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Peter Paul CPF, PMP April 28, 2010. This exercise targets the: Glutes, Quads, Fine motor skills of arms How to do it: Organize yourselves into groups.

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Presentation on theme: "Peter Paul CPF, PMP April 28, 2010. This exercise targets the: Glutes, Quads, Fine motor skills of arms How to do it: Organize yourselves into groups."— Presentation transcript:

1 Peter Paul CPF, PMP April 28, 2010

2 This exercise targets the: Glutes, Quads, Fine motor skills of arms How to do it: Organize yourselves into groups (tables join to make up a full table) Every person fills out a workout form Elect someone to capture the information on the summary sheet and give to Peter or delegate Exercise time: 10 minutes 2Facilitation Fitness - P. Paul

3 1. An effective meeting is often more by surprise than by design 2. Predicting meeting success is like trying to capture lightning in a bottle 3. I often ask myself why it takes so long for everyone else to get it 4. You can be both a facilitator and a process /subject matter expert in the same meeting 5. If a meeting spins out of control I have a difficult time getting it back on track 6. Facilitation isnt needed in gathering or validating business requirements 7. Facilitation isnt needed in managing a project Strongly Agree AgreeNeutralDisagree Strongly Disagree 3Facilitation Fitness - P. Paul A B C D E

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6 This exercise targets the: Individual / collective wisdom of peers and colleagues How to do it: Move yourself so that there is (if possible) one person at the table with: <1 yr. 1-5 yrs yrs yrs. 15+ yrs. Exercise time: 5 minutes 6Facilitation Fitness - P. Paul

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8 This exercise targets cranial development through: New or different perspectives New or different thoughts New or different ideas How to do it: Move yourself so that there is (if possible) an equal number of Project Managers and Business Analysts at the table If you have people who are both or neither PM / BA they can stay seated! Exercise time: 5 minutes 8Facilitation Fitness - P. Paul

9 1. An effective meeting is often more by surprise than by design 9Facilitation Fitness - P. Paul 1. An effective meeting is often more by surprise than by design

10 All meetings have the same components: A beginning A middle An end All meetings need a purpose and a design: What do we want to accomplish? How are we going to accomplish it? What do we do with what weve accomplished? 1. An effective meeting is often more by surprise than by design 10Facilitation Fitness - P. Paul

11 Second Law of Thermodynamics: Matter expands to take up all available space (think balloon) Second law of human dynamics: Peoples conversations expand to take up all available time In other words, time-boxing and time management are critical to achieving meeting success *First Law of human dynamics: for every meeting there is an equal and opposite non-meeting (coffee break, extended lunch, shopping trip) 1. An effective meeting is often more by surprise than by design 11Facilitation Fitness - P. Paul

12 Purpose Needs to get at the heart of the reason youre convening Needs to be clear, neutral, and concise Should not be biased (personal agenda) or vague (creates meeting spin) Example: To sustain our existing customer base by identifying and agreeing to an effective customer complaint process/system. 1. An effective meeting is often more by surprise than by design 12Facilitation Fitness - P. Paul Goldman, M. Facilitators Flipchart, June 2009

13 Outcomes the what of the meeting Tangible and intangible results you hope to attain by the end of the event. Tangible: action, strategy, document, prioritized list Intangible: emotional state or attitude such as greater willingness to commit, excitement, buy-in Example: By the end of this meeting we will have: Decided on a new customer complaints process Completed an action plan to implement our new process Reinvigorated our commitment to great customer service! 1. An effective meeting is often more by surprise than by design 13Facilitation Fitness - P. Paul Goldman, M. Facilitators Flipchart, June 2009

14 Process Speaks to the how we are to achieve the outcomes and ultimately the purpose of the meeting Two aspects of event management: Event structuring – activities, tools Participant management – behaviour guidelines or norms on how the group wants to relate to one another 1. An effective meeting is often more by surprise than by design Goldman, M. Facilitators Flipchart, June Facilitation Fitness - P. Paul

15 Norms are important protocols adopted by the team to manage their behaviour within the context of the event Norms will only work if the team agrees to embrace them as part of their explicit and implicit behaviour Adopted / embraced norms require very little maintenance (after the initial forming stage) as they will be reinforced by the team (interventions) 1. An effective meeting is often more by surprise than by design 15Facilitation Fitness - P. Paul

16 Elicit them from the team When in doubt, use some common norms Devices on stun mode All input is valuable One person at a time Vegas rules (what happens in … stays in …) Make sure norms are reviewed, edited, and agreed upon by the team as part of the startup process 1. An effective meeting is often more by surprise than by design 16Facilitation Fitness - P. Paul

17 2. Meeting success is like capturing lightning in a bottle 17Facilitation Fitness - P. Paul

18 Teams typically go through these four phases: Forming Storming Norming Performing 18Facilitation Fitness - P. Paul Tuckman, B.W., Development sequence in small groups, Psychological Bulletin, 1965, 63,

19 This exercise targets the: Rapid development of a team Unconventional ways in which we can bond with others How to do it: Collect one example of each of the following items from the people in your team / at your table : 1. Business card, 2. Lipstick (or lip balm), 3. Something blue in colour, 4. A sport or entertainment ticket 5. A passport The team that comes up with all the items first wins a prize! Exercise time: 5 minutes 19Facilitation Fitness - P. Paul 2. Meeting success is like capturing lightning in a bottle

20 To effectively facilitate, you must rapidly build a rapport and trust both with and amongst the participants Dont confuse rapport or trust with respect, youre not there to gain their respect – thats for the SMEs and peers You need to focus the participants on respecting the process You will become almost invisible to the participants once they respect the process 20Facilitation Fitness - P. Paul 2. Meeting success is like capturing lightning in a bottle

21 How? Take advantage of physicality / logistics: Arrange the room e.g., U shape configuration Stand up and walk around Ensure that you can be clearly heard and that you can clearly hear everyone (move closer to subject while they are talking) Ensure you speak with a calm but inviting voice Maintain a neutral language style Maintain an impartial communications style 21Facilitation Fitness - P. Paul 2. Meeting success is like capturing lightning in a bottle

22 How? Be transparent at all times: tell em what youre gonna do, tell em when youre doing it tell em what you just did Invite feedback from the team at every step: Is this discussion important right now to the team? What should we do at this point in time? 22Facilitation Fitness - P. Paul 2. Meeting success is like capturing lightning in a bottle

23 Establish norms at the beginning of every (new) meeting Take attendance Use attendance list to address everyone who needs to respond (checkmark) Use a single source of information to keep everyone focused on the topic (Netmeeting, WebEx, SharePoint) For meeting with face-to-face and teleconference attendees: Place tent cards on table to represent tele-attendees Remind f2f attendees to speak clearly and in direction of microphone / polycom Remind team of norms (side conversations tend to exclude tele- tendees) Check in with tele-tendees Assign an f2f attendee (avatar) to represent a tele-tendee for task based activities 23Facilitation Fitness - P. Paul 2. Meeting success is like capturing lightning in a bottle

24 3. Why does it take so long for everyone else to get it 24Facilitation Fitness - P. Paul

25 Which square is darker, A or B? 3. Why does it take so long for everyone else to get it 25Facilitation Fitness - P. Paul

26 This exercise targets the: Optical nerves Cerebral cortex How to do it: Count the number of times the letter F appears in the following sentence Ready? 3. Why does it take so long for everyone else to get it 26Facilitation Fitness - P. Paul

27 Finished files are the result of years of scientific study combined with the experience of years 27Facilitation Fitness - P. Paul 3. Why does it take so long for everyone else to get it

28 Do you see the spirals of green, pinkish-orange and blue? Our process is better than anyone elses process 3. Why does it take so long for everyone else to get it 28Facilitation Fitness - P. Paul

29 This exercise targets: Muscles that may have atrophied over time Identification of personal stress levels How to do it: The picture you are about to see was used in a case study on stress levels at St. Marys Hospital. Look at both dolphins jumping out of the water. The dolphins are identical. A closely monitored, scientific study revealed that, in spite of the fact that the dolphins are identical, a person under stress would find differences between the two dolphins. The more differences a person finds between the dolphins, the more stress that person is experiencing. Ready? 29Facilitation Fitness - P. Paul 3. Why does it take so long for everyone else to get it

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31 Did you want to ask wheres Mary? when you saw or heard my name? Do you know what a pull tab is? What do you call a small, portable device that plays music? What slogan comes to mind when you think of McDonalds? What do the following mean: ASAP, RSVP, LMK, LOL, LMAO 3. Why does it take so long for everyone else to get it 31Facilitation Fitness - P. Paul

32 What and Why? Identify what a difficult person is A difficult person is _______________ Why do you believe difficult people need to be handled? 3. Why does it take so long for everyone else to get it 32Facilitation Fitness - P. Paul

33 Be proactive Analyze the stakeholders in advance i.e., personality types Structure the event with techniques that minimize the disruption Be familiar with (and practise if necessary) performing an intervention 3. Why does it take so long for everyone else to get it 33Facilitation Fitness - P. Paul

34 4. Being both facilitator and SME in the same event 34Facilitation Fitness - P. Paul

35 Meeting styles vary based on: How long the team has been working together The Content of the event The Purpose of the event Never met / worked together Established Out of the BoxEstablished Different Perspectives, Consensus required Established 4. Being both facilitator and SME in the same event 35Facilitation Fitness - P. Paul

36 Team Content Purpose Never met / worked together Established Out of the BoxEstablished Different Perspectives, Consensus required Established 4. Being both facilitator and SME in the same event Facilitation Strength Hardcore Trainer Warm-up 36Facilitation Fitness - P. Paul

37 Ask yourself if you bring more value to the event as a subject matter expert or as a facilitator If being a SME brings more value, consider asking someone else to facilitate so that you can be fully engaged Facilitation Fitness - P. Paul37 4. Being both facilitator and SME in the same event

38 If your meeting requires strong facilitation, you will wear yourself out switching hats Participants will start to get confused if you change hats too often Participants may perceive bias in your facilitation even if there is none Facilitation Fitness - P. Paul38 4. Being both facilitator and SME in the same event

39 5. If an event goes out of control 39Facilitation Fitness - P. Paul

40 Teams typically go through these four phases: Forming Storming Norming Performing 40Facilitation Fitness - P. Paul Tuckman, B.W., Development sequence in small groups, Psychological Bulletin, 1965, 63, If an event goes out of control

41 Its perfectly natural for teams to enter storming Teams can get stuck in storming phase because they: dont recognize the signs because theyre in it keep comparing the now to forming when everyone was playing nice have no strategies to move past storming Keep in mind: you cant move into the norming or (better yet) performing phase(s) unless you move through the storming phase 5. If an event goes out of control 41Facilitation Fitness - P. Paul

42 Identify the situation Intervention (if team is spinning out of control) Refer back to planned part of agenda Assure them a natural part of team-building knowing is half the battle – G.I. Joe Solicit feedback Whats happening? What can we do to get past this? If the team is unable to provide feedback, suggestions include: Use the parking lot to capture items Remind the team to attack the problem, not the person Remind the team of the group norms (you do have norms right?) Suggest a tool or technique such as brainwriting, Ishikawa (fishbone) diagram, force field analysis, 2 x 2 matrix, 9 boxes (Triz) that can get them to collectively analyze and act 5. If an event goes out of control 42Facilitation Fitness - P. Paul

43 An event can spin out of control when participants have different interpretations of words Example: whats your definition of event? For this presentation, an event is a facilitated duration of time such as a meeting or a workshop 43Facilitation Fitness - P. Paul 5. If an event goes out of control

44 This exercise targets the development of: A resilient epidermis, Unnecessary combat skills How to do it: As a team, decide upon a working definition that everyone agrees to for the following: Consensus Alignment Responsible Accountable Be prepared to present your definitions to the other teams Exercise time: 10 minutes 44Facilitation Fitness - P. Paul 5. If an event goes out of control

45 Understand that conflict is neither a good nor bad; in fact it: demonstrates engagement or passion about the topic at hand indicates a deeper issue at hand i.e., root cause may be symptomatic of another problem or issue thats impacting the team i.e., personalities or communications styles The idea is to manage through the conflict to a positive resolution 45Facilitation Fitness - P. Paul 5. If an event goes out of control

46 What is it? An intervention is an opportunity to take corrective or preventative action when a situation occurs that does not bring value to the event An intervention should be fact-based, not opinion-based Symptoms of a problem that might require an intervention: Polarizing viewpoints between two individuals (teams) with no intention of changing their respective positions Emotional rather than fact-based discussion Individual or collective body language convey boredom, anger, frustration When do you intervene? Ask yourself the following question: By allowing this situation to happen (continue), does it help or hurt what we have accomplished (trying to accomplish)? 5. If an event goes out of control 46Facilitation Fitness - P. Paul Bens, Ingrid: Advanced Facilitation Techniques

47 Intervention steps: I observed x saying / doing… (action) I observed y saying / doing… (reaction) The result was z… (impact) What should we do about this? (obtain feedback from group) In the absence of feedback, have some options available to the team: Take a break Is this relevant / important to what we are trying to do? Can we put this in the parking lot? Should we carve out time from the agenda to address this specific issue? 5. If an event goes out of control 47Facilitation Fitness - P. Paul

48 Music breaks Countdown timer: stopwatch.com/online-countdown/http://www.online- stopwatch.com/online-countdown/ Shhhing Charity collection e.g., $1 if youre late Time check announcement and begin countdown from 10 seconds Gongs, chimes, Tibetan singing bowl (for workshops) Note: they can get annoying if overused; mix them up! 48Facilitation Fitness - P. Paul 5. If an event goes out of control

49 6. Facilitation and Business Analysis 49Facilitation Fitness - P. Paul

50 There are many tools used in analysis and facilitation for identical purposes: PurposeTechnique Idea gatheringBrainstorming Brainwriting Sharing or discussing guiding principles Norms Grouping or sorting ideasClustering Organizing and prioritizing2 x 2 matrix Dot Voting Root Cause Analysis5 whys Ishikawa (fishbone) Diagram 6. Facilitation and Business Analysis 50Facilitation Fitness - P. Paul

51 This exercise is targets the: Cranial capacity Fine motor skills of arms How to do it: Adding only a single line, transform this into a 6 Exercise time: 5 minutes I X 51Facilitation Fitness - P. Paul 6. Facilitation and Business Analysis

52 7. Facilitation and Project Management 52Facilitation Fitness - P. Paul 7. Facilitation and Project Management

53 Current methodologies recognize facilitation as a core skillset and critical across the entire project lifecycle: JAD Six Sigma PMBOK exCITE! Lean Agile 53Facilitation Fitness - P. Paul 7. Facilitation and Project Management

54 There are many facilitation tools that lend themselves to project management: PurposeTechnique Project Charter, Risk Planning, Project Plan development Brainstorming Brainwriting Visioning PERT Project Status meetingsNorms Crashing the scheduleClustering (tasks, resources) Organizing and prioritizing, risk response 2 x 2 matrix Dot Voting Root Cause Analysis5 whys Ishikawa (fishbone) Diagram 54Facilitation Fitness - P. Paul 7. Facilitation and Project Management

55 What is it? PERT stands for Program Evaluation and Review Technique PERT is derived from fairly complex mathematical models and simulations but is simple to use An invaluable tool for building out realistic project plans and timelines More accurate than best effort or happy path project plans and less pessimistic than standard interval project plans 7. Facilitation and Project Management 55Facilitation Fitness - P. Paul

56 How to use it? Basically, you need to ask the same three questions but in creative and non-repetitive ways to get honest answers The basic three questions are: How much time does it take normally? How much time does it take on a good day i.e., when the stars and planets are aligned How much time does it take on a bad day when everything seems to be going off the rails? 7. Facilitation and Project Management 56Facilitation Fitness - P. Paul

57 Now feed the answers into the following formula: PERT= Optimistic + 4 x ML (Most Likely) + Pessimistic 6 Practice: 1.From group consensus, ask how long it takes to get an oil change 2.Use PERT to calculate an oil change 3.Compare answers and see if PERT is useful! 7. Facilitation and Project Management 57Facilitation Fitness - P. Paul

58 1. Tuckman, B.W., Development sequence in small groups, Psychological Bulletin, 1965, 63, Goldman, M. Facilitators Flipchart, June Bens, Ingrid: Advanced Facilitation Techniques 58Facilitation Fitness - P. Paul


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