People power – how to improve your performance and practice of project management

www.teamanimation.co.uk
PMI UK Chapter Webinar
People power – how to improve your
personal / team performance and
adoption / practice of project
management
Presented by Donnie MacNicol
28 September 2016

©Team Animation Ltd
Session overview
People are different – the way we reason, communicate, involve others, produce
materials, etc. Surprisingly these differences are not always taken into account in how
we work with others and practice project management. This presentation will
introduce:
• How to adapt your personal communication style to improve your effectiveness
• How to apply these insights to improving stakeholder engagement and team
performance
• Building on this, how to improve the design, adoption and use of PM processes on
different types of projects and organisational cultures.
If you plan to attend please complete the iMA Diagnostic in advance at www.ima-
pm.co.uk (it is free and takes only 3 minutes).

Learning objectives for the session
Learn how to quickly
and easily identify
peoples communication
style and how this can
be used to build more
effective relationships
Increase the adoption of
project, programme and
portfolio management
structures and processes
by better understanding
the motivations of those
who must use them
.
Maximise your own
value and that of your
team members by
playing to your
strengths and working
more effectively as a
team
.

The Project Leadership Compass™
What individuals and organisations need to know about developing
their project leadership capacity and capability to deliver in challenging
times.
The Project
Leadership
Compass™
The role
of the project
leader during the
key phases of
the project
lifecycle
Project
leadership and
the project
leader
The 3 key
competencies
of a project
leader
Building
personal and
organisational
capability
© Sarah Coleman and Donnie MacNicol

Based on …
• Series of business Case
Studies
• Dash of theory
• A mention of our book!
A broad structure of today’s sessionCover…
• Personal insight
• Relationships
• Teams
• Impact on adoption and use
of Project Management et al
(P3CM™)
• Follow on actions
and possibly a little on…
• Impact of the project
• Organisational Culture
Groupings
(Functions /
Organisations)
Teams
Relationships
Understanding
of Self

We are as unique as the cross section of a tree
iMA
Personality

iMA - Understanding your style
• The results and descriptions seem similar to MBTI types, but with less detail - an
interesting, simple and effective introduction to the ideas of personal distinction.
• iMA – identify, Modify and Adapt
• As a High Yellow, I am Enthusiastic, Outgoing, Talkative, Emotional and Friendly. (No
surprises there)
• To get to know me better, you should strive to: Be flexible, quick paced, positive, open,
generous with your praise, supportive of my ideas and have fun! (Hmm, that works for
me!)
• To try the questionnaire yourself, go to: www.ima-pm.co.uk
• In addition to understanding yourself and others e.g. Belbin
and Myers-Briggs, there is a new one, free to use
• This is a colour-based model. A simple questionnaire identifies
you as predominantly one of four styles or colours.

Thinking - Right Brain
Orientation - Relationship
Open
Thinking - Left Brain
Orientation - Task
Self-contained / Guarded
Openness is the readiness and willingness to:
•Share and show feelings
•Enter into and initiate relationships
•Accept others when they share and show feelings
• Wear their heart on their sleeves
• Read like an open book
• Share things about themselves
• Focus on the needs of people
• Make decisions based on
intuition
• Don’t readily share and show
their feelings
• Take longer for them to warm
up
• Like to keep a mental and
physical distance
• Make decisions based on logic

Assertive
Fast
Non-Assertive
SlowAssertiveness
is a person’s
need to
move forward
• The way a person
deals with
information and
the situation.
• The degree of
directness,
forcefulness,
expressing thoughts,
feeling and emotions.
• Move at a fast pace
• Are outspoken
• Dominant
• Talkative
• Extrovert
• Speak forcefully
• Move at a slower pace
• Approach risk, change,
decision slowly and
deliberately
• Compliant
• Co-operative
• Supportive
• Soft spoken

Open
Assertive
Fast
Non-Assertive
Slow
Orientation - Task
• Most people are a
blend of colours
• Everyone has a
dominant (High) colour
where they are most
comfortable
• This is our “Comfort
Zone”
iMA
If you Respond to people
in her/his iMA dialect you
will reduce tension and
increase communication,
co-operation and trust.

iMA colour styles
Description
Tips on how to get to know me
better
… are warm, supportive and nurturing individuals who develop strong
networks of people who are willing to be mutually supportive and
reliable. They are excellent team players, courteous, friendly, good
planners; persistent workers and good with follow through.
 Be pleasant
 Be non assertive
 Be consistent
 Be selfless
 Be supportive of my feelings
 Be sincere
… are serious, analytical, persistent, systematic and task oriented
people who enjoy problem solving, perfecting processes and working
towards tangible results. They do research, make comparisons,
determine risk, calculate margins of error and then take action.
 Be time disciplined
 Be logical and prepared
 Be respectful of rules
 Be supportive of my thoughts
 Be structured and well organised
 Be precise
… are goal oriented go-getters who are most comfortable when they
are in charge of people and situations. They focus on a no-nonsense
approach to bottom-line results. They are fast-paced; task oriented and
work quickly by themselves.
 Be practical
 Be brief
 Be assertive
 Be to the point
 Be supportive of my goals
 Be respectful of my time
… are outgoing, friendly and enthusiastic idea people who excel in
getting others excited about their vision. They are fast paced, high
energy and deal with people in a positive upbeat way; eternal
optimists that can influence people and build alliances to accomplish
their goals.
 Be flexible
 Be quick paced
 Be positive
 Be open
 Be generous with your praise
 Be supportive of my idea

Will make certain
that key details are
covered and the
project is done well
Be Precise
Will keep the
focus and insist
on results
Be to the point
Will generate and
promote ideas,
persuade others to
become involved
Have Fun!
Will make certain
those ideas are
carried out and will
bring stability to
the group
Be Sensitive to
their feelings
Core strength and way to engage

iMA Strengths Under stress
High Blue “Personal warmth and the
ability to build meaningful
relationships”
•Submissive, Passive,
Dependant, Hesitant,
Indecisive
High Green “Precise, efficient and well
organised”
• Resist change, Slow to
act, Slow to begin work,
Withdrawn, Resentful
High Red “Assertiveness and the ability
to get the job done speedily”
• Restless, Critical, Blunt,
Un-cooperative, Irritable,
Aggressive, Pushy
High Yellow “Enthusiasm, charm and
persuasiveness”
• Manipulative, Over-
eager, Impulsive,
Inconsistent, Unrealistic,
Waste time
iMA Strengths and under stress

Open
Assertive
Fast
Non-Assertive
Slow
Orientation - Task
iMA relationships

Poll No. 1 – interaction between iMA colour styles
Which statements might the High Blue / High Red
think or say about each other?
Description
… are warm, supportive and nurturing individuals who develop
strong networks of people who are willing to be mutually
supportive and reliable. They are excellent team players,
courteous, friendly, good planners; persistent workers and good
with follow through.
… are goal oriented go-getters who are most comfortable when
they are in charge of people and situations. They focus on a no-
nonsense approach to bottom-line results. They are fast-paced;
task oriented and work quickly by themselves.
1. Focusing too much on peoples feelings / not
considering people
2. Not making decisions / recklessly proceeding
3. Spending too much time planning / not planning
enough

Poll No. 1 – interaction between iMA colour styles
Actually it is all 3 statements.

iMA
• If you Respond to people in her/his iMA dialect you will
reduce tension and increase communication, co-operation
and trust.
• The benefits of iMA include:
– Free – there is no cost in using the questionnaire
– Fast – takes less that 3 minutes to complete
– Effective – provides immediate insights
– Sustainable – you can invite colleagues and team
members to complete (examples later)
• www.ima-pm.co.uk
– Name, email address and company
• iMA colour style immediately communicated to you + an
email providing the same information
• Same info emailed to Team Animation

A Project Team structure you recognise?

Case Study: Decision making by the Board of a
construction company
1
5
1

Sponsors group within a Bank Sept 2016
2
6
1 Relationship
Orientation / Open
Assertive
Non-Assertive
Task Orientation /
Guarded
7

Poll No. 2 – iMA colour style profile of this group
What iMA colour style are you?
• High Green
• High Blue
• High Red
• High Yellow

Poll No. 2 – iMA colour style profile of this group

The profile of the PMI Webinar group on 28 Sep 2016
30%
25%
33%
13%

Poll No. 3 – iMA colour style profile of your team
Considering the project teams you work in,
which colour style do you believe is most
common?
• High Green
• High Blue
• High Red
• High Yellow

Considering the project teams you work in,
which colour style do you believe is least
common?
• High Green
• High Blue
• High Red
• High Yellow

Case Study: Making a change in the way of working
1
54
1
2

©Team Animation LtdLead British Designer
3
11
65
2
8
33
5
19
98
Case Study:
Very large
international
Transport
Design Team
European Designer

Case Study: QS / Construction Consultancy –
focus on the style of their Leadership
14
64
3

EXERCISE - Team dynamics
• How are our colours dispersed? What are the implications?
• What (if any) colours are missing? How might this affect the
way we work together?
• What does the team need at this stage? How can we rectify
/ provide this?
• Is there anyone who may feel isolated in the team?
• How can we include them more and benefit from their
different colour style?
• How can we ensure that each team member is fully
motivated?

• High “Red” - who will keep the focus and insist on results
• High “Yellow” - who will generate and promote ideas,
persuade others to become involved
• High “Blue” - who will make certain those ideas are carried
out and will bring stability to the group
• High “Green” - who will make certain that key details are
covered and the project is done well
The Ideal Project Team?

“Our aim is to enhance your ability to implement and benefit
from project / programme / portfolio / change management
(P3CM™) by understanding how to adapt it to, not only to the
context of your project or programme, but also the people you
work with.”
People + Process = Success

People + Process = Success
• Effective collaboration and teamworking are a key to success in project,
programme and portfolio management (P3M). However, teams are made
up of individuals, each of whom have their own communication and
working style. Having awareness of personal styles provides insights that
improve cohesion and performance.
• The P3M frameworks currently available take a 'one size fits all' approach.
They provide good practice in knowledge and process but make no
allowance for the different ways that different people perceive,
understand and implement that practice.
• Looking to address this vital aspect of implementing P3M through teams
of individuals with diverse communication and working styles.
• “Our aim is to enhance your ability to implement and benefit from project
/ programme / portfolio / change management (P3CM™) by
understanding how to adapt it to, not only to the context of your project
or programme, but also the people you work with.”

key implications of the different ways in which people
impact P3CM™:
• Perceive – the element, see the value collectively and individually of each
element
• Design – the structures, processes, etc that go to make up the function
• Adopt – way they wish it to be communicated and provided to the team
with the opportunity to apply
• Deploy on the project – options and level of flexibility they have in
application
• Use – how they use on a daily, weekly, etc basis
• Involve others – who do they involve, when and for how long
• Adapt – as necessary on the project
• Sustain its use – motivated personally to continue to use effectively
• Learn from – options to learn from sources of reference and one other
• Share knowledge – preferred means of capturing and communicating
insights and experience.

How different people view, value, implement and
deliver

iMA impact on adoption and use of process
Impact on the adoption and use of processes
 Readily adopt and apply the way of working
 Desire to involve others in the process
 May not readily make decisions
 Supportive of others in using the approach
 Good planners – commit the time necessary
 Adopt and apply if they perceive the way of working as logical and robust
 May have a tendency to work in isolation on processes such as planning and risk management
 Require time to plan
 Produce detailed and comprehensive plans
 Will challenge the output if it is not thought to have been robustly thought through
 Will not make decisions unless provided with sufficient quantity and quality of information
 May be a potential to see rigorous processes as bureaucratic
 May wish to adapt to suit the situation
 Will be happy making decisions, often with all information being available
 Typically wish to lead the process and decision making
 May wish to adapt to suit the situation and then work in a flexible manner
 May not always apply the processes in full
 Wish to involve others through group discussion and workshops
 May make decisions based on gut feel and then look to back up based on the data available
 Can act a champion for new ways of working and engage others
 Good at getting other people’s input to the processes.

iMA and Risk Management in
the Praxis Framework

Group Exercises
• Insights into Risk Management. Some suggested questions to consider:
1. Why (Value) – Why do it? What value does it add? What is its purpose?
2. Who and where (Engagement) – Who should be involved? Should they be involved
as a one-off or continuously? Where should it take place?
3. How (Process) – How should it be carried out? Should formalised techniques and
processes be used?
4. When (Time) – When is it best to plan – early or a little later? Should it be continuous
or one off?
5. What (Output) – What level of detail is appropriate? How should it be presented?
• Strengths, weaknesses and development
– What are the strengths of each colour wrt risk management?
– What are the weaknesses (think of a weakness as an overdone or misapplied
strengths) of each colour wrt risk management?
– How do you make use of the strengths and best develop the latter?

Poll No. 5 – iMA Praxis Framework Initiative
Reflecting on what you have heard and the aims
of the work (below), do you believe this will be
of value to the profession?
• Strongly Agree
• Agree
• Disagree
• Strongly Disagree

Poll No. 5 – iMA Praxis Framework Initiative

Teams
Applying these
unique insights to the
work we do

Possible follow on actions
1. You can use the iMA for free:
• www.ima-pm.co.uk
• Description of the 4 iMA profiles -
http://www.slideshare.net/donniemacnicol/iima-colour-
styles-description
• Article on the application of iMA -
http://www.slideshare.net/donniemacnicol/spotlight-
ontraining0615-3839 - many more to follow in the
coming months
2. Discount code for Project Leadership 3rd Edition (slide
following)
3. Taking email addresses is so 2015! Follow me on LinkedIn:
• http://uk.linkedin.com/in/donniemacnicol (or I would be
delighted to connect)
• Publish an article on LinkedIn following this about the
webinar with results of the Polls and analysis
• Share the full set of slides via Slideshare
4. iMA Research Projects (shown to the side>>>)
• Both launched at Project Challenge (PMI attending)
• PMOFlashMob – profile of the community
• Praxis Framework – iMA  P3CM™
5. Feedback on Course Conductor?
• Would you be willing to take a few minutes to provide
your feedback (slide follows with details)?

To celebrate the publication of “Project
Leadership” 3rd Edition we are offering
a 35% discount using the code in the
leaflet.

Feedback on Course Conductor – can you spare a few minutes?
Following on from this webinar , I wonder if I could ask you a favour. It
would be extremely helpful if you were willing to provide a quick
Review of the briefing on a new site called Course Conductor. It should
take no more than 3 minutes to complete. To do the Review please
click on the link and you will be taken directly to the page, add your
review and then you will be asked to login in using your LinkedIn
account. Please note that after logging into LinkedIn you will be asked
again to confirm that you wish to Submit – a few people have missed
this and the review has not been posted and therefore lost. If you do
not wish your LinkedIn profile to be shown with the review you can
choose to have it posted privately.
• Leadership and People Skills Briefing – a condensed version of
which I delivered on the 28th September at the PMI UK Chapter
webinar - http://courseconductor.com/course/leadership-and-
people-skills-briefing/
Many thanks in advance for your help.

Contact details
Donnie MacNicol
Team Animation
+44 (0)7799 766238
donnie@teamanimation.co.uk
www.teamanimation.co.uk
http://uk.linkedin.com/in/donniemacnicol
@donniemacnicol
http://www.facebook.com/pages/Team-
Animation-Ltd/160769337303100
Donnie is an experienced project and programme leader who is
passionate about developing the leadership capabilities of
individuals, teams and organisations to deliver success. He is at
his best when working with senior management teams,
challenged by complex situations and inspiring individuals and
teams to perform.
He leads consultancy and training assignments, specializing in
developing leadership capability, details of which can be found at
www.teamanimation.co.uk. Donnie is currently working with
infrastructure, defence, technology, aerospace and public sector
organisations to improve delivery and leadership capability.
Widely recognized as contributing to the ‘people and
organizational side’ of project management thinking, he is much
in demand as a lecturer, speaker and writer. He is passionate
about delivering value by incorporating the latest organisational,
cultural and behavioural thinking.
Donnie is chair of the PMI UK Chapter Organisational Project
Management (OPM) Forum and previously the APM’s People
SIG for 10 years. He is also a Visiting Teaching Fellow at
Warwick Manufacturing Group (WMG) and has strong
relationships with other prestigious academic bodies. Donnie is a
member of the Acumen7 network of business leaders and has
established an enviable network of leaders across the projects
world. He has had over 30 articles published and contributed to 5
books including Programme and Portfolio Management
Demystified and MSP® Survival Guide for SROs. He has
presented at over 100 events and conferences including for the
MPA, Defence Academy, IOD, APM, PMI, RICS and ICE and a
host of private and public sector organisations.

People power – how to improve your performance and practice of project management

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Ähnlich wie People power – how to improve your performance and practice of project management

Ähnlich wie People power – how to improve your performance and practice of project management (20)

Mehr von Donnie MacNicol

Mehr von Donnie MacNicol (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (17)

People power – how to improve your performance and practice of project management