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Teamwork

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Bryan Wakely

on 3 March 2013

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Transcript of Teamwork

THE TEAM HANDBOOK TEAMWORK CHAPTER 1: USING TEAMS TO MEET TODAYS CHALLENGES CHAPTER 2: TEAM ROLES AND RESPONSIBILITIES CHAPTER 4: TEAMS USING TOOLS TO SOLVE PROBLEMS CHAPTER 3: DOING WORK IN TEAMS Authors:
Peter R Scholtes
Brian L. Joiner
Barbara J. Streibel Sponsors Team Leader Sponsor communicates the team’s results
Team leader makes sure documentation is complete
Project shifts to the Process Owner After the Project Coach Team Members Leadership team meets to periodically track the progress
Manage the pipeline of projects
Review successes and opportunities Leadership Team Review Team Sponsor orients the team and reviews progress
Coach helps Team get ‘unstuck’
Team Leader helps team members develop solutions to problems as they occur During the Project Sponsors select and define the project
Draft project charter
Select Team Leader, Team Members and Coach Before the Project Presented by
Sean Matturi
Kevin Zavislak
Eloise Jordan
Bryan Wakely Create a Shared Vision
Understand Stakeholders
Develop an Action Plan
Communication Planning Worksheet The “Laws” or Org Change
Get buy in at all levels
Understand the past
Things need to change
Pay attention to people and systems Teams and Change What is a Team?
What do they create?
How to they benefit? Key Points Understand Teams Purpose
People are Key Asset to Change
Create a Vision
Don’t Overreact
Change is not Fast Leading Change Feedback
Transition to the new
Articulate a Vision Clearly Defined Purposes and Goals
Clearly Defined Boundaries
Access to people in the know
Access to Resources What Teams Need Project Teams
Ongoing/Functional Work Teams
Natural
Self Directed Work Team
Process Management Team
Management team
Virtual teams Leading Change The following elements should be part of a good team closure:
-Evaluating the team’s work
-Sharing results
-Celebrating the team’s efforts Identifying Criteria:
Purpose of project fulfilled
Work Plan completed
Data or other indicators of improvement, show progress and it is clear that further progress would involve new breakthrough effort
Agreement that existing team is the “wrong” one to continue work – e.g. real problem is different from team’s charter Guidelines for Closing a Project Management Reviews – good way for managers to keep abreast of project’s progress through regular review
Team presentations give effective “snapshots” in real time of status of work in progress. Corrective courses of action can be implemented if necessary Guidelines for Joint Review Meetings Two key criteria are needed to structure evaluation:

1. Effectiveness
2. Efficiency Guidelines for Joint Review Meetings Charter
Planning
Education/Team-building activities
Study process or problem
Localize problems and identify causes
Make changes/Document improvement
Closure Team Leaders – Team Progress Checklist -Tasks and timelines
-Budget and resources
-Check and review methods are working
-Potential problem analysis failures/errors and countermeasures Creating a Plan Good records vital as team may lose or gain members during project
Clear, illustrated records educate & win support of others in organization
Team may need to retrace steps to track down problems or errors. Records necessary
Records are key to good presentations in organization, industry or local businesses GUIDELINES FOR EFFECTIVE RECORDKEEPING -Understand the context of the decision

-Determine who should be involved

-Decide how to decide GUIDELINES FOR EFFECTIVE DECISIONS Cost is one common criteria Simple Prioritization Matrix To Create an Affinity Diagram:
Gather/ Transfer Statements
Group and Label Cards
Group Clusters into “Superclusters” / Diagram Affinity Diagram
Reduce the list to less than 50
Hand out Index Cards
Make Selections Round Robin
Popcorn
Silent Writing Methods for Brainstorming How to Brainstorm Brainstorming -Prepare for the discussion
-Open the discussion
-Listen
-Ask for clarification
-Manage participation
-Summarize
-Manage time
-Corral digressions
-Close the discussion GUIDELINES FOR EFFECTIVE DISCUSSIONS Preparing for the First Team Meeting
-Review Charter
-Clarify Roles
-Draft plan
-Identify pertinent existing data
-Set meeting logistics Team Leaders – Putting It All Together How to conduct Multivoting:
Generate a list and number each item
Combine similar items – renumber if necessary
Have Team Members narrow list – select most important
Tally the votes
Eliminate those items with no or low votes
Repeat steps 3 through 5 Multivoting Nominal Group Technique is a more structured method of generating a list of options and narrowing it down. Characterized by low level of interaction, good for highly controversial issues
Define task in form of question
Describe purpose of brainstorm and procedures
Introduce & Clarify Question Nominal Group Technique Seán Matturi Advantages of Planning:
Helps Team Members coordinate work – clear picture
Series of deadlines easily identified
Roadmap that gives direction & key tasks
Basis for improving next project – achieved/planned GUIDELINES FOR EFFECTIVE PLANNING An Effort/Impact Grid is a matrix that compares ideas or options against two criteria: the level of
Impact the option will have, and the amount of effort it will take to implement it Effort/Impact Grid Storyboards help teams document the highlights of their work in a way that is easy to follow and graphically interesting Storyboards Brainstorming
Nominal Group Technique Discussion Techniques Exploratory Phase
Narrowing Phase
Defining Phase Discussion Phases GUIDELINES FOR GOOD MEETINGS -Planning Grids
-Tree Diagrams
-Gantt Charts Planning Tools It is an emergency
One person has all of the relevant information
One person is especially trusted by the team to make a good decision
The outcome only affects the decision maker Subgroup has necessary information or expertise to make decision
Subgroup is only entity affected by decision and can implement without active involvement of majority
Whole group is comfortable with delegating its authority to representatives If consensus highly unlikely
Group members equally informed
If it has been determined that the majority can handle implementation without active involvement of those in minority
Plan to handle reactions of those who disagree with outcome Decisions are important, have large ramifications, or affect a lot of people
Groups are small (10 or fewer)
A large group is considering issues of great importance
There will be a rich exchange of ideas, whether in person, by video conference
Group is well informed
Backup method advisable One Person Subgroup Voting Consensus Decision Making: When to Use Each Method Failure Modes and Effects Analysis
RPN = "Severity"x "Ocurrence"x "Detection"

Example
“Remote Key does not work sometime”

RPN = 6 X 6 X 6
= 216 -Operational definitions
1) Identify what to measures
2) Identify how to measure it
3) Help ensure that no matter who does the measuring, the results are essentially the same


- Stratifications

Problems
Process & System
Scientific approach
Tools for collecting data
Tools for Mapping Process
Tools for looking at data relationships
The 7 step method Scatter plot Cause – and – Effect Diagrams Frequency Plot Opportunity Process Map Deployment Process Maps Concentration Diagrams Check sheet 1)Simple to use
2)Include only information you intend to use
3)Make sure people interpret the categories in the same way
4)Keep separate check sheet for different days, people, etc
5)If a sequence of steps is being checked, make sure the sequence on the check sheet is the same as the process being followed.
6)Try out the form and modify it if needed. 3.Tools for collecting data “First step in solving any problem is recognizing there is one.”

1.Mistake occurs
2.Delays breakdowns
3.Inefficiencies PROBLEMS


Define Measure Analyze Improve and Control 6. The 7 Step Method Petro Chart 5. Tools for looking at Data Relationships Top-Down process map Detailed process map 4. Tools for Mapping Process Systematic way for individuals and teams to solve problems and improve processes. Seeking to make decisions based on data rather than hunches, to look for root causes of problems rather than react to superficial symptoms, and to seek lasting solutions rather than just rely on quick fixes. Scientific approach Time Plot







Control Charts Work-Flow Diagrams Sources of Customer Information
Market Research / Focus Group /Interview / Customer visits / Feedback

Q&A
a) what do you need?
b) What you don’t need?
c) What you are not getting?
d) What is the road block?

Identify the Value / Target characteristic
What they want
How they want Better processes mean better quality, which means greater productivity
Process & System Classroom Exercise: What has been your experience working in teams? Are there still individual standards? 1.What Teams Need
2.Teams and Change
3.Implementing Change
4.Leading Change
5.Key Points 1. Team Roles
2.Responsibilities for Successful Improvement
3. Leadership Team Reviews I. Section A-Team Techniques
1. Guidelines for Good Meetings
2. Guidelines for Effective Discussions
3.Guidelines for Effective Decisions
4. Guidelines for Effective Record Keeping
5. Guidelines for Effective planning II. Section B-Team Leaers: Putting it all Together
1. Guidelines for Initial Team Meetings
2. Guidelines for Regular Team Meetings
3. Guidelines for Monitoring Progress
4. Guidelines for Joint Review Meetings
5. Guidelines for Closing a Project
Full transcript