Focused performance

Focused Performance
Presented by

Lou Russell

for Russell Martin & Associates
(317) 475-9311
@nolecture
info@russellmartin.com
www.russellmartin.com

© Russell Martin & Associates www.russellmartin.com

Agenda
WHY
DECIDE
DEFINE
MANAGE

Page 1

Are We Working on THIS?
How to Spend Your Time

The Projects
Growth


Learning Objectives
This workshop will guide and help the Operations Department Heads balance
tactical and strategic work to drive results for McDonalds and for the owners by
learning how to:
Map the company strategy to the prioritization of projects and job processes.
Prioritize the work to focus on what to complete each day.
Differentiate between project management and job process work.
Drive accountability through portfolios, eliminating redundant and repeated
work.
 Define the roles of the Project Manager, Project Sponsor, and other key
stakeholders on a project.
 Effectively sponsor a project through clear communication and governance.
 Create a Project Charter to ensure that all projects are driving clear value to
the business.





Page 2


WHY Are We Working on THIS?

•
•
•
•
•
•

Page 3

Start with the Business
Prioritize Strategic Initiatives
Prioritize Project Responsibility
Determine Key Accountabilities
Prioritize the Day
Measure What You Value


MISSION:

VALUES:

Page 4

1 (High) to 10 (Low)

The Priority IS


The Priority SHOULD BE

We ignite, affirm and sustain learning in self and others.

VERBS:

Page 5

NOUNS:



Page 6



Page 7


Strategic Initiatives

Page 8


Prioritize Strategic Initiatives
High Cost / Low Return

High Cost / High Return

Low Cost / Low Return

Low Cost / High Return

Cost

Return
Page 9


Prioritize Project Responsibility
Initiatives, Projects,
Processes Needed

1Q

1Q

1Q

1Q

2Q

2Q

2Q

Project

Business Strategy

Project Manager

3Q

Page 10

3Q


3Q

3Q

2Q

Determine Key Accountabilities
Your Top 3 Key
Accountabilities for
2014

1.
2.
3.

Project Sponsor (max 5 hrs per week)

Key Accountabilities
•
•

Provide governance on project management and other deliverables – final proof and approval.
Negotiate any changes in scope, time, budget or quality when needed.

Project Manager (max 30 hrs per week)

•
Build an actionable, draft Project Charter by asking good questions and listening.
•

Work with Customer to build a Project Schedule (One Task, One Name, One Date) working back from their
committed delivery date, using that as a dashboard to keep the project moving forward. Will include issues
resolution.

Project Coordinator (max 15 hrs per week)

•
Provide a second set of eyes and ears to gather requirements, anticipate risks and navigate politics so that
•
•
Page 11

the three initiatives stay on track and are successful.
Provide a sense of urgency and continue to push to hit aggressive dates.
Work in the ‘shadows’ collaborating with PM on messaging and supporting her with documentation and
tracking work.

Key Accountabilities Example

Page 12



Page 13


Business Strategy

Measurement /
Dashboard

Page 14


DECIDE How to Spend Your Time
Clearing the Head Trash:
List 5 things on your to-do list (that you aren’t doing right now):
1.
2.
3.
4.
5.

Page 15


Prioritize the Day
TERM

1.

If you CANNOT finish it in less
than four hours
uninterrupted...

2.

If you need anyone else’s
help…

3.

If it has been on your to-do list
for more than one month…

4.

If you are unsure how to
measure DONE…

DEFINITION

TASK
(sometimes
called
ACTIVITY)

A unit of work,
has a
beginning and
end

On your Daily
To-Do List

PROJECT

A collection of
tasks, has a
beginning and
end

On a Project
List

PROCESS

A collection of
tasks that
repeat over
and over
(never end)
with a
dedicated staff

On your
calendar

Daily Uninterrupted Time:

Page 16


DEFINE the Projects
START

Define

initiate

Plan

plan

Manage

monitor/
execute

1. Set Business
Objectives

1. Determine
Milestones

2. Establish Project
Scope

2. Schedule Task 2. Provide
Dependencies
status and
feedback
3. Adjust for
Resource
3. Leverage
Dependencies
Governance

3. Set Project
Objectives
4. Mitigate Risks

5. Establish Constraints
6. Plan communications

1. Control work
in progress

4. Create budget 4. Resolve
conflict

7. Establish Governance
Plan
Page 17


Review

close

END

1. Close the project
2. Turn over
deliverables
3. Hold Project
Review
4. Celebrate
accomplishments

Dare to
Properly
Manage
Resources!

1. Describe the problems experienced on the project by entering on
this line the emotion you felt: __________.
Rank the intensity of that emotion (1 = low, 10 = high): _____.
2. What factors contributed to your feelings about the problems?

3. Describe the successes experienced on the project by entering on
this line the emotion you felt: __________.
Rank the intensity of that emotion (1 = low, 10 = high): _____.
4. What factors contributed to your feelings about the successes?

Page 18


The Lifecycle of a Project
Success!
Unenlightened optimism
Enthusiasm

Dawning pessimism

Enlightened optimism
Time

Page 19

Pre-completion panic

Adapted from Robert Lewis’ book Bare Bones Project
Management


Templates

Page 20


Project
Sponsor
Provides status reports to stakeholders
Assigns tasks to people
Determines the business objectives
Determines the project objectives
Recommends what to do when money,
time or quality are threatened
• Decides what to do when money,
time or quality are threatened
•
•
•
•
•

Page 21

Project
Manager

____
____
____
____
____

____
____
____
____
____

____

____


Establish Scope
Stakeholder (role not person)

Inputs: Information needed
(GETS)

Outputs: Deliverables
(GIVES)

Project Sponsor

Page 22


What’s Not Right?
Crew

Fast and
accurate
orders

Operational
content
Draft guide

Positive
customer
Operations experience
Standards

Restaurant
Shift
Managers

Page 23

Final approval

E-Learning
Draft guide
Budget and
due dates

Updates due to
NABIT op
changes

Draft review

Project status

Spanish Guide

Operations
Subject Matter
Experts

Project
Sponsor


Subject Matter
Experts

Document Risks
Overall Project Risk from YOUR TEAM’s Perspective
Average:
Size - How “big” is this project or
how long will it take relative to
1–3
others you have done?
4–6

Rated 1(small) - 10(large)

7–8

Structure - How stable are the requirements?
Rated 1(fixed) - 10(undefined)

9 – 10

Technology - How understood is the
technology and procedures?

Rated 1(old) - 10(new)

Page 24


Wing this project
Do a quick project charter,
high level project plan
+ Block regular project
management time
+ Block frequent time,
clear your schedule and
plan NOW to cut the
scope

Document Risks
Risk > 5: Mitigation

H = High
M = Medium

Risk Factor Likelihood

Impact

Action:
Proactive

Action:
Reactive

Project
L
sponsor gets
transferred

H

Name
backup to
the PM

Install
backup

Part-time
M
resources
not available
when
needed

H

Build
schedule
early

Outsource
work

Page 25


L = Low

Develop Project Objectives
Your Promise to the
Project Sponsor and Customer

System Objectives

Page 26

Product/Service
Objectives

Cost / Revenue
Related Objectives


Learning /
Performance
Related Objectives

Establish Communications Plan
• Who will receive status reports
and how?
• How will you proactively build
engagement for the results of the
project (change messaging)?

Page 27


Establish Decision Making Plan
Governance
• Who will have final approval of
(which) deliverables?
• Who will be able to change:
o Scope / Requirements
o Budget
o Timeline

Page 28


Transition to LIVE (a Project)!
Create a Project Plan to determine:
 Owner of Process
 Training
 Documentation
 Testing
 Cut Over
 Ongoing Dashboard

Page 29


MANAGE Growth

Project

Task
Owner

Due

Comments

VolDay

Finalize
charity

Tai

Lou

6/8/13

Email
results

VolDay

Review with
Sponsor

Tai

Lou

6/12/13

Needs
approvals

VolDay

Establish
messaging
needed

Tai

Jo

6/15/13

Invite
employees

Tai

Maria

6/15/13

VolDay

Page 30

Project
Manager

VolDay

Allows you to sort
by date, task
manager, or
completed.

Task

Finalize
Caterer

Tai

Brittney

6/18/13


Complete

Strengths, Opportunities and Team
BEHAVIOR and MOTIVATORS

BELIEVE IN
YOURSELF

Page 31

• No Right or Wrong Profile
• No Good or Bad Profile
• Does not measure
-

Intelligence
Ethics
Skill or ability
Potential


Four Behavioral Dimensions
Tasks
COMPLIANCE
Response to policies and
procedures set by others

Approach to problems

STEADINESS

INFLUENCE

Pace of environment you
prefer

CAUTION

DOMINANCE

Influencing others to your
point of view

SPEED

Relationships
Page 32


Descriptors of Your Happy Place

Energy
Line

Page 33


DISC Behavioral Dimensions Summary
Dominance

Influence

Steadiness

Compliance

Behavioral
Dimension

How one solves
problems, meets
challenges and handles
tasks

How one influences
people

How one responds to the
pace of their environment

How one responds to
rules and procedures set
by others

Descriptors

Ambitious
Forceful
Decisive
Direct
Independent
Challenging

Expressive
Enthusiastic
Friendly
Demonstrative
Talkative
Stimulating

Methodical
Systematic
Reliable
Steady
Relaxed
Modest

Analytical
Contemplative
Conservative
Exacting
Careful
Deliberate

Characteristics

Need to direct
Challenge
Desire to win
Direct Communication
Risk-taker

Need to interact
Need to be liked
Likes to be involved

Need to serve
Loyal
Patient, relaxed
Long-term relationships
Closure

Need for procedures
Follows “the book”
Strives for perfection
Precise, attentive to
detail

Value on a
team

Results-oriented
Self-starter
Forward looking
Challenge-oriented
Competitive
Challenges status quo

Motivates others
Creative problem solving
Team player
Sense of humor
Negotiates conflict

Dependable team worker
Great listener
Patient and empathetic
Logical thinker
Will finish tasks started
Loyal, long-term
relationships

Objective thinker
Conscientious
Maintains high standards
Task-oriented
Diplomatic
Pays attention to details

Page 34


Adapting Your Style
Adapting is choosing a different response because you want to
meet the needs of a situation NOT pretending to be someone
else all the time.

Page 35


Graphs

Page 36


Interacting with Other Styles
Choose to
adapt
temporarily
rather than
permanently
pretend to be
what you are
not

Page 37


Adapting Your Style to Others
D

I

S

C

Looking for

Results

The “experience” & being liked

Security & acceptance

Information & accuracy

Dislikes

Indecision

Routine

Insensitivity

Unpredictability

Body Language

Strong Handshake
Keep your distance
Direct eye contact

Sit next to
Smile, relax and have fun
Friendly eye contact

Relaxed, calm
Methodical, small gestures
Friendly eye contact

Sit across from
Firm posture
Direct eye contact

Seat Position

Across from

Next to

To the right or left of desk/table

Across from

Tone of Voice

Direct
Fast Pace

Modulations
Fast pace and enthusiastic

Warm, soft, calm
Steady, slow pace

Controlled and direct
Slow pace, precise

Words/Content

Challenge, Win
Results
Lead the field
Bottom line

Fun
I feel
Exciting
Picture this

Step-by-step
Guarantee or promise
Think about it. Take your time.

Here are the facts
The data show . . .
Proven
Take your time; No risk.

Communication
Do’s

Brief and to the point
Create idea ownership in them
Let them determine how to do
it

Be optimistic
Show how actions involving
people will create change
Enthusiastically approach new
ideas

Allow time for thought
Prioritize actions and set
deadlines
Allow for incremental change

Allow enough time to do the
job right
Provide clear expectations and
deadlines
Praise for doing job right

Communication
Don’ts

Talk with not action
Be chatty
Assume they heard what you
said

Personal criticism
Not involving them
Being curt or cold

Pressure or rush the decision
Promise power or greater
independence

“Just do it”

Page 38


Say: “You were wrong.”
“I’ll know it when I see it”
directions

Other pages to check out
•
•
•
•
•
•
•

Page 39

General Characteristics
Value to the Organization
Communication Tips
Perceptions
Low Behaviors
Time Wasters
Areas for Improvement


A Team Makes A Whole Brain

Page 40


Workplace Motivators

I don’t have an attitude problem. You have a perception problem.
- Scott Adams (Dilbert)

Page 41


Values Impact Our Attitude
Theoretical

I will use my cognitive ability to understand, discover &
systemize the truth

Utilitarian

Every investment I make will have a greater return in
time and/or resources

Aesthetic

I will enjoy and experience the beauty around me &
allow it to mold me into all I can be

Social

I will invest self in time and resources in helping
others to achieve their potential

Individualistic

I want to advance to the highest position in life & gain
the greatest power

Traditional

I will pursue the highest meaning in life

Page 42


Your Personal Motivators Ranking

Page 43


Motivators

Page 44


Norms and Comparisons

Page 45


Team Motivators: Example

Page 46


How Can I Get More Help?
At www.russellmartin.com:
•Purchase books

•Get our LEARNING FLASH e-zine for more tips
and tools
•Find out about workshops, webinars, elearning and virtual alumni communities
•www.russellmartin.ning.com
@nolecture
Page 47


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