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Transcript of NG BB 09 Project Management
National GuardBlack Belt Training
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Module 09
Project Management
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CPI Roadmap – Define
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.
TOOLS
•Project Charter
•Project Selection Tools
•Value Stream Map
•Various Financial Analysis
•Effective Meeting Skills
•Stakeholder Analysis
•Communication Plan
•SIPOC Map
•High-Level Process Map
•Project Management Tools
•VOC and Kano Analysis
•RACI and Quad Charts
•Strategic Alignment
ACTIVITIES• Identify Problem
• Validate Problem Statement
• Establish Strategic Alignment
• Gather Voice of the Customer & Business
• Create Goal Statement
• Validate Business Case
• Determine Project Scope
• Select and Launch Team
• Develop Project Timeline
• Create Communication Plan
• Prepare High-Level Process Map / SIPOC
• Complete Define Tollgate
1.Validate the
Problem
4. Determine Root
Cause
3. Set Improvement
Targets
5. Develop Counter-
Measures
6. See Counter-MeasuresThrough
2. IdentifyPerformance
Gaps
7. Confirm Results
& Process
8. StandardizeSuccessfulProcesses
Define Measure Analyze ControlImprove
8-STEP PROCESS
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Learning Objective
Understand the overall Project Management process
Gain insight into responsibilities and challenges facing project managers
Learn project management tools that will optimize project performance
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Overview
Project: A temporary activity or set of activities undertaken to create or improve a process or service
Project Management: Applying knowledge, skills, and tools to balance the scope, cost, time, requirements and customer expectations of the process or service
As a project manager, the Black Belt initiates, monitors and adjusts the actions required to deliver the process or service
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Key Drivers
Key Drivers for project success include:
Project evaluation, prioritization, selection and staffing based upon:
Organization needs
Resource availability
Project planning and management
Well-defined and measurable project objectives and deliverables
Deadlines and management progress reviews
Team commitment:
Time
Focus
Desire
Executive team mentorship/ownership
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Introduction to Project Management
As the Project Manager (PM), you are responsible for ensuring that everything gets done
Many times you will be depending on people outside your direct authority or organization
“The XXX wasn’t delivered/performed
correctly/on time, it must have been
<insert favorite support group’s name here>’s fault!”
Remember, that while you as the PM may be assigned to just one project, many of the people who are part of your team may
be supporting a number of other projects.
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Introduction to Project Management
ProjectManager
CIO/G6
JudgeAdvocateGeneral
ProcessAdministration
Public AffairsOffice
Quality
Recruiting
ResourceManager
The PM is the center of a network of functional areas that perform together to deliver the product or service. The PM is the main contact person and the one who oversees and orchestrates the success of the deliverable. The PM does not need to know every single detail of the project but must know who to go to for the answer.
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Role of the Project Manager
What it is:
Coordination
Utilizing Resources
Planning
Organizing
Leading
Building Relationships
Processing Information
Making Decisions
It is also…
Hectic Pace
Interrupted often -encourage it!
Lot of information word of mouth - read body language!
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Basic Skills
Demonstrated leadership skills and the ability to manage and motivate a diverse team
Excellent interpersonal, problem solving and decision making skills - MUST be a good listener!
Excellent organizational skills - Able to prioritize
Demonstrated negotiation skills - Most likely needed for resources within your organization and for the cooperation of others
Excellent oral and written communication skills
The ability to plan the work and work the plan - Planning and execution
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Leading High-Performing Teams
Leaders must be able to:
Lead true learning and improvement
Understand people and why they behave as they do
Give vision, meaning, direction and focus to the team
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Stages of Team Development
Tuckman’s Five Stages
FormingOrientation, break the iceLeader: Facilitate socialInterchanges
StormingConflict, disagreementLeader: Encourage participation, surface differences
AdjourningTask CompletionLeader: Bring closure,signify completion
PerformingCooperation, problemsolvingLeader: Facilitate taskaccomplishment
NormingEstablishment of order and cohesionLeader: Help clarify team roles, norms, values
* Taken from Management by R. Daft
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PM Expectations
As Project Manager you are not expected to:
Have all the answers
Make all of the decisions
Nor can you:
Blame others
Allow individuals on the team to fail
Make excuses for shortfalls in team performance
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Communication
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Effective Communications
Characteristics:
Consistent: Meets expectations
Concise: Easy to understand; quick to read
Current: Up to date and accurate
Responsive: Answers feedback & questions
Benefits:
Encourages participation and collaboration
Builds and maintains trust
Minimizes speculation, rumors and untruths
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Communication Plan Development
Start with the following questions:
What is the purpose of your communication?
Who is your audience (customer)?
What is your message?
Who is the owner of the communications task?
What is the timing and frequency of the communications?
Who will send out the message and who will receive the response?
How will you deliver the message and receive the response?
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Communication Plan Development
1. Determine audience and media to be used
2. Complete a Stakeholder Analysis
3. Create a Communication Plan
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Determine Audience and Available Media
Internal:
Executive Team
Project Team
Project Sponsor
Workplace Personnel
Who is your audience?
How will you deliver the message and receive the response?
Formal Presentations Elevator Speeches Posters E-Mail
Face-to-Face Newsletters/Web Sites Memos
External:
Customers
Suppliers
Resources Owners
Regulatory Agencies
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Complete a Stakeholder Analysis
For each Stakeholder identified, determine:
Are they critical for development of project tasks (Project Enabling Stakeholders) or critical for the successful implementation of a solution (Project Implementation Stakeholders)?
What concerns can you anticipate for each Stakeholder?
What positive outcomes exist for each Stakeholder?
What will be your message for each Stakeholder?
A Stakeholder Analysis should be completed/revised as critical aspects of the project change (scope changes, solution options become more visible, etc.)
A Stakeholder Analysis should be a confidential document
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Example Stakeholder Analysis Tool
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StakeholderName/Group
Project ImpactOn Stakeholder
(H, M, L)
StakeholderLevel of
Influence on Success of
Project (H,M,L)
Stakeholder’sCurrent AttitudeToward Project
( +, 0, - )
Explanation ofCurrent
StakeholderAttitude
(list)
StakeholderScore
(H=3, M=2, L=1,
+=1, 0=2, -=3)
CommunicationPlanFor
Stakeholder
Team Lead M H + ON-BOARD 6 MONTHLY UPDATE
Engineering Dept. Head
H H - DEFENSIVE 9SEPARATE BRIEF &
FOLLOW-UP
Program Manager
M H + ON-BOARD 6WEEKLY UPDATE
(E-MAIL)
Comptroller L L 0 UNKNOWN 4 TOLLGATES
Contracting Officer
H M 0 WAIT & SEE 7WEEKLY FACE-TO-
FACE
Prime Contractor H L + ON-BOARD 5INITIAL/
MONTHLY
Example Stakeholder Analysis Tool
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Stakeholder
Name/Group
Project Impact
On
Stakeholder
(H=9, M=3, L=1)
Stakeholder
Influence Level
On Project
Success
(H=9,M=3,L=1)
Stakeholder’s
Current Attitude
Toward Project
( +, 0, - )
Explanation of
Current
Stakeholder
Attitude
(list)
Stakeholder
Score
(Impact x
Influence x
Attitude)
Stakeholder Analysis Example
HIARNG(Hawaii Army
National Guard)
H H +
Undergoing Reset year 1
– focus is transforming into an IBCT
81
Implement results as soon as
available
AKARNG (Alaskan Army
National Guard)
H H -
Scheduled for
ARFORGEN 4Q this FY
-81
Implement results in
2008
GUARNG (Guam Army
National Guard)
H H 0
Scheduled for
ARFORGEN next FY
0
Implement results in
2008
USARPAC (US Army Reserves Pacific)
L M +
Favorable –want to work ICW TSC-P /
ODT3
Implement results as soon as
available
Action Plan
For
Stakeholder
Key: ICW = In Conjunction With TSC-P = Training Support Center – Pacific ODT = Overseas Deployment Training
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Very
Influential
or
Greatly
Affected
Minimally
Influential
or
Less
Affected
Low Interest High Interest
Stakeholder Analysis Matrix
Keep Satisfied Manage Closely
Monitor Keep Informed
Process OwnerExecutive Director
ComptrollerAnother Organization
(Similar Processes?)
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Create a Communication Plan
Key elements include:
Who , What, When, Where, Why and How
Review often, at least every major milestone/phase
Revise and update as necessary during project
Validate communication plan agreements
Talk to your Sponsor, Stakeholders and Team often
5Ws & H
BE SPECIFIC!
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Example Communication Plan
To How Why What From When
Audience Media Purpose Message Owner FrequencyNotes and
Status
Affected Functional Managers
Briefing
Support
Remove Barriers
Team Status
Expected Outcomes
Team Leader Weekly
Project Sponsor BriefingBuy-in, Solicit
FeedbackSupport Needed,
StatusBlack Belt
Monthly, Milestones, Tollgates
All Hands E-Mail Awareness Progress Project SponsorKickoff, Measure & Improve Phases
Verbal Updates at “All Hands” Meetings
Executive Leadership, Deployment Champion
E-Mail with Attachments
Progress, Barrier Removal
Schedule, Expected Outcomes
Sponsor, Black Belt
Tollgates
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Communications Plan Example
Project Sponsor
PowerSteering
Status Update
Project Status
Belt Weekly Establish common format
Process Owner
PowerSteering
Status Update
Project Status
Belt Monthly Establish common format
Project Team PowerSteering
Meeting
Project Progress
Tasks and Issues
Belt Weekly Regularly scheduled
mtgs. to be cancelled as
needed.
Deployment Director
PowerSteering
Status Update
Tollgate Project Sponsor
As needed Project Progress
on/off track
Audience Media Purpose Message Owner Frequency Status
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Communication is Absolutely Necessary
Good communication is essential for successful projects
Project progression needs to be communicated early and often
Develop a communication plan up front with the Project Sponsor
Update communication plan with the Team and Sponsor as project progresses
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Communication Timeline
Awareness
Understanding
Adoption
Commitment
General Project InformationProject
Launch
Unaware Awareness Understanding CommitmentAdoption
Communication plans should be developed and executed based on project activities and timelines.
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Stakeholder
Name/Group
Project Impact
On Stakeholder
(H, M, L)
Stakeholder
Level of
Influence on
Success of
Project (H,M,L)
Stakeholder’s
Current Attitude
Toward Project
( +, 0, - )
Explanation of
Current
Stakeholder
Attitude
(list)
Stakeholder
Score
(H=3, M=2, L=1,
+=3, 0=1, -=-3)
Action Plan
For
Stakeholder
Recommended Deliverable
Stakeholder Analysis Template
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Audience Media Purpose Message Owner Frequency Status
Communication Plan Template
Required Deliverable
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Exercise: Begin Your Communication Plan
Goal – Establish a communications plan for your project using the communication plan template
Be prepared to share your plan with the table group and receive feedback on your plan
10 minutes
National GuardBlack Belt Training
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Effective Meetings
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Taken from Management: Function and Strategy, Richard D. Irwin
Effective Team Meetings
Ensure that meetings have useful content – Avoid holding meetings if they are unnecessary. Can a one-on-one conversation accomplish what you need?
Make meetings timely – Hold them promptly after receipt of important information
Keep meetings as small in size as practical – Select only attendees who are directly involved and able to deal effectively with agenda items
Be realistic about meeting length – One hour max is a good guideline
Inform participants in advance about the purpose, agenda, and objectives so they can come prepared
Open meetings with positives – Short-term wins or milestone completions
Introduce members if there are some new faces
Keep meeting in perspective – Stick to the agenda, stick to the schedule
Summarize at the end – Ensure that all action items have a name and due date
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General Meeting Rules
Establish the purpose of the meeting
Publish appropriate pre-work
Come prepared, pre-work complete
Use agendas
Establish roles for participants
Take and publish minutes
Evaluate the meeting
Maintain team records
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Meeting Facilitation
Set ground rules
Use inquiry, ask for clarification
Ask less assertive members for their opinions
Stay on track, avoid digressions
Learn to end discussions
Test for agreement
Use problem solving methods
Use decision making methods, e.g., multi-voting
Use a “parking lot” for issues not pertinent to the objective of the meeting
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Project Management Tools
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Project Management Tools
The following are some tools that are useful in organizing, reporting and tracking project components and deadlines:
Project Charter
Communications Plan
Stakeholder Analysis
MGPP
Risk Assessment Matrix
Issues Log
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Charter elements:
Problem Statement
Business Case
Goal Statement
Project Scope
Project Plan
Team Selection
To be started at Team Launch and maintained and edited throughout the project
Project Charter Review
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Description
Creation
Maintenance
Format
Origin
Pert Chart Overview
Graphical representation of all significant deliverables to be completed in the course of the project/workstream. Focuses on discrete outputs such as present-state barriers, conceptual designs, detailed designs, completed modules of coding, test plans, etc.
Initial draft of tool is completed at beginning of project. Process owners and experts should be consulted in identification of deliverables. Separate Maps may be built for different phases of the project. As workstream progresses, more detailed deliverables may be added.
Pert Chart should remain stable for each major phase of a project. Although additions and slight revisions may occur, any major changes should signify a need to “re-baseline” the project.
Graphical chart showing deliverables with dependencies and integration points noted. May be split into hierarchical levels for complex workstreams.
PERT stands for Program Evaluation Review Technigue, a methodology developed by the U.S. Navy in the 1950s to manage the Polaris submarine missile program. A similar methodology, the Critical Path Method (CPM), was developed for project management in the private sector about the same time.
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Pert Chart / Gantt Chart Examples
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Pert / Gantt Charts
Defines a clear, quantifiable output of work completed during the course of a workstream
Graphical tool used to communicate the output and approach of the workstream
Could include Milestones, Key Decisions/Events, Reporting of Findings, Present State Definition, Conceptual Designs, etc.
Helps paint a picture of what the workstream will deliver
Clarifies quantified work complete vs. work planned
Hand-off tool defining work envisioned by Assessment Team
Basis that the project timeline should be built around
Used to gauge % complete vs. planned complete around discrete work definition
Instrumental in provoking thought around integration points with stream leads
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Pert / Gantt Chart Lessons Learned
Not easy to find a balance between good project planning and excessive detail which locks you into very specific deliverables
Avoid slipping into micro-management around deliverables
Maintain flexibility around deliverables especially when the needs of the organization change
Maps work much better than lists when painting a picture of workstream
Lists are easier to maintain if you want to show dates (and for roll-up)
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Series of releases; each release characterized by distinct combinations of features or level of performance. The goal of that generation.
Vision
Process Generations
Platformsand
Technology
Mu
lti-
Ge
ne
rati
on
Pro
ject
Pla
n (
MG
PP
)Multi-Generation Project Plan Review
The overall goal or problem statement for that generation. What is to be accomplished? Why? Can also be metrics with targets!!
Ability to execute the MGPP with current technology or the identification of needed technological developments for each generation. What is required from a technology standpoint to execute the vision? This could also include special personnel requirements to support the vision!!
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Risk Assessment Matrix
A tool to help communicate project risk factors
Types of Risk
Schedule – Project will achieve goal but later than expected
Performance – Project will not achieve goal or achievement will be less than it could have been
Assessment dimensions
Likelihood – How likely is it that the risk factor will impact the project?
Consequence – How much impact will the risk factor have on the project schedule or performance?
Assessed on scales of 1 (least) to 5 (most)
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Likelihood Assessment
5 – 80%+ chance of impacting project
4 – 60%-80% chance of impacting project
3 – 40%-60% chance of impacting project
2 – 20%-40% chance of impacting project
1 – Less than 20% chance of impacting project
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Consequence Assessment
Schedule
5 – 3+ month extension
4 – 2 to 3 month extension
3 – 1 to 2 month extension
2 – 2 to 4 week extension
1 – 1 to 10 day extension
Performance
5 – No significant improvement in goal metric(s)
4 – Slight improvement in goal metric(s), < 30% of goal achieved
3 – Minor improvement in goal metric(s), 30 to 60% of goal achieved
2 – Improvement in goal metric(s), 60 to 90% of goal achieved, but not as much improvement as could have been realized
1 – 90 to 100% of goal achieved
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Color Coding Risk
Find the grid square that corresponds to the Likelihood and Consequence assessment numbers
This codes the risk as Red (high risk), Yellow (medium risk), or Green (low risk)
Each risk should be explained along with the consequence and mitigation plan
Consequence
Lik
eli
ho
od
1
2
3
4
5
1 2 3 4 5
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Risk Analysis Matrix Example
Consequence
Lik
eli
ho
od
•Process Mapping (Schedule)•Risk: Very large process to map. Team might not have time to define sufficient level in the time available.
•Mitigation Plan: Scope to the “critical few” process paths
•Consequence: 1 to 2 week slide in schedule
•Data Availability (Schedule)•Risk: Process tracking system, which shows enough critical process time information in some stages of the process, might not be available.
•Mitigation: TBD•Consequence: Might have to spend 1to 2 weeks to collect enough data to be statistically significant.
•Personnel Availability (Schedule)•Risk: Team Members have multiple schedule conflicts during Month of March. Lack of team member availability and participation on team could slow data collection during MEASURE phase.
•Mitigation: TBD•Consequence: Might have to delay MEASURE Tollgate
•GGA steps of Process Map (Performance)
•Risk: Team has no control over getting information from GGA and might not be able to get verifiable information in the time available.
•Mitigation Plan: Team had to scope this out of the process.
•Consequence: 1 week lost time
•Project Scope (Performance)•Risk: Current scope of process is very large with multiple sub-processes. Team unlikely to be able to complete DMAIC process on currently defined scope.
•Mitigation Plan: Team will need to re-scope this project according to the following plan:
• Complete process mapping• Reduce scope to Critical Path• Based on data, reduce scope to parts
of process that most affect PLT within control of the Project Team.
•Consequence: If mitigation plan is unacceptable, team unlikely to be successful.1
2
3
4
5
1 2 3 4 5
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Issue Log
Team log used to track and address issues and also barriers, actions, concerns and risks
Repository for all the miscellaneous “parking lot” issues that crop up during a project
Ensures teams are proactively managing open issues and risk with weekly reviews and updates
An Issue Log is also known as a Project Action Log
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Issue Log Template
CPI Project Action LogN
oDescription/
Recommendation
StatusOpen/Closed
/Hold
Due
Date
Revised
Due Date
Resp. Comments / Resolution
1
2
3
4
5
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Issues Log Lessons Learned
Master logs are very difficult to maintain –recommend each project team manage their own log
Discuss key issues to higher levels
Very effective tool in managing and focusing on what is important now
Forces those accountable and responsible to own details of managing projects
Good venue for reviewing and managing risk
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Project Barriers/Issues/Risks Template
Barriers
Issues
Risks
Required Deliverable
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Exercise: Team Communication Activity
Complete Social Styles Inventory
Understand your communication style
Understand the communication styles of others
Learn to adapt your communication style to work more effectively with others
45 Minutes
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COMMUNICATION STYLE INVENTORY
In each row select one word that MOST describes you; place a 1 in the M box next to that word.
Then in each row select one word that LEAST describes you; place a 1 in the L box next to that
word.
M L M L M L M L Original Persuasive Gentle Humble
Stubborn Attractive Sweet Orderly
Bold Charming Loyal Easily led
Will Power Cheerful Obliging Open minded
Nervy Jovial Even tempered Precise
Competitive Joyful Considerate Harmonious
Unconquerable Playful Obedient Fussy
Brave Inspiring Submissive Timid
Self reliant Sociable Patient Soft spoken
Adventurous Cordial Moderate Receptive
Decisive Talkative Controlled Conventional
Daring Polished Satisfied Diplomatic
Aggressive Life of party Easy mark Fearful
Determined Convincing Good natured Cautious
High spirited Eager Willing Agreeable
Assertive Confident Sympathetic Tolerant
Persistent Animated Generous Well disciplined Force of character Admirable Kind Resigned
Pioneering Optimistic Accommodating Respectful
Argumentative Light hearted Nonchalant Adaptable
Positive Trusting Contented Peaceful
Vigorous Good mixer Lenient Cultured
Outspoken Companionable Restrained Accurate
Restless Popular Neighborly Sincere
TOTAL
M-L M-L M-L M-L
Driver/Director Expressive/Socializer Amiable/Relator Analytical
Thinker
Whichever number is the highest is your primary communication style and the second highest is your secondary communication style.
Communication Styles Instrument
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ANALYTICAL AMIABLE
RESPONSIVENESSLow High
High
EXPRESSIVEDRIVER
TELL
PEOPLETASK
ASK
Understanding Communication Styles
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The Team Player Shape
Has a need for cooperation, personal security, and acceptance
Is uncomfortable with and will avoid conflict
Values personal relationships, helping others, and being liked
Prefers to work with other people in a team effort, rather than individually
Has an unhurried reaction time
Is friendly, supportive, respectful, willing, dependable and agreeable
Stress reaction: comply with others
Need for growth: Speak Up! Initiate!
Amiable
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The Leader Shape
Is action and goal oriented
Needs accomplishment and results
Has a quick reaction time
Is decisive, independent, disciplined, practical and efficient
Uses facts and data
Tends to speak and act quickly
Stress reaction: triangles may become autocratic
Need for growth: Slow down enough to listen!
Driver
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The Creative Shape
Enjoys involvement, excitement, and interpersonal action
Is sociable, stimulating, and enthusiastic
Is good at involving and motivating others
Is idea oriented
Has less concern for routine
Has a quick reaction time
Has a need to be accepted by others
Tends to be spontaneous, outgoing, energetic, and friendly
Stress reaction: squiggles tend to lash out at others
Need for growth: Check things out before you act!
Expressive
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The Organized Shape
Is most concerned with being organized, having all the facts and being careful before taking action
Needs to be accurate and to be right
Is precise, orderly, and methodical
Conforms to standard operating procedures, organizational rules, and historical ways of doing things
Is task oriented
Uses facts and data
Stress reaction: boxes tend to avoid
Need for growth: Learn to decide and declare!
Analytical
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Communication Styles Summary
COMMUNICATION
STYLES CHART
AMIABLE
ANALYTICAL
DRIVER
EXPRESSIVE
Behavior Pattern Open/InDirect Self-contained/Indirect Self-contained/Direct Open/Direct
Appearance Casual
Conforming
Formal
Conservative
Businesslike
Functional
Fashionable
Stylish
Work-space Personal
Relaxed
Friendly
Informal
Structured
Organized
Functional
Formal
Busy
Formal
Efficient
Structured
Stimulating
Personal
Cluttered
Friendly
Pace Slow/Easy Slow/Systematic Fast/Decisive Fast/Spontaneous
Priority Maintaining relationships The Process The Results Interacting with others
Fears Confrontation Embarassment Loss of Control Loss of Prestige
Seeks Attention Accuracy Productivity Recognition
Need to Know (Benefits) How it will affect their
personal circumstances
How they justify the
purchase logically/how it
works
What it does/by when/what
it costs
How it enhances their status/
who else uses it
Gains Security By Close Relationships Preparation Control Flexibility
Wants to Maintain Relationships Credibility Success Status
Support Their Feelings Thoughts Goals Ideas
Achieves Acceptance By Conformity
Loyalty
Correctness
Thoroughness
Leadership
Competition
Playfulness
Stimulating Environment
Likes You To Be Pleasant Precise To the Point Stimulating
Wants to Be Liked Correct In Charge Admired
Irritated By Insensitivity
Impatience
Surprises
Unpredicibility
Inefficiency
Indecision
Boredom
Routine
Measures Personal Worth
By
Compatibility with Others
Depth of Relationships
Precision
Accuracy
Activity
Results
Track Record
Measurable Progress
Acknowledgement
Recognition
Compliments
Decisions Are Considered Deliberate Decisive Spontaneous
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60
Takeaways
Successful project management requires an understanding of:
Overall Project Management process
Individual team roles
Basic project management skills
Communication planning
Responsibilities and challenges facing project managers
Leading high-performing teams
Running effective team meetings
Project management tools that will optimize project performance
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What other comments or questions
do you have?
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UNCLASSIFIED / FOUO
References
The Social Styles Handbook by Wilson Learning Library, 2004
Psycho-geometrics: The Science of Understanding People and the Art of Communication With Them by Susan Dillinger, 1997