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©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
The reality of measuring 21st Century
leadership and team performance risk V3.0
Ian Sharpe MAIPM CPPD PMP 0403 113 035
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
Source: Gartner IT Services SurveyMarket Share, March 2013
IT Consulting Services
Company Market Share %
CY-2012
1 IBM 9.2%
2 UXC 7.1%
3 Accenture 6.7%
4 KPMG 6.7%
5 Ernst & Young 5.5%
6 PwC 4.7%
7 CSC 3.5%
8 Deloitte 3.4%
9 SMS 2.7%
10 Computershare 1.6%
The largest Australian-owned provider of ICT consulting services,
based on market share
Gartner ranking of #2 in the Australia
Top 300 ASX ranking and debt free
With 2,750 employees and revenues of over $600
million for FY13 - Growth 6%
2
Who is UXC?
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
3
CONSULTING AND PROFESSIONAL SOLUTIONS
ENTERPRISE APPLICATIONS
> Who we are
> What we do
> How we do it
> Customers
Design Implement & Enhance Operate & Manage
Health > Utilities > Government > Financial Services > Manufacturing > Resources > Telco
UXC ConsultingUXC Professional Solutions
UXC Engineering Solutions
UXC Eclipse (Microsoft Dynamics) UXC Red Rock (Oracle)UXC Oxygen (SAP)
UXC Cloud Solutions (NetSuite)
UXC Connect
- ERP, CRM- Analytics & Business Intelligence
- HCM- Supply Chain Management - Corporate Performance
- Enterprise Content Management
- Financials
- Advisory and Delivery- Strategy & Architecture- Business Transformation
- Project, Program & PortfolioManagement
- Business Analysis- IT Service Management
- Communications- Education & Training
- Network Infrastructure- Unified Communications
- Data Centre Optimisation- Workspace Virtualisation
- Managed Services & Support
- Enterprise Mobility- Contact Centre- Entertainment & Content
- IP Video Surveillance- Outsourcing & Cloud
ICT INFRASTRUCTURE
UXC is an integrated service provider
©4-D Systems and UXC Consulting
Advisory
Best-of-breed ICT Advisory Services
with deep domain expertise and
thought-leadership
Who is UXC Consulting?4 Service streams harnessing the power of 7 expert practices
Education
Highly experienced Project Delivery
professionals to help you drive the
very real outcomes you need
Delivery
Servicing specific client needs, drawing threads of capability
from across our existing practices and Advisory, Delivery,
Training Service Streams
Integrated solutions
Strategy and Architecture
Business Transformation
Portfolio, Program and
Project Services
IT Service Management
Business Analysis
Communications
Technology
Leading professional Education and Accreditation in IT
Management, Project Management, Change Management
and Business Analysis
4
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
Where we’re going today
• The awful truth about failure• How do you find out what level of
risk your team performance is creating?
• What does ‘good’ look like?• Do you know where your team
performance risk is right now?• Questions
©4-D Systems and UXC Consulting
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
Something, somewhere has gone
horribly wrong in the team…
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
This would all be much easier if people and
teams were like this…
©4-D Systems and UXC Consulting
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
… the truth is we behave very differently…
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
…and it is often unclear whether success is at
risk, from day to day team interactions
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
Can personality tests help?
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
Imagine if they did and we worked this way …
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting. Image is copyright Scott Adams
Do you work this way?
… no personality test proves how effective
a team you really have
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
Social context
What can we measure to meaningfully
profile team performance risk?
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
In the same way that iron filings are driven by magnetic force ...
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
...your behaviour would clearly be differentin these social contexts
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
... leaders use this to drive high performance
behaviours and reduce associated risk
©4-D Systems and UXC Consulting
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
... because ignoring context trumps skills
75% of the time (Gilbert)
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
What kind of skills and intelligence are needed to...
• Fly the space shuttle?
• Build and launch a deep space telescope?
• Send a lander to Mars?
• Build a satellite?
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
Challenger
7 Astronaut Fatalities
What happened?• NASA launched Challenger, 18
degrees F, crusted with ice• It exploded 73 seconds later,
killing the seven crew
Technical cause identified• O-ring failure on booster
Real cause - Hurry up get it done• “The real question was why the
team proceeded to launch when all the evidence indicated otherwise.”
• Political pressure to launch, launch, launch
• President Reagan’s “State of the Union” speech that night
• Relationships with the “booster” contractor were “broken”
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
Hubble Space Telescope (HST)
Useless $2B telescope
What happened?• The 2.4M primary mirror was
manufactured incorrectly• Hubble Space Telescope, NASA’s
Crown Jewel, was useless
Technical cause identified• A spacing error in a critical
measuring device caused the flaw
Real cause - Hostile relationship• Fuelled by massive ($400M)
recurrent overruns on HST project• Repeatedly punished contractor for
their overruns and delays• Contractor did not communicate
problems they could rationalize away
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
Mars Climate Orbiter (MCO)
Navigation error, crashed into Mars
What happened?• Satellite was tested, delivered,
and launched• Then, instead of orbiting the
planet, it crashed into Mars
Technical cause identified• JPL software using imperial units
and Lockheed Martin (LM) executing in metric (as agreed under contract), causing orbital error
Real cause - Better, cheaper, faster• Scare profit towards the end for LM• NASA management ignored experts
reports of orbit discrepancies• Recommended corrective actions
never implemented
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
Mars Polar Lander (MPL)
Mis-read indicator, Crashed into Mars
What happened?• Computer shut the descent
engine off 40m above ground and crashed onto Mars
Technical cause identified• They found a landing leg switch
wired backward, & fixed it• Test procedure required a retest
confirming, all OK• They violated the procedure, and
resumed next steps• Did not learn that the opening leg
made an extra signal - interpreted by the computer as “on the ground”
Real cause - Better, cheaper, faster• Parallel mission with MCO• Underfunded by at least 30%• Scare profit towards the end for LM
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
Space Shuttle Columbia
What happened?• During launch, a large piece of
frozen foam hit the left wing• Shuttle disintegrated during re-
entry killing the seven crew
Technical cause identified• Damaged insulation tiles
Real cause - We’ve been safe before• Shuttle delay impeded acquiring
Military satellite diagnostic images• Decided not to tell the crew about
the concerns• Failure Review Board: “A rescue
might have been possible”
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
NOAA-N Prime Satellite
Dropped onto the floor, repairs cost $135M
What happened?• Workers tipped a $200M
weather satellite over for access• The satellite smashed into the
floor, causing $135m damage
Technical cause identified• Others had “borrowed” the holding
bolts over the weekend• The rotation procedure required
verifying bolts were in place• Workers violated procedure
Real cause - Culture of inattention• Characterized by poor
communications, failure to correct known problems, and supervisor violations
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
The reality of project failure…
• They first appeared to have technical failures as root
causes However, the people/ teams were technically
competent. In many cases, the most technically qualified
people in the world
• These were all detectable and avoidable
The real root causes were man-made due to
a broken context driving broken
behaviours ‘as normal’
• These are only the huge,
publically-visible mishaps/disasters
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
How do we break the core of high performance teams and leaders into fundamental manageable
parts?
Measuring team social context
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
CULTIVATINGWe all need to feel appreciated
VISIONINGWe all need hopeful, realistic
futures
INCLUDINGWe all need to feel we belong
DIRECTING We all need the ability to meet
expectations
Start with neurology - there are four deep
wired needs (dimensions) crucial to people
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
CULTIVATINGMutual respect and enjoyable work
High trustWilling and energised collaboration
VISIONINGGrounded optimism
Sustained, effective creativityPerceiving ‘magical’ solutions
INCLUDINGAligned efficient action
‘We’ not ‘I’High trustworthiness and efficiency
DIRECTING No drama states in team
Everyone knows their partClear and achievable expectations
Expressing
authentic
appreciation
Addressing
shared interests
Expressing
reality-based
optimism
Being
Outcome
Focussed
Appropriately
including
others
Making and
keeping realistic
agreements
Resist blaming
and complaining
Clarifying roles,
accountability
and authority
Two behaviours per need strongly drive a
high performance team social context
©4-D Systems and UXC Consulting
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
15 mins to anonymously diagnose your team risk
using a team development assessment (TDA)
Attention
drawn to the ‘why’ for each
behaviour
Attention
drawn to the standard for
excellence
Reflection
and write comments
Evaluation
through grading each
behaviour
Agree
Action items and do them
Discuss
report with team members
90m
What the survey looks like
15m
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
TDA results are then compared against a
benchmark to call out performance risk
Distribution of benchmark teams’ first performance assessment scores
Feeling unappreciated
Significant conflict
Blind optimism
Low commitment
Feel excluded
Low trust
Victims and Blamers
High disorganisation
Mutual respect
High collaboration
Grounded optimism
High commitment
Feel included
High trust
No drama
Clear RAAs
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
... scoring a team shows clear focus areas for the team to work on…
An overall performancebenchmark
… of the eight behaviours
.. is established from individual participants’ perceptions …
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
... and TDAs are an efficient process to raise performance ...
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
‘Red’ scores indicate at least one of the 7
deadly sins of teams are in play
• Ineffective team leadership
• Task undoable because of inadequate resources
• Flawed procurement implementation
• Team affected by a larger broken context
• Team engaged in power struggle with other organisation
• Members temperamentally unsuited to required work
• Flawed organisational structure
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
You can make raise the performance
of your team, wherever they start
Team average percentile rankings
~22% Team Efficiency Increase
The teams enhanced performance by an average of 5% per reassessment.
53% 66% 70% 75%
66% 71% 76% 80%
72% 75% 79% 83%
77% 81%
84% 90%
1st Assessment
2nd Assessment
3rd Assessment
4th Assessment
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
... Some unique advantages 4-D offers
• Stop teams fire-fighting• Prevent distressed teams (rescuing existing ones)• Develop people leadership simultaneously• Help individuals take and sustain accountability, in
context• Clear calls to action, backed by practical
development
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
Never doubt that a small group of thoughtful, committed project professionals can change the world
Indeed, it’s the only thing that ever has
Margaret Mead, Anthropologist
©4-D Systems and UXC Consulting
©4-D Systems and UXC Consulting©4-D Systems and UXC Consulting
Questions
Join me and an international group of peers including NASA (isdsharpe)
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