevens “Project Management - Maintaining People Naturally Follow Leaders Quality by Communicating,” Third Stronger Than Themselves International Waste Management John C. Maxwell; The 21 Irrefutable Laws of Leadership, Conference, ASQC,Thomas Las Nelson Vegas, Nevada, Workbook, Publishers, 2002 92
craigastevens@westbrookstevens.com
Commitment
Time
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Empowerment and Communication
The Soft Side of Incubating Leaders Calvin Pepper and Craig Stevens “Project Management - Maintaining Quality by Communicating,� Third International Waste Management Conference, ASQC, Las Vegas, Nevada, 92
craigastevens@westbrookstevens.com
Commitment
Time
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Keys to Results Calvin Pepper Stevens 7. The Lawand of Craig Timing “Project Management - Maintaining Quality Communicating,” byWhen to LeadThird is as Important As International Waste What to Management Do and Where to Go Conference, ASQC, Las Vegas, Nevada, 92 John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook,
Results
Thomas Nelson Publishers, 2002
Leadership craigastevens@westbrookstevens.com
Time
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Keys to Results Calvin CraigHutton Stevens 5. ThePepper Law and of E.F.
“Project Management - Maintaining by When the RealThird Leader Speaks, People Quality Communicating,” International Waste Management Listen Conference, ASQC, Las Vegas, Nevada, 92 John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, Thomas
Results
Nelson Publishers, 2002
Leadership craigastevens@westbrookstevens.com
Time
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Keys to Results Results
Calvin Craig Stevens 6. ThePepper Law and of Solid Ground “Project Management - Maintaining by Trust is the Foundation of Leadership Quality Communicating,” Third John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, International Waste Management Thomas Nelson Publishers, 2002 Conference, ASQC, Las Vegas, Nevada, 92
Leadership craigastevens@westbrookstevens.com
Time
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Keys to Results Calvin Pepper Craig Stevens 3. The Law and of Process “Project Management - Maintaining by Leadership Develops Daily, Not in a Quality Communicating,” Third International DayWaste Management Conference, ASQC, Las Vegas, Nevada, John C. Maxwell; The 21 Irrefutable Laws92 of Leadership, Workbook,
Results
Thomas Nelson Publishers, 2002
Leadership craigastevens@westbrookstevens.com
Time
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Keys to Results Calvin Pepper Stevens 21. The Lawand ofCraig Legacy
“Project Management - Maintaining by A Communicating,” Leader’s Lasting Quality Third Value is International Waste Management Measured by Succession Conference, ASQC, Las Vegas, Nevada, John C. Maxwell; The 21 Irrefutable Laws 92 of
Results
Leadership, Workbook, Thomas Nelson Publishers, 2002
Leadership craigastevens@westbrookstevens.com
Time
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Keys to Results 8. ThePepper Law and of Intuition Calvin Craig Stevens “Project ManagementEvaluate - Maintaining Leaders Everything Quality by Communicating,” Third withWaste a Leadership International Management Bias John C. Maxwell; The 21 Irrefutable Laws of Conference, ASQC, Las Vegas, Nevada, 92 Leadership, Workbook, Thomas Nelson Publishers,
Results
2002
Leadership craigastevens@westbrookstevens.com
Time
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Keys to Results 17. The Law of Calvin Pepper andPriorities Craig Stevens “Project Management - Maintaining Leaders Understand That Quality by Communicating,” Third Activity Not Necessarily International WasteIsManagement Conference, ASQC, Las Vegas, Nevada, 92 Accomplishment.
Results
John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, Thomas Nelson Publishers, 2002
Leadership craigastevens@westbrookstevens.com
Time
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Two Processes Leading to Empowering others
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Look for Gaps in Leadership Excellent Leadership
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Where we Are
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Culture is either the Catalyst or the Extinguisher
Link to e-WBS.com - Building an Excellent Working Culture
Step 2 – Build a Culture of Improvement
1. Leadership Drives Culture People 2. Everyone On Board and 3. Everyone Team Pushing Building Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 Š
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Culture is the Game "I came to see, in my time at IBM, that culture isn’t just one aspect of the game - it is the game.
In the end, an organization is nothing more than the collective capacity of its people to create value…. But no enterprise - whether in business, government, education, health care, or any area of human endeavor – will succeed over the long haul if those elements aren’t part of its DNA.“ Lou Gertsner, former CEO and Chairman of IBM, Gertsner 2002
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Leadership Driven Direct Superiors Drive the Employees View of Culture
Professions
Parking Offices Places
Origins Politics Class
Artifacts & Symbols
Language
Generations Race Professions
SubCultures
Values
World View
Origins Mental Models Beliefs
Underlining Assumptions
craigastevens@westbrookstevens.com Ideas craigastevens@westbrookstevens.com
Patterns of Behavior
Norms
Politics Religion
Look for Gaps in Culture Excellent Culture
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Where we Are
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Customers are the Reason Link to e-WBS.com Focusing on Excellent Customer Service
1. 2. 3. 4.
Step 3 – Understand the Customers
Decide What you Want to Provide People Decide How you would Want that Provided to You and Ask/Validate with the Customer Team Deliver That and then Continuously Improve Building Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 Š
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Look for Gaps in Customer Focus Excellent Customer Focus
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Where we Are
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People Do the Work Link to e-WBS.com Building Excellent Teams of Empowered People
People and Team Building
Step 4 –Build Teams, Use Team Problem Solving, and Master Motivation
1. Stakeholders Drive Changes 2. Problems are Solved with Teams 3. Understand Motivation of Knowledge Workers 4. No Team Building Until You Have the Right Teams (Unless you want Gangs) Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 Š
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High Quality of Work
Team Building
Feed and Nurture
Train
Divide and Conquer
High Group Cohesiveness craigastevens@westbrookstevens.com
Maslow’s Hierarchy and PM Needs based on nature of your job’s content and work role in the organization
To completely express yourself on the job by being able to make maximum use of your abilities Selfand skills; to be able to consistently expand Actualand test the frontiers of your capabilities ization To gain recognition and esteem from others Esteem, Ego & Status by demonstrating your competence on job
Social Affiliation
To be well accepted by others and to enjoy a friendly work atmosphere
Based on working conditions, Safety, Security & Order salary and benefits Basic Needs of Human Comfort
To have job security, stable work conditions and good benefit plans
To have agreeable working conditions and income level After Robert Goodman, Vanderbilt University, 97
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People, PI, and Comparable Motivational Theories Self-Actualization
Growth
Motivators -advancement -growth -achievement
Esteem
Social/Affiliation
Need for Achievement Need for Power
Relatedness
Safety/Security
Existence
Hygiene -job security -salary -working conditions. -group member
Physiological (Maslow)
Herzberg’s Motivators
Need for Affiliation
(McClelland) Achievement Theory
Needs Theories craigastevens@westbrookstevens.com
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Normal (Bell Shaped) Curve Compared to Over Stressing the Workforce
Short-term • Cost Down • Profits up • People Work Harder • Fear is high
First To Leave If Not Treated Well
Long-Term • Cost is higher than before • Profits Fall • People get burned out • Hate follows fearcraigastevens@westbrookstevens.com
Super Stars
Above Average
Below Average
You have to Tie their Shoe Laces
Look for Gaps in People Issues Excellent HR/Teams
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Where we Are
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Link to e-WBS.com Mastering Skills, Problem Solving, and Core Competencies,
1. 2. 3. 4. 5.
Skills and Core Competencies are the Roots of Excellence Step 5 – Teach the Tools and Incubate Skills
Build Core Competencies People Focus andon the Big Rocks Team Teach Tools Building Supply the Tools Let the Teams Use the Tools Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 Š
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Solving Problems Team Work X Communication Force
Wall Created By Problems and Barriers Skill Obtained in Using Tool
Time When Problem Has Been Communicated and Team Has Been Empowered craigastevens@westbrookstevens.com
Solving Problems Team Work X Communication Force
Skill Obtained in Using Tool
Not Enough Time to Use Tools craigastevens@westbrookstevens.com
Wall Created By Problems and Barriers
To Challenge the Way We Look at Problem Solving
craigastevens@westbrookstevens.com Traditional Example of Thinking in a Box
This is also thinking in a Box!
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Step way back from the problem! craigastevens@westbrookstevens.com
Our frame of reference (the paper) became our constraining box.
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craigastevens@westbrookstevens.com
craigastevens@westbrookstevens.com
Top View
Thinking way outside of the box. We can putting a Line through all the dots without ever drawing a line.
By just changing the view of our paper making it a line instead of a plane.
Front View
Side View
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Iceberg Syndrome of Problems
What we see - Patient Complaints
What we find out when we ask questions Long Wait Times What we discover as we probe deeper - Poor Process Flow, Delays, and Bottle Necks in Process
What we must do - Simplify Process, Rearrange Equipment, and Fine Tune Scheduling Templates
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Look for Gaps in Skills Excellent Skills
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Where we Are
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Link to e-WBS.com Mastering Change and Continuously Improving Methods and Processes
Think Change, Systems, and Processes Step 6 – Continuously Improve Processes and Systems
1. Continuous Improvement is Change Management 2. Focus on Systems and Then People Processes and 3. LookTeam for Delays and Building Bottlenecks 4. Let the Stakeholder Teams Westbrook Stevens, Seven Attributes of Apply the Problem Solving Model, 1990 Š Excellent Management Tools to Fix the Problems craigastevens@westbrookstevens.com
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Two Types of Change - 2nd Order Change (or A Major Step Change) Before the Change
During the Change
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After the Change
50 Copyright Š 2007, www.WestbrookStevens.Com
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Copyright Š 2007, www.WestbrookStevens.Com
Project Management is the Change Implementation Tool Before the Change
During the Change
After the Change
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1st Order Changes or Continuous Improvement Adapt Adapt
Adapt
Start
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1st Order Changes or Continuous Improvement Adapt Adapt
Adapt
Start
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Systems Thinking - Shifting the Burden Archetype Profits Over Time with Change Curve
Cumulative Profit
Focus on the Right Things = Find the Root Causes + Fix That Project Management Phases
Zero Benefits of Doing Change/Project Management craigastevens@westbrookstevens.com Well
Time craigastevens@westbrookstevens.com
Systems Thinking - Shifting the Burden Archetype Cost Over Time with Project Cost Curve
Cumulative Cost
Focus on the Right Things Project Management Phases
craigastevens@westbrookstevens.com
Time
The Three Phases of A Change Before the Change
During the Change
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After the Change
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Look for Gaps in Change Excellent Change/Systems
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Where we Are
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Link to e-WBS.com - Driving Toward Excellence by Measuring Performance
The Enemy of Improvement is the Words “I Think,” “I Know” (without data).
Step 7 – Measure Often
People and Team Building Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 ©
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Tip: Understand and Appreciate Performance Measures darn craigastevens@westbrookstevens.com
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WHY MEASURE?
"You cannot manage what you cannot measure."
Tuttle, T.C.; "Strategic Performance Measurement", Conference Proceedings: Sixth Annual National Conference on Federal Quality, Federal Quality Institute, President's Council on Management Improvement, American Society for Quality Control, Association for Quality and Participation, and Quality & Productivity Management Association, 1993, pp. 537-545.
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A Systematic Approach to Measuring Step 1: Know the Rules, Principles, and Objectives Step 2: Understand Organizational Goals Step 3: Select Criteria Related to Goals Step 4: Select Indicators Related to Criteria Step 5: Collect Data Step 6: Process and Analyze Step 7: Use the Information
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Look for Gaps in Metrics Excellent Metrics
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Where we Are
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People and Team Building Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 Š
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