Aggressive timelines, scope creep, changing requirements, development delays, and the imperative to finish on the imposed timeline … how can you keep your team motivated and engaged when everything seems to go wrong? Larissa Rosochansky describes the major factors of team dissatisfaction, shares techniques to uncover hidden issues, identifies the most common traps project managers fall into, and offers general tips to avoid them. Now that you understand what could be impacting your team’s performance, Larissa guides you on how to minimize the dissatisfaction and keep the team productivity and efficiency high so everyone—team and project manager together—can successfully achieve the impossible. She describes when it is time to raise the red flag and just say, “No, this can't be done!” After this session, you can identify the pain points of your project team, use what you have learned to reduce team dissatisfaction, and achieve the common goals of the project—keeping both customer and team satisfied.

1. BW1
Concurrent Session
11/8/17 11:30 AM
Keep Engagement High in Difficult
Projects
Presented by:
Larissa Rosochansky
IBM
Brought to you by:
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2. Larissa Rosochansky
IBM
The head of testing and Oracle services at IBM Brazil, Larissa Rosochansky has
worked with project management, quality assurance, and software test for the
past fourteen years. She started at IBM almost at the same time testing services
began in Brazil and managed projects and teams in both internal or commercial
accounts. Even in incredibly difficult projects, Larissa has mentored and coached
many professionals to keep them motivated to be successful on projects. Larissa
holds a specialization in software engineering and is certified PMP by PMI, ITIL
Foundation by EXIN, and IT Specialist Level 2–Test Discipline Badge from IBM.

3. 10/19/17
1
PROJECT
SUCCESSBUSINESS
GOAL
VISION
STRENGTH
BUSINESS
ORGANIZATION
ARCHITECTURE
DEVELOPERMOTIVATION
CREATIVE
BUSINESS
IDEA
CONCEPT
TECHNICALMATRIX
SMART
PROFESSIONAL
COURAGE
BRAINPOWER
TEAMWORK
PROJECTS
HEART
ENTREPRENEUR
BRAINPOWER
PROCESSING
MEETING
KEEP
IN
HIGH
ABOUTME
The head of tes0ng services and Design Thinking Chapter at IBM
Brazil, I have been working with project management, quality
assurance, and soHware test for the past fourteen years. I started at
IBM almost at the same 0me tes0ng services began in Brazil and
managed projects and teams in both internal or commercial
accounts. Even in incredibly difficult projects, I mentored and
coached many professionals to keep them mo0vated to be successful
on projects. I hold a specializa0on in soHware engineering and am
cer0fied PMP by PMI, ITIL Founda0on by EXIN, Design Thinker co-
creator badge and IT Specialist Level 2–Test Discipline Badge from
IBM.
Larissa
Rosochansky

4. 10/19/17
2
Phases of the project
Acquaintance
Ge4ng to know the people,
documenta<on, technical stuff
Cruise Speed
You know the process, the
people, the documenta<on,
and need to execute
Selec<on
The interview phase, where
they sell the project to you and
you sell yourself to them
Honeymoon
Only the posi<ve side is seen,
everything is new and
awesome
Dissa<sfac<on!!
DUE TO UNPLANNED OR NOT
CLEARLY COMMUNICATED
CHANGES, DEVELOPMENT,
REQUIREMENTS, TESTING
NEEDS TO BE REDONE.
EVERYTHING THE CUSTOMER
ASKS IS DONE, WITHOUT
ANY CHANGE CONTROL
MANAGEMENT OR
ATTENTION TO INITIAL SOW.
LONG HOURS FOR
EXTENDED PERIODS OF TIME
CAN LEAVE EVERYONE ON
THE VERGE OF EXAUSTION,
OR BURNOUT, OR EVEN
MADNESS!
DOCUMENTATION OUTDATED,
REDUCED TIMELINE,
ADDITIONAL SCOPE, NEW
GUI, UNDOCUMENTED BUGS,
NEW RELEASES (UNKNOWN
TO MANY), OUTDATED
ENVIRONMENT…
THERE WERE NO ACTIVITIES
FOR THE TEAM TO BOND;
THE TEAM MEMBERS HATE
THEMSELVES. DEVELOPERS
AND TESTERS ARE IN
CONSTANT BATTLE AND
THERE IS NO TRUST.
PROJECT MANAGER DOES
NOT TRUST THE TEAM,
ALWAYS MICROMANAGE
THEM. TEAM DO NOT TRUST
LEADERSHIP NOR THE
PROJECT HEART.
Main Causes for Dissa<sfac<on in a Project

5. 10/19/17
3
CLEAR COMMUNICATION
PLAN, CHANGE
MANAGEMENT PLAN,
UPDATED SINGLE
DOCUMENT REPOSITORY
AND PROPER IMPACT
ANALYSIS
CHANGE CONTROL BOARD
CORRECTLY DEFINED WITH
CLEAR CHANGE
MANAGEMENT PLAN
ESTABLISHED, SOW
ESTABLISEHD
PLAN AHEAD - IF REALLY
NECESSARY, SCHEDULED
SHIFTS FOR WEEKENDS AND
NIGHTS, GIVING EVERYONE
TIME TO REST
UPDATED SINGLE ARTIFACT
REPOSITORY, CHANGE
MANAGEMENT PLAN,
EMPOWERED CCB, TEAM
DEFINED ESTIMATES +
TIMELINE = OWNERSHIP
TEAM BUILDING ACTIVITIES
ARE ESSENTIAL– CELEBRATE
AND RESPECT THE TEAM,
THEIR KNOWLEDGE AND
GIVE FEEDBACK – BE A
SERVANT LEADER!
PROJECT MANAGER KNOWS
HIS TEAM (REVIEW THEIR
STRONG AND WEAK POINTS
AND ASSIGN TASKS
ACCORDINGLY), EMPOWER
AND DELEGATE = PURPOSE!
How to Avoid it?
But… What if?

6. 10/19/17
4
5 Why…
Why is my team unhappy?
Why the system has too many
bugs?
Why development rushed?
Why the changes were
accepted and <meline
remained the same?
Why PM did alone the impact
analysis?
Because the system has too many bugs
Because development rushed and could not unit
test it
Because customer wanted to change features 1
week ago and it was accepted with the same
<meline
Because project manager decided alone about
the impact analysis
Because there is no Change Control
Management Plan established
Six Sigma methodology to uncover root cause

7. 10/19/17
5
DESIGN THINKING IS A USER
CENTRIC FRAMEWORK TO SOLVE
A BUSINESS CHALLENGE
DELIVERING THE BEST EXPERIENCE
FOR OUR USERS
AND WHO IS OUR USER IN THIS
CASE?
OUR TEAM!
HOW DO WE
START?
INCREASE TEAM MORALE BY
HAVING A CLEAR CHANGE
MANAGEMENT CONTROL PLAN

8. 10/19/17
6
OK, I KNOW MY
BUSINESS
CHALLENGE, WHAT
NOW?
DIVERGE!
CONVERGE!
CLUSTER!
PROBLEM STATEMENT
A declara<on of the problem to be solved
I, (WHO)
NEED (WHAT)
TO (REASON)
I, DEVELOPER JOHN,
NEED TO KNOW THE CHANGE REQUESTS FOR MY SYSTEM
TO DO MY IMPACT ANALYSIS AND PLAN MY WORK

9. 10/19/17
7
EMPATHY MAP
A chart that enables us to gain a
beQer understanding of the user.
DOES!
SAYS! FEELS!
THINKS!
JohnDev!
IDEATION
Now you know your user.
And his/her pain points.
What about find ideas and solu<ons
for the pain points?

10. 10/19/17
8
PRIORITIZATION GRID
Too many ideas?
How can we priori<ze them?
Let us vote! Plot
it! Adjust it!
Feasibility
Impact
Easy Hard
Low High
Why the Design Thinking workshop will work to find solu<ons
that maQer for the team and increase their engagement?
Everyone gave the ideas, voted… the solu<on then was
made by the team for the team, so increases the ownership!

11. 10/19/17
9
Ownership = Empowerment = Produc<vity = SUCCESS!!
ASANTE
GRAZIEMAHALODANKE JE
SALAMATPO
STRENGTH
TAKK
XIE XIE
FALEMINDERIT
EFHARISTO
FALEMINDERIT
PALDIES
KIITOS
MERCI
SPASIBO
HVALA
DANKU
TRUGERE
KAMSA HAMNIDA
NGIYABONGA
OBRIGADO
GRATIASTIBI
TERIMA KASISH
DEKUJI
DANKIE
SHUKRAN
TODA
CHOUKRANE
DO JEH
DEKUJI
SUKRIA
Ques0ons? lrosocha@gmail.com