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1、Minnesota Chapterof the Project Management Institute Project Management ConceptsPart IIChapter That CaresAgendaWhere does the people part come in?How can we focus the energy of our teams?Whither the high performance team?What are your issues?What works?What is a Project?For most of us, our formal ed
2、ucation has concerned itself with the “Hard” part. The “HARD” part is easy!Its the “SOFT” part that is hard?Some IdeasCreate a positive work modelFocus energy positivelyAsk effective questionsHow do we develop a positive work model?For some reason we have a tendency to use this approach to improving
3、 a situation or solving a problem:Look for what is wrong or broken.Point it out and hope someone else fixes it!What if our approach was to: Look for and celebrate what is going well and try to do more of it?Some questions you might ask when problem solving:What have we been doing right related to th
4、is problem?If things were going perfectly, what would be going on?What do we have to do more of or better to get us to this ideal state?Positive and Negative Thought PatternsAt any moment we can have positive or negative thought patterns running through our mind.How we primarily focus our thought pa
5、tterns will directly effect how we focus our energy and cause us to be proactive or reactive in our thinking.Proactive or Reactive ThinkingYour ThoughtsIf you THINK you CANYou probably CAN! If you THINK you CANTThere is NO WAY in Hell you will!Reactive thinkingReasons(why, why,why,.)Whats not workin
6、g, whats wrong. How to “fix” it.Proactive thinkingResultsWhats working, whats right. How to make it even better.How DO You ThinkThe Team SponsorReactive thinkers see change or crisis as dangerProactive thinkers see change or crisis as opportunityTeam Leader RoleBoth views are “right”which view you t
7、ake will have a profound effect on your energy levelEven when given as negative view you can describe it as positive and get rather than lose energyFunctional Manager RoleBy under-standing thisCan still be the same number of negatives, they just arent as big!You can do thisThe KeyThe leader doesnt n
8、eed to know all the answersthe leader only needs to know the questions which are effective in helping others to discover the answers they already haveQuestions which can be answered without the possibility of making a mistake throw our switches into an “on” position and allow us to apply our intuiti
9、on. Questions in this form are calledEffective QuestionsYour intuitive mind will be dormant until engaged by Effective Questions.Effective Questions are any positive questions which allow you to explore your feelings, examine patterns, and develop ideal solutions from the integration of many parts.t
10、hus,Effective Questions are right brained questions.Ask what and how, not why if emotions are involved.The why questions move us to the left side of our brain and can cause us to limit our response to “logical” answers.What is already working? What specifically causes it to work?What is our vision/g
11、oal/objective?What would be the benefits to the customers, organizations and you of reaching your goal? What specifically can we do more of, better or differently to begin to move toward our goal?Some Effective QuestionsThe 5 Key Team Management Variables The “Hard” partThe “Soft” partFunctionQualit
12、yScheduleEffortPeople(Process, Productivity)People!People must still perform the Work!The fifth key team variable has to do with the “Soft” partPeopleEnergy LevelCultureFeelingsSkillsFocusPersonalityValuesExperiencesExcersizeAs a team, take 15 minutes and identify:1.What do you “feel” are the key di
13、mensions, characteristics, Attributes of a high performing Team?2.What is it that makes a team high performing?Dimensions of a High Performing TeamClear and elevating goalsResults driven structureCompetent team membersUnified commitmentCollaborative climateStandards of excellenceExternal support and
14、 recognitionPrinciple leadershipCarl Larson, “Teamwork”The Organization Behind the ProfessionProject Management Institute (PMI)Not-for-profit professional associationEstablished 1969Over 90,000 members in 120 countries200+ chartered chapters36+ chartered Specific Interest Groups (more pending)PMI Ad
15、vances the PM profession by:Maintaining project management standards and PM certificationFacilitating project management educationAdvancing the state-of-the-art PM researchServing as a repository for PM informationActing as an information distribution forumEstablishing a code of ethics for practitio
16、nersPMI Minnesota ChapterMinnesota membership exceeds 2000Minnesota chapter in top 10 worldwideMinnesota chapter is one of the most active chapters in the countryWinners of the following national 2001 awards:Chapter of the Year Award (5+)Chapter Sponsor/Mentor AwardChapter Sustained Superior Perform
17、ance AwardChapter Professional Development Award for Exceptional ActivitiesCommunity Project CoachingProgram Objective:Provide PMI-MN members with opportunities to serve the community by coaching project managers of local community organizations“give something back”Coaching Not LeadingVolunteers in
18、the program assist the project manager(s) for the non-profit community organizationProject managers of the non-profit community organization lead and manage the projectCommunity Project GuidelinesShort duration projects (3N)J%G#CWySuOrhnd9;52=M(I$EYAVxRtjpflc8.40-K*H!DXzTvQsioeka:63N)J%FZCWySuOqgnd9
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