This was a presentation given by People SIG Chair, Russel Jamieson and fellow committee member Eleri Evans to an audience of APM members and guests, as well as HMRC employees in Newcastle.
The APM People SIG (specific interest group) joined together with APM North East branch and APM corporate member HMRC to bring local members and guests an event on 18th May 2015 which provided an overview of the SIG's recently completed module on collaboration.
This module links collaboration with ‘negotiation’ and ‘teamwork’. For the latter it explores synergies within the team and inside the individual’s brain… following on from this, the module examines how to overcome resistance; especially when forming teams using a dozen ‘principles’ (success factors) backed up with tools and simple steps.
1. Collaboration
What’s in it for me…?
(a taster session)
Eleri Evans MAPM MBA FILM CIPD MIOD
Russel Jamieson RPP FAPM
2. Collaboration – We will cover…
Today is very much a ‘taster session’ of what would be elaborated
on in a half or full day session
Break-out groups so be prepared to contribute and challenge on:
– Types of collaboration
– Why to collaborate?
– What to collaborate on?
– How to collaborate?
3.
4. To work in
combination [OED]
a recursive process where two or
more (organisations) work together to
realise shared goals [Wikipedia]
…this is more than the
intersection of common
goals seen in co-operative
ventures, but a deep,
collective determination to
reach an identical
objective.
6. 2.1.6 Negotiation
– Collaborative negotiation seeks to create a ‘win-win’ scenario where all
parties involved get part or all of what they were looking for from the
negotiation. This approach tends to produce the best results, helps build long-
term relationships and minimises the opportunity for conflict.
2.1.7 Teamwork
– [General] Collaborative groups share information, insights and perspectives,
supporting each other to do their job better, but the focus is on each
individual’s performance and accountability.
– [Programme Management] The levels of responsibility of the team members
may mean that a collaborative working group approach is more relevant.
– [Portfolio Management] Collaborative and co-operative working within the
portfolio with a shared vision of the strategic objectives should also be
encouraged.
APM’s ‘BoK 6’ on Collaboration
7. Collaboration generally requires...
Synergy
– Within a team or goal-focused enterprise
Sublimation of individual goals in favour of team
goals
Alignment of co-dependent separate goals
– Within YOU, synergy between:
Left brain - digital, verbal, logical, linear
Right brain - visual, patterns, intuitive, creative
The 7 habits of highly effective people
[Stephen Covey]:
Habit 6 - Synergise (Win/Win)
• Respectful communication
• All parties give and take
• Valuing the differences, as those are what build the shared
strength
8. Personal collaboration may require...
Putting aside some element of individual...
– Recognition
You might have to ‘share the glory’
– Satisfaction
Where a collaborative outcome is shared,
someone else’s part must be respected
– Changing the rules
You have to consult & maybe compromise
on the outcome
9. Enterprise collaboration will require...
Appetite / need for change or improvement
A responsive open-minded culture
– Led by project leaders & stakeholders
Top-down buy-in / bottom-up energy
Some new stuff…
– Software
– Training
– Time invested
10. Session A – Your Own Environment
1. Consider your own place of work
2. How collaborative is it?
3. Would you want to change that…?
4. How could collaboration be enhanced?
– Practical measures?
– Timescale?
– How will you measure it?
11. Session A – Examples of Resistance
1. Agreement in meeting – leave the meeting and do the opposite
2. PM’s hanging on to resources and not releasing for
other projects as they are good and they don’t
believe they will be returned if needed in the future
3. When other people in the team get promoted and you
believe they have done less than you, or taken
your ideas and presented them as their own
4. When redundancies and/or major change is
in the picture
12. Session A – Your Own Environment
What did we find?
13. What Hinders the Building of
Collaboration?
Non-collaborative organisation culture
– e.g. Silos
Fear, uncertainty and doubt
E-mail!
– Forces a one-shot response
– Hangs around forever!
– “E-mail is where knowledge goes to die!”
Bill French founder Global Technologies Corporation & Apple guru
+ Your findings…!
14. Session B - What Hinders the Building
of Collaboration?
What one thing could change in your
organisation to facilitate better
collaboration?
15. Session B – What Hinders the Building
of Collaboration?
What did we find?
19. Ask the questions:
– What is it about this initiative that you are against?
– Do you believe [employee/team] collaboration is important?
– Do you see any areas of improvement [through more collaboration]
that you think we can turn into opportunities?
– If you were leading this [co./team] what would you say or do to
foster collaboration?
– What would make you feel more comfortable with moving towards
greater collaboration?
Overcoming resistance to collaboration
20. Session B – Start-up & momentum
1. OK, you now plan to enhance
collaboration at your workplace…
2. How will you…
– Initially engage colleagues/IT/Mgmt?
– Maintain momentum & ‘the buzz’
– What’s your communication plan?
If it doesn’t work, is there a…
back out plan?
22. Session B – Start-up & Momentum
What did we find?
23. RACI: a Collaboration Model
ResponsibleThe job role that does the work
to produce the product/task.
Responsibility can be
delegated.
AccountableThe job role that is ultimately
answerable for the product, or who
signs it off. There must always be
ONE and it cannot be delegated.
ConsultedThose whose opinion or expertise is
sought during production of the task.
It’s a 2-way communication
Informed
Those who are kept up-to-date on
progress or aspects of the task.
TASK
Roles that provide effort
to complete the task.
Supports
24. Relationships in a RASCI Model
Responsible
Accountable
ConsultedInformed
Supports
Clear & agreed
consulting plan
Agreed updates
timetable
Agreed resource
commitment
Clear deadlines
& scope of work
Clear requirements,
deadlines & scope
of work
27. Activity title Activity Description Outcome R A S C I
1 Specification Specify Report structure, contents & style Full specification TL CD KB TW
2 Research Research sources of information for report Source list TL All CD
3 Production Produce 1st
draft TL TL CD KB
Activity title Activity Description Outcome Owner R A S C I
3 1st
Draft Produce 1st
draft By 1 Sep 2005 T Lyons
4 Reviews Review of 1st
draft By 7 Sep 2005 C Devereux
T Lyons
Reviewers
Activity title Activity Description Outcome
TLyoms
CDevereux
FSmith
FDomineaux
JAndersonI
3 1st
Draft Produce 1st
draft By 1 Sep 2005 R A
4 Reviews Review of 1st
draft & comment By 7 Sep 2005 R A C S S
5 Completion Modify & create final issue 15 Sep 2005 R A S
6 Issue Publish final issue 17 Sep 2005 R A I S
RASCI examples
28. Multiple Accountables…
Multiple Responsibles...
Being Accountable and Responsible
Confusing Consult with Inform
Failing to Consult or Inform
Communicating too much!
Not agreeing all roles in advance!
Shelfware – set and forget!
What Often Goes Wrong…
29. When is Collaboration Most Needed?
Bruce Wayne Tuckman’s model for team
development
30.
31. CULTURE CULTURE CULTURE
Are [most] stakeholders aligned?
Do you understand what is at stake? The ROI?
Are any software tools & resources:
– Researched and fit for purpose?
– In place & tested [UAT / UCT]?
– Trained to relevant stakeholders?
How will you measure whether it is working?
Plan for Collaboration – Enterprise-wide
32. WORKSHOP it !!
– What are the goals?
– Each person in the room in turn…
Who are you? What is your interest in this….?
What are you working on now or recently that is
relevant?
Who else do you know who is also…?
What do these goals mean for you?
Are you apprehensive about anything to do with
this? How can we defuse that?
Plan for Collaboration – by Project
33. Nuts’n’bolts
– If we are going to work on elements of this
together…
Who will be Accountable, Responsible etc…?
How will we communicate? What tools?
Meet when?
When must we produce the deliverable(s)?
How will we convey any concerns or issues?
Ensure everyone wins / shared goals
Are we all OK with the tools/environment?
Plan for Collaboration – by Team
37. Recent 3-year Study
Analysis of 60 entrepreneurs who were starting their own
businesses
The ‘Gold Group’ – the most successful entrepreneurs, are more
considered, collaborative , thoughtful, best at working with others
96% were successful in applying for finance
– The ‘Bronze Group’ had lowest scores in collaboration
60% were successful in applying for finance
38. This presentation was delivered
at an APM event
To find out more about
upcoming events please visit our
website www.apm.org.uk/events