IS Management Functions Part 1

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IS Management Functions Part 1

• Institute of Professional Development
• DePaul University
• IS Project Management
• April 27, 2006

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What we will cover

• Introduction
• IS Management Functions
• Management
• Teamwork
• Leadership
• Communications
• Management Issues and Challenges
• Case Study

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My Background

• John Fisher
• M.S. DePaul University 1989
• President rethinking IT, Inc (www.rethinkingit.com
  )
• Over 20 years of IT management experience
• Previously
• CIO and SVP - SmithBucklin (www.smithbucklin.com)
  
• CNA Insurance and Continental Bank
• Phone [phone]
• E-mail jfisher_at_cti.depaul.edu or
  Johnf_at_rethinkingit.com

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Management Responsibilities

• Functional vs. Project Management
• Negotiation and Relationships vs.
• Hierarchy and Direct Authority
• Are they really that different?
• Each has their own set of issues

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The Fine Line of Management
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What does a manager do?

• Planning
• Organizing
• Staffing
• Controlling
• Directing
• Communicating

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The world of supervision Exercise

• The story of Clarence and Felix
• What management techniques are being applied in
  this case?
• What techniques are not being applied?
• From your own experience
• How often have you felt like Felix?
• How often have you felt like Clarence?

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Motivation and Management
This represents the spectrum of available work
effort. If you consistently work under 30, most
likely you will get punished in some way. If you
consistently work over 80 of the time, you will
probably hurt yourself in some way. These are
the parameters of actual work effort.
Motivation and skill will help people move from
31 to 79. People need an opportunity to
succeed or fail at their jobs, and the job of the
manager is to get them closer to 79 than to 31.
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Lots of Authority, Little Power

• Project Managers generally have a lot of
  delegated authority, but very little formal power
• They must get their jobs done by the power of
  their influence and relationships

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Types of Interpersonal Influences

• Various types of power give the PM the ability to
  gain support of staff because of
• Legitimate Power PM is viewed as being
  officially empowered to issue orders
• Reward Power Staff perceive the PM is capable
  of dispensing organizational rewards either
  directly or indirectly
• Penalty Power The PM is viewed as having the
  ability to dispense penalties the staff wishes to
  avoid
• Expert Power The PM possesses special knowledge
  or expertise which is critical to the project
• Referent Power The PM and staff have some kind
  of relationship, attraction or bond

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Project Authority
De Jure (Legal) Authority
De Facto (Reality) Authority
Technical Knowledge Maintaining rapport with
everyone Building alliances Resolving conflicts
effectively
Corporate Policies Departmental
Policies Procedures Supervisor's Right to
command Formalized, Delegated Authority
Project Charter Authority
Approved Project Plans Approved Cost
Estimates Approved Schedule Commitments Defined
involvement by functional areas Focal point for
conflict resolution with respect to project plan
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Matrix Organization Realities

• Power or influence is often shared between a
  functional manager and a project manager
• Functional manager has direct responsibility for
  staff and indirectly for the project
• Project manager has temporary responsibility for
  the project and indirectly for the staff

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Mini Case Study

• Question from a student or colleague about
  Project Management Issues
• My question has to do with being a Project
  Manager and having to manage people that are poor
  performers. In my job, I have had to act as the
  Project Manager for co-workers/developers that
  did not follow specifications, refused to do
  their own unit testing, and did not meet
  deadlines. Talking with this person(s) could not
  resolve the issues and the person's manager only
  acted as if the issues were not happening (no
  help at all). Since this has happened to me more
  than once and I am unable to get any help from my
  managers, I am left frustrated and behind
  schedule in the established project plan.
• Since this causes serious frustration in my job
  and is always a question asked when interviewing
  for PM positions, I am wonder best how to handle
  the situation and how to answer the interview
  question.
• Any ideas?

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Project/Function Interface
Project Management
Functional Management
The two areas must work together in order to have
a successful project
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Barriers to team development

• What can get in the way of developing a team or
  successfully completing a project?
• Different agendas, priorities, interests
• Role conflicts
• Unclear goals/outcomes
• Dynamic project environment
• Competition and turf battles
• Lack of team definition and structure
• Team members and mix of staff
• Credibility of the project leader
• Lack of commitment
• Communication problems
• Lack of management support

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Trust Exercise
1
2
Explain why you trust the people on the list
List the names of people you trust Friends,
Family, associates, clients
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4
What would have to happen to make you trust this
person?
List the names of people you do NOT trust
Source The Dooley Group
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What did we learn?

• There were a few surprises
• There were some contradictions
• You should know your own trust framework
• Think about what it takes to get trust in the
  first place
• How is it different to regain trust in an
  organization versus trust in a person?
• What does it take to get trust back?
• Does it take 15 years vs. 15 minutes or 15 days?
• Can it ever be regained?

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The Circle of Trust

• Another way to look at trust relationships
• Draw an imaginary circle around
• Yourself
• Your Family
• Your School
• Your Work Environment
• Who would you let into the circle, why
• Who would you not let into the circle, why

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The Trust Continuum

• Trust is replacing power in our organizations, if
  you cant get to trust, you must deal in 2-6
• Trust
• Respect
• Compelling Mutual Goal/Context
• Continual and Intense Communication
• Confidence/Optimism
• A Decision "to live with it"

Sometimes you have a little of each, so you must
learn to know where you are in the continuum
with other people
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Trust and Trustworthiness

• Some things to think about
• First impressions are often lasting impressions
• Do a good job the first time
• Every impression counts
• Each person representing your organization can
  impact the trust of any client they come into
  contact with
• Once lost or damaged, trust is difficult to
  restore
• Trust in an organization or institution is easier
  to lose and more difficult to restore than trust
  in an individual
• Clients will forgive a mistake much faster than a
  lapse in trustworthy behavior
• Once you have establish a high degree of trust,
  inevitable mistakes will be more easily accepted.

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Teamwork

• Getting people to work together as a team is one
  of the most difficult management challenges
• Two good resources
• The Five Dysfunctions of a Team, Patrick
  Lencioni, Jossey-Bass, 2002
• Tribal Warfare in Organizations, by Peg C.
  Neuhauser, Harper 1988

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Five Dysfunctions

• Focus on what goes wrong in a team in order to
  make things go right
• Five Dysfunctions
• Absence of Trust
• Dont want to appear vulnerable or weak
• Inattention to Results
• Make collective goals greater than individual
  ones
• Fear of Conflict
• Constructive conflict is needed to grow
• Lack of Commitment
• Dont buy into business decisions
• Avoidance of Accountability
• Dont trust each other enough to hold the team
  members accountable

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Team Dysfunctions
2
Status Ego
Low Standards
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Ambiguity
4
3
Artificial Harmony
Invulnerability
1
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Tribal Warfare Tips

• Life in a matrix organization
• Building a team culture
• Skills for success in a team culture

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Tip One
Fact of Life in a Matrix Organization Focus on
the collective IQ. Teams are smarter than
individuals.
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Tip Two
Fact of Life in a Matrix Organization Dont
blame each other. If there is a hole in the
boat, you all sink.
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Tip Three
Fact of Life in a Matrix Organization You live
or die by the quality of your relationships--inter
nally and externally. Respectful treatment is
the key.
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Tip Four
Fact of Life in a Matrix Organization You have
very little real power over each other. People
will follow those they trust and like.
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Tips for Building a Team Culture
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Tip Five
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Generalist and Specialist . . . Treat with Care
GENERALISTS
Broad range of knowledge about products and
services.
SPECIALISTS
In-depth knowledge of one product or service line.
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Tip Six
Make a habit of studying your successful bridge
building Questions to ask yourselves
routinely What is an example of past
success? Why were we successful in that
situation? Where we can repeat the same skills?
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Individual Skills for Success in a Team Culture
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Tip Seven
Watch Your Language Use It as a
Linkage Tool Dont turn it into a weapon that
drives people apart.
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Tip Eight
To be prepared to negotiate, you must be able to
state the other persons point of view more
eloquently and persuasively than he can.
Roger Fisher Harvard
Negotiation Project Getting to Yes
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Tip Nine
Genius of the AND and the Tyranny of the
OR Make it a habit to look for the AND
Jim Collins Built to Last
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Tip Ten
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Case Study Assignment

• Your Worst Nightmare Project
• Choose a project you know that was or currently
  is not successful
• Provide the following in writing
• Brief description of the project
• Three major management issues
• Your analysis and opinion on
• What could be done to save the project?
• What could senior management have done
  differently?
• Who or what is the cause of the project failure?