Type & Project Management: Putting Type on the Critical Path

Tucker, PMP Consulting Director OKA (Otto Kroeger Associates)
(703) 591-6284 x111
jtucker@typetalk.com
www.typetalk.com

the language that drives project managers and their teams.
Explore

how type can be seen across projects of all sizes and kinds, and used as a diagnostic tool.
Discuss and share type-related training designs that type professionals can use with project teams.

a project as:
A project is a temporary endeavor, undertaken

to create a unique product or service. This means that every project has a definite beginning and a definite end.
A project team – as a team – seldom outlives the project. Once the project is complete, they are disbanded, and members move on to other projects and other teams.
Projects are first and foremost outcome driven – it is the ultimate product or service, assessed against performance measures, which determines project success.

& Integration
Quality
Risk
Execution, Monitoring & Control
Project Management Plan
Deliverables & Performance Measures
Human Resources (People)
Contracts/ Procurement
Schedule/Cost Management
Resources
Closing
Project

Review

Final Products

Close-out Activities

Knowledge Library

– 16
Clear Statement of Requirements – 15
Proper Planning – 11
Realistic

Expectations – 10
Smaller Project Milestones – 9
Competent Staff – 8
Ownership – 6
Clear Vision & Objectives – 3
Hard-Working, Focused Staff - 3

Source: Standish Group – “Unfinished Voyages - A Follow-Up to The CHAOS Report” (http://www.standishgroup.com/sample_research/unfinished_voyages_1.php)

goals
Poor client management and communication skills
Failure to manage scope creep
Failure

to differentiate between customer groups
Team ramp-up time complicates early activities
Lack of team and meeting management skills
Over-emphasis on risk management – dampening creativity
Project team burn-out; no “buffer” time for crises
Failure to maintain upper management support

team types, there are project types – project characteristics that

align with the eight preferences.
Examples – Projects are often:
Externally Facing OR Internally Focused
Fact Driven OR Possibilities Driven
Product Focused OR User Focused
Ruled by Milestone OR Reactive to Change

Reference: Tucker, J (2008) Introduction to Type and Project Management. CPP, Inc.

and Information Flow
Alignment of Authority, Accountability and Responsibility
Structural and Role

Clarity
Balancing Process and Product
Balancing Procedural Clarity with Flexibility and Trust
Effective Conversations and Giving Frequent Feedback

Pair or Temperament Exercise
Z-Model Decision Making/Problem Solving
SWOT Analysis

Construction Project Each of the following slides proposes exercises for exploring type and project management. The slide presents the exercise set-up – the trainer or facilitator’s debrief depends on the content generated. The primary goal is to reveal insights that lead to concrete action plans that the team can carry forward after the workshop.

management activities in order of importance:
A - Conducting regular

project reviews and “lessons learned” meetings
B - Assessing progress of activities against work breakdown structure and adjusting as needed.
C - Monitoring and updating risks, and implementing risk mitigation plans as needed.
D - Meet with project sponsor and external stakeholders to report on progress and solicit feedback
E - Conduct one-on-one meetings with key project members to give feedback.
F – Respond in real time to emerging project crises or emerging needs/requirements.
G – Review financial status (including staffing levels and budget) of project spending against plan
H – Conduct formal reviews of work deliverables and products and introduce corrective measures
I – Conduct team meetings to share updates and do cross-project problem solving.
J - Revisit Project Charter and Needs Assessment to identify current activities that are out of scope

Source: Tucker, J (2008) Introduction to Type and Project Management. CPP, Inc. - PAGE 11

– four have the preference pairs (E/I, S/N, T/F, J/P);

and four have case studies (select mini-case studies from “Introduction from Type and PM”).

Instructions for Preference Charts: For each preference, give: (1) Examples of what it “looks like” on a project where preference is deployed well. (2) Example of what it “looks like” on a project where a preference is either over-used or under-used (too much, not enough)
Instructions for Case Studies: Write concrete actions or approaches you would take to address the challenges in each case study.
Visit as many or as few charts as you want.

function pairs (NT, NF, ST, SF) or temperament groups (NF,

NT, SJ, SP) depending on group distribution and workshop design.

Question (2 parts): (1) Identify the one problem or need that your group thinks is the most important for this project to fix or address. Present to the group in the form of a problem or need statement. (2) What initial approach or options would you propose to begin to address this?

Each group debriefs to full group.

follow Exercise 3 above, or can be done on its

own. If done after #3, have the group pick one of the problems/needs identified during the exercise to work on. If done on its own, you should work with the team’s leader to determine what problem or need the group will work on.

Introduce the Z-Model to the group, and then in small groups, have the group apply the model to approach the problem or need identified/selected (If using OKA’s MBTI Introduction Workbook, see page 35). Variations include: (1) Individuals monitor the amount of time spent with each function – what is missed, if anything? (2) Structure the time such that each function MUST receive a certain block of time before proceeding.

Threats. Ask the question, “As a project team, what are

our strengths, weaknesses, opportunities and threats?” (You can modify the question depending on interest – examples: “As we launch the xyz initiative, what are our SWOT?” or “As we move from the requirements to design phase of the project, what are our SWOT?”)
Each person gets a marker, and in open space format, takes15-ish minutes to visit all charts to put up ideas. You can check ideas you agree with, or write a question mark if you don’t understand. You may not cross others’ ideas out.
You may want to follow with a voting exercise to narrow down to a subset on each chart.
Follow with a discussion about how the group’s preferences play out in its SWOT – what is Sensing, Intuitive, etc etc about the charts?

consuming exercise, but also often the most fun, and can

lead to LOADS of data about the team if done at the beginning of a workshop.
Requires: Some kind of construction toy, a set of requirements and evaluation criteria, and a time limit. Examples: Lego Mindstorm Robot; Marble Run Toys .

Team given a Lego Mindstorm Robot Kit and the following

specifications: "Construct a robot that moves around the dark circle within 30 seconds, stops, reverses direction, and goes around the dark circle in the opposite direction, also within 30 seconds. Creativity and elegance of design count. Time: 25 min.”S
Team given a Marble Run Kit and the following specifications: “Construct a structure that is free-standing, at least 2.5 feet tall, and capable of delivering at least 10 marbles from top to bottom in one minute. You must use all pieces in the kit. Creativity, complexity and stability of design count. Time: 25 min.”
Key points to debrief: Degree of planning done; how group interpreted and defined the requirements and what success “looked like”; how this mirrors their project work; role of type in exercise.

Associates)
(703) 591-6284 x111
jtucker@typetalk.com
www.typetalk.com