Project Triage: Redefining Team Dynamics to Support Multiple Projects

© 2015 by Honeywell International Inc. All rights reserved.

Project Triage: Redefining Team Dynamics to

Support Multiple Projects Theresa M. Krack & Emily Yu

WE15, October 23, 2015

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Agenda/Goals

• About us & our perspectives

• Stages of Team Formation

• Our Redmond STC Team Story - October 2014 - January – April 2015 - May 2015 - September 2015

• Questions

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Theresa M. Krack 2

University of Wisconsin – Eau Claire

(2001-2004, B.S.)

University of Minnesota – Twin Cities (2005-2006, B.A.E.M.)

Electronic Cable

Specialists (2007-2009)

Carlisle Interconnect Technologies (2009-2013)

Honeywell Aerospace

(2013-Present)

University of Wisconsin –

Madison (2012-2014,

M.E.M.)

Dual Degree Program Online Masters Program

CarlisleIT Acquired ECS


Emily Yu

• Education: Mechanical Engineering

- Bachelor: 2002-2006 - Master: 2007-2009

• Employment: Honeywell Aerospace - Minternship: 2001-2002 - Internship: 2002-2006 - Full Time: 2006 – present

• Current Roles - Certification Engineer - Structures Unit Member

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http://www.google.com/url?url=http://www.ku.edu/&rct=j&frm=1&q=&esrc=s&sa=U&ved=0CE8QwW4wDWoVChMI37n1jufBxwIVS3o-Ch3Vjw3O&usg=AFQjCNHaVomz7fGTTszTKxDs46VzS16jjQ

http://www.google.com/url?url=http://www.umkc.edu/mcom/resources/logos/university-level-logo-with-name.cfm&rct=j&frm=1&q=&esrc=s&sa=U&ved=0CBYQwW4wAGoVChMIob_us-fBxwIVwoI-Ch3SsAzc&usg=AFQjCNGdFnJ8UBOZb1U9T8l93XzoAOzEqA


Emily Yu

• Society of Women Engineers - UofM 2004-2006 - Wisconsin 2006-2013 - Pacific Northwest 2013-Present

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• Roles Outside of Work: - Youth and Young Adult Ministry - Choir and Praise Team - Translator

Theresa Krack

• Girl Scouts - Silver Award - Gold Award - Lifetime member

• Martial Arts - Judo, Brown belt - Karate, Orange belt - Ju Jitsu, Yellow belt

http://www.google.com/url?url=http://www.infoplease.com/country/korea-south.html&rct=j&frm=1&q=&esrc=s&sa=U&ved=0CCAQwW4wBWoVChMI6vvWm-rBxwIVRxoeCh0lHwHj&usg=AFQjCNEILYd0Zh37cuDkNsAT4XJfGCeOKg

https://www.google.com/url?url=https://en.wikipedia.org/wiki/Flag_of_the_United_States&rct=j&frm=1&q=&esrc=s&sa=U&ved=0CBYQwW4wAGoVChMI1Z7GwerBxwIVgx0eCh34agHx&usg=AFQjCNHwKlnkMd3iEqApkC4n1RVYUsiiqg

https://www.google.com/url?url=https://en.wikipedia.org/wiki/Flag_of_Kansas&rct=j&frm=1&q=&esrc=s&sa=U&ved=0CB4QwW4wBGoVChMI9IrYsenBxwIVgXQ-Ch1aIA2M&usg=AFQjCNFV_mN3o-RIVH4IUgqLVQUUtyPZUA


The Stages of Team Formation

Image source: http://stargate.mgm.com/view/series/1/index.html

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http://stargate.mgm.com/view/series/1/index.html


The key stages to team development & formation 6

Forming Storming Norming Performing Adjourning

Image source: http://homemadezombie.deviantart.com/art/Tardis-337462441

http://homemadezombie.deviantart.com/art/Tardis-337462441




Forming… 7


• Forming: - Team members are polite & positive - Some may be anxious, still uncertain of what the team function is - Others will be excited about working as a team on the forth coming task

• Activities & Leadership: - Team leader directs the team - Clear team objectives established - Clear direction provided for individual team members


Storming… 8


• Storming: - Team members start to push against the established objectives and boundaries - There may be conflict between the natural working style and the directed working style - Team members may challenge leader’s authority or other team member’s positions - There may be a level of discomfort with the model being used - they may feel

overwhelmed or resist taking on tasks

• Leadership Notes: - Establish Management Operating

System (MOS) - Provide conflict resolution and

support to team members - Coach team members on roles and

team dynamics

• Team Activities: - Learn and follow the team MOS - Build trust and positive relationships - Learn about team members work

styles and strengths


Norming… 9


• Norming: - Team members start to resolve their differences - There is a better appreciation and understanding of colleagues’ strengths - Leader’s authority is starting to be respected - Team members ask for help and constructive feedback to keep improving - Stronger commitment to the team goal

• Leadership Notes: - Help team members take

responsibility for progress towards goal

- Lead a team-building activity

• Team Activities: - Take ownership of tasks and

individual members role in supporting the goal


Performing… 10


• Performing: - Team is working with little to no friction - Established MOS is working well to support the goal - It feels much easier to be part of the team – and the coming and going of team

members has a minimal impact on the team functionality

• Leadership Notes: - Delegation of work is key - Focus can transition from work to

concentrating on developing your team members

- Can start to work towards other goals

• Team Activities: - Team members following the MOS - Generally a highly supportive

environments - Team members are empowered to

continue to improve the MOS


Adjourning… 11


• Adjourning: - Closure of the project - Celebration of success and team achievements - Potential disbanding of the team - Can also be called the “mourning” phase

• Leadership Notes & Team Activities - Acknowledge the team’s and individual's successes - Future may look uncertain - Team members may find this stage difficult


Our Redmond STC Team Story

Image source: http://starwars.wikia.com/wiki/Galaxy_Far,_Far_Away

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http://starwars.wikia.com/wiki/Galaxy_Far,_Far_Away


Forces of Flight 13

Money FAA

Dreams

Reality


Timeline October 2014 – September 2015 14


October 2014 A divergence in the road ahead

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Let’s introduce our team, circa October 2014: 16

Theresa

Emily

Mr. Furley Heimlich

Lumière

Spock


Now meet our key supporters & stakeholders: 17

Vinnie

Slimer

Don Carlton Scrat

Roger Rabbit


Pre-October 2014 MOS

• Paired project support, not team: - Primary Certification Engineer (CE) - Secondary CE

• STC Projects Dashboard

• Weekly Dashboard Meetings:

- Program Manager - Lead CEs

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CE Primary

CE Secondary

Project Specific Support


So what happened? 19

Theresa

Emily

Mr. Furley Heimlich

Lumière

Spock

Theresa

Emily

Mr. Furley Heimlich

Vinnie


MOS Adjustments October 2014

• Certification Active Response Team (C.A.R.T.) - Task Pool - Team Resources

• New things:

- Customer Interface Coordinator - 2014 Project Triage Weekly Status spreadsheet - Regular team and report out meetings:

Biweekly Redmond Project Triage STC Resource Coordination (Biweekly) ODA Admin Touch Base

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All Project Tasks

Monday

Biweekly Redmond

Project Triage

Tuesday STC Resource Coordination

ODA Admin Touch Base

Wednesday

Biweekly Redmond

Project Triage

Thursday

STC Resource Coordination

Friday

Ad hoc


Team Reactions & Interactions

• Lead’s Perspective: - Completely new direction of

interaction for most of the team - Core group was excited to try

something new - One key supporter was willing to be

dynamically integrated into day-to-day project activities

- One outlier that resisted the change: They needed different handling as the

kinks in the MOS were worked out Directed to support team meetings

but allowed to work in a more ‘heads down’ engineering capacity

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• A Team Member’s Perspective: - Nervous about whether I can step up

to face the challenge - Understood the situation and realized

the necessity for change - Thought of ways to adapt to and

follow new direction - Appreciative of the clear direction

and frequent touch base with Lead


January – April 2015 Navigating the storm

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MOS Adjustments January 2015

• Established team approach as go forward plan - Task Pool - Team Resources - Customer Interface Coordinator

• Transitioned Items:

- 2015 Project Weekly Status spreadsheet - Regular team and report out meetings:

Weekly Redmond STC Project Coordination Meeting

STC Resource Coordination (Biweekly) ODA Admin Touch Base

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All Project Tasks

Monday Redmond

STC Project Coordination

Meeting

Tuesday

STC Resource

Coordination

Wednesday

ODA Admin Touch Base

Thursday

STC Resource

Coordination

Friday


Theresa

Emily

Mr. Furley Lumière

Vinnie

So what happened? 24

Theresa

Emily

Mr. Furley Heimlich

Vinnie

Theresa

Emily

Mr. Furley Heimlich

Vinnie

Theresa

Emily

Mr. Furley Vinnie

Cable



• Lead’s Perspective: - Core team members started to

develop improved working relationships

- Continued support from key stake holder helped with team stability

- Challenges with select team members: They tended to operate as individuals,

often to the detriment of the overall team development

They were coming and going on the team, which was disruptive to both the team and the projects

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• A Team Member’s Perspective: - Needed to start stepping outside of

my comfort zone - Spent time to develop trust with the

team members and the Lead - Supported the Lead and provided

honest, in situ feedback - Realized that I needed to develop

skills to assess situations and identify conflicts/ disagreements remotely

- Started to understand the criticality of learning about my fellow team members


May 2015 Let’s do the time warp again!

Image source: http://www.nydailynews.com/entertainment/tv-movies/rocky-horror-picture-show-gallery

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http://www.nydailynews.com/entertainment/tv-movies/rocky-horror-picture-show-gallery-1.967253?pmSlide=1.967266












The changes to our team, circa May 2015: 27

Theresa

Emily

Mr. Furley Agent Liberty

Spiderman

Sponge Bob

Cable Vinnie

Slimer


MOS/Team Adjustments May 2015

• Improved integration with key supporters

• Redmond STC & VSTC Project Priorities List - Regular Meetings - Streamlined excel workbook

• Team Development Focus

- Full week of intensive, face-to-face training - Follow-on mini trainings and initial on-aircraft

experience - Target for monthly all hands team meetings

• Creation of Team Matrix

- Track team training & attendance - Log testing support experience

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All Project Tasks



• Lead’s Perspective: - Great opportunity to start the team

development with face-to-face interactions for 2 weeks

- Conscious effort is needed to keep global team members integrated in the team

- Confidence in core team members allowed me to delegate additional responsibilities and aspects of mentoring/coaching

- Increased stability of team even though early in overall development

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• A Team Member’s Perspective: - Became comfortable with the

changes - Became busier with the new

responsibilities - Initially found it was difficult to

provide focused support on team improvements

- Noticed new personal development opportunities for myself as a leader within the team


Where are we now? We are here!

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Our story builds and continues…

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As it stands now, circa September 2015: 32

Theresa

Emily

Mr. Furley Agent Liberty

Spiderman

Sponge Bob

Sam Axe Darth Vader

Vinnie

Slimer


The key supporters & stakeholders: 33

Don Carlton

Scrat

Roger Rabbit



• Lead’s Perspective: - Better MOS for integration of new

team members and working together - Big challenge managing new team

members: They have great motivation but little

certification experience Are in significantly different time

zones

- Continually observing team members and their interactions to ensure I provide mentoring, feedback, and direction where needed

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• A Team Member’s Perspective: - Learning and working with new

members’ (including global) strengths/weaknesses and limitations

- Becoming more aware of how changes to me can be a benefit/detriment to team performance

- Excited with addition of new member and improvements to come because it will help the team


Key Take-Aways

• Lead’s Perspective: - There is a lot of behind the scenes

effort to manage both a change and new team development

- Integration of individuals from different functional areas is critical to overall team and project success

- It’s definitely worth it when you see: Team members building trust in each

other Find news ways to work together Challenging each other to do better The creation of inside jokes

• A Team Member’s Perspective: - The longer it takes for you to open

up and integrate to the team, the longer it may take for the team, and in the end you, to succeed

- When the team is navigating through storming, it doesn't mean we'll sink; it just means that we are getting to know (and trust) each other more

- Being comfortable isn't always a good thing.

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Where do we go next?

• Full integration of new team member is key

• We already have some aspects of “performing” but we have many more to achieve

• Challenge ourselves and other team members to look for areas to improve and grow: - Team interactions - Mentoring - Team Management Operating System - Project Support - Culture of Action

• Continue efforts to “adjourn” on individual project efforts:

- Pause to celebrate team success - Acknowledge individual success and growth

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Questions?

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Thank You!

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Acronyms, Works Cited & Additional Resources

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Acronyms 40

Acronym Definition

B.A.E.M. Bachelor of Aerospace Engineering & Mechanics

B.S. Bachelor of Science

C.I.C. Customer Interface Coordinator

CE Certification Engineer

ECS Electronic Cable Specialists

KU University of Kansas

M.E.M. Master of Engineering Management

MOS Management Operating System

ODA Organization Designation Authorization

PE Project Engineer

PM Program Manager

STC Supplemental Type Certificate

UMKC University of Missouri – Kansas City

UofM University of Minnesota


Works Cited

• Eyre, Elizabeth. “Forming, Storming, Norming, and Performing, Understanding the Stages of Team Formation.” MindTools. n.d. Web. 24 Aug 2015.

• Lencioni, P. (2002). The Five Dysfunctions of a Team. San Francisco, CA: JosseyBass.

• Basic Group Theory: Tuckman’s Five Stages of Group Development. (n.d.). Retrieved September 11, 2015, from http://tep.uoregon.edu/showcase/crmodel/strategies/basic_group_theory.html

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http://tep.uoregon.edu/showcase/crmodel/strategies/basic_group_theory.html

http://tep.uoregon.edu/showcase/crmodel/strategies/basic_group_theory.html


Course Material

• Dakes, C. G. (2014). Applied Leadership and Management of Engineering Organizations (ALMEO), EPD 618. Madison, WI: University of Wisconsin – Madison.

• Jatczak, J. (2011). QETECH-118: Lean Principles. Milwaukee, WI: Milwaukee Area Technical College.

• Steudel, H., Mann, T. M., & Russell, J. (2014). Quality Engineering and Quality Management (QEQM), EPD 518. Madison, WI: University of Wisconsin – Madison.

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Additional Resources

• Brassard, M., Finn, L., Ginn, D., & Ritter, D. (2002). The six sigma memory Jogger II: a pocket guide of tools for six sigma improvement teams. Salem, NH: Goal/QPC.

• Brassard, M., & Ritter, D. (2010). The memory jogger 2: tools for continuous improvement and effective planning (2nd ed.).

• Imai, M. (1986). Kaizen, the key to Japanese competitive success. New York: McGraw-Hill Publishing Company.

• Miller, B. C. (2012). Quick brainstorming activities busy managers: 50 exercises to spark your team's creativity and get results fast. New York: Amacom.

• Russell, J., & Russell, L. (2006). Change Basics. Alexandria, Va.: ASTD Press.

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Image Notes • All images and logos are the property of their respective owners. • Logos were retrieved from the respective company or university webpage. • Images are cited on the first slide in which they appear, with the exception of

those used for the team avatars and clipart. • The source for the team avatar images are as follows:

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Image Source

Darth Vader http://www.starwars.com/databank/darth-vader

Sponge Bob http://www.nick.com/pictures/spongebob-squarepants-alphabet-terms-a-z-pictures.html

Cable http://marvel.com/universe3zx/index.php?title=File:Cable05.jpg&filetimestamp=20070612190839

Mr. Furley http://threescompany.wikia.com/wiki/Ralph_Furley

Ellen Ripley http://www.imdb.com/media/rm4280129536/ch0000852?ref_=chmi_mi_all_sf_54

Vinnie http://spaceballs.wikia.com/wiki/Vinnie

Lumière http://disney.wikia.com/wiki/Lumi%C3%A8re

Heimlich http://disney.wikia.com/wiki/Heimlich

Slimer http://ghostbusters.wikia.com/wiki/Slimer?file=SlimergbII720p004.png

Agent Liberty http://www.comicvine.com/agent-liberty/4005-8663/

Saddness http://disney.wikia.com/wiki/Sadness

Don Carlton http://pixar.wikia.com/wiki/Don_Carlton?file=MonstersUniversityDon1.png

Spock http://www.startrek.com/database_article/spock

Spiderman http://www.imdb.com/media/rm2522783232/tt0145487?ref_=ttmi_mi_all_prd_70#

Scrat http://iceage.wikia.com/wiki/Scrat

Roger Rabbit http://disney.wikia.com/wiki/Roger_Rabbit

Sam Axe http://burnnotice.wikia.com/wiki/Sam_Axe

http://www.starwars.com/databank/darth-vader

http://www.nick.com/pictures/spongebob-squarepants-alphabet-terms-a-z-pictures.html

http://marvel.com/universe3zx/index.php?title=File:Cable05.jpg&filetimestamp=20070612190839

http://threescompany.wikia.com/wiki/Ralph_Furley

http://www.imdb.com/media/rm4280129536/ch0000852?ref_=chmi_mi_all_sf_54

http://spaceballs.wikia.com/wiki/Vinnie

http://disney.wikia.com/wiki/Lumi%C3%A8re

http://disney.wikia.com/wiki/Heimlich

http://ghostbusters.wikia.com/wiki/Slimer?file=SlimergbII720p004.png

http://www.comicvine.com/agent-liberty/4005-8663/

http://disney.wikia.com/wiki/Sadness

http://pixar.wikia.com/wiki/Don_Carlton?file=MonstersUniversityDon1.png

http://www.startrek.com/database_article/spock

http://www.imdb.com/media/rm2522783232/tt0145487?ref_=ttmi_mi_all_prd_70

http://iceage.wikia.com/wiki/Scrat

http://disney.wikia.com/wiki/Roger_Rabbit

http://burnnotice.wikia.com/wiki/Sam_Axe