Forming And Leading Teams of Experts

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presentation to Project Management Institute of Silicon Valley Sep-17-2012 by Sean Murphy

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Forming & Leading Teams of Experts:

Forming & Leading Teams of Experts Presentation for PMI-SV Sean Murphy, SKMurphy Inc. Sept. 17, 2012

Questions for the Audience: Role:

(c) 2012 SKMurphy, Inc. (www.skmurphy.com) 2 2 Questions for the Audience: Role Manager of a Function/Experts Project Leader/Manager Individual Contributor / Expert

Questions for Audience: Discipline:

(c) 2012 SKMurphy, Inc. (www.skmurphy.com) 3 3 Questions for Audience: Discipline Engineering Sales & Marketing Finance & Operations Executive Management

Questions for Audience: Company:

(c) 2012 SKMurphy, Inc. (www.skmurphy.com) 4 4 Questions for Audience: Company Consultant / Freelance / Solo Startup / Small Firm ( 2 - 15 people) Medium Size Firm (16-200 people) Large Firm (200+ people)

Overview :

(c) 2012 SKMurphy, Inc. (www.skmurphy.com) 5 5 Overview How To Spot An Expert Forming a Team of Experts Team Decision Making Blending Expertise Managing Tradeoffs & Constraints

How To Spot An Expert:

How To Spot An Expert Can Make High Quality Judgments From Small Amount of Data In a Short Time Knows Key Questions Can Spot What ’ s Missing Or Does Not Fit Can Predict Outcomes (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 6

Question For The Audience:

Question For The Audience How Do You Recognize An Expert? (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 7

Challenges of Individual Expertise:

Challenges of Individual Expertise Accumulated Over A Decade or More Often Unconscious Competence Not Available To Introspection I ’ ll Know It When I See It (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 8

“I’ll Know It When I See It”:

“ I ’ ll Know It When I See It ” Examples Reading A Pap Smear A Gestalt: Whole Is More Than Sum Of Parts A Key Detail You See That Others Overlook (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 9

Example Of Expertise: Engineer:

Example Of Expertise: Engineer Facts / Observations: Customer Symptoms Hypotheses: Root Cause Validate / Differentials (Sensitivity Analysis) Confirm/Disconfirm (Fault Tree Model) Propose Solution Outline Benefits (Likely Outcomes) Track Outcomes to Refine Rules & Models Deliberate Practice (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 10

Example Of Expertise: Physician:

Example Of Expertise: Physician Elicit Symptoms (May Include Tests) Offer a Diagnosis (Root Cause Analysis) Explain Differentials (Sensitivity Analysis) Suggest a Prescription (Course of Action) Outline Prognosis (Likely Outcomes) Use Outcomes to Refine Rules & Models Deliberate Practice (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 11

Expertise: Personal Mastery:

Expertise: Personal Mastery Master Not Only The Technical But Also Emotional Aspects Of a Problem Self-Debugging Deliberate Practice Predict Outcomes of a Decision & Follow-Up 10,000 Hour Rule (Ericsson) “ They Can Because They Think They Can ” Virgil (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 12

Recap: What Is Expertise?:

Recap: What Is Expertise? Ability To Make Quality Judgments From Small Amount of Data Answers to Key Questions Short Time Frame Pattern Recognition From Key Details Deliberate Practice Predict Results Track Outcome & Reconcile With Prediction (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 13

Overview :

(c) 2012 SKMurphy, Inc. (www.skmurphy.com) 14 14 Overview How To Spot An Expert Forming a Team of Experts Team Decision Making Blending Expertise Managing Tradeoffs & Constraints

When the Problem Is Bigger Than One Person:

When the Problem Is Bigger Than One Person You Need a Team Often With Several Experts Shared Mission (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 15

Keys To Forming A Team of Experts:

Keys To Forming A Team of Experts A Common Mission or Desired End Metrics For Measuring Progress Shared Situational Awareness Each Member Can Link Actions to Goals Goals -> Roles -> Process -> Relationships (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 16

Product Team Example:

Product Team Example One Table / Two-Pizza Meeting Need Different Engineering Experts Power, Mechanical, Software, ... Engineering Is About Tradeoffs Cost, Performance, Development Time (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 17

Individual Expertise vs. Team Decision Making:

Individual Expertise vs. Team Decision Making Two Key Differences Trust Shared Situational Awareness New Challenge: Blending Expertise On A Team (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 18

Shared Situational Awareness:

Shared Situational Awareness Requires Active Communication Requires Tools and For Shared Memory Question for Audience How You Foster Active Communication? What Tools Do You Use For Team Memory? (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 19

Recap Forming A Team of Experts:

Recap Forming A Team of Experts A Common Mission or Desired End Big Enough To Foster Collaboration Goals -> Roles -> Process -> Relationships Foster Shared Situational Awareness Processes for Active Communication Tools for Common Team Memory (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 20

Overview :

(c) 2012 SKMurphy, Inc. (www.skmurphy.com) 21 21 Overview How To Spot an Expert Forming a Team of Experts Team Decision Making Blending Expertise Managing Tradeoffs & Constraints

Tradeoffs and Constraints:

Tradeoffs and Constraints Budget Time Performance Risk (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 22

Tradeoff and Constraints Example:

Tradeoff and Constraints Example Board Level Design 1982-2012 Analog and Digital Electronics Complex Parts -> PAL - > FPGA/ASIC Software Timing Megahertz -> Gigahertz Thermal: Forced Air Convection -> Liquid Cool Each Domain Needs an Expert And The Ability to Negotiate Tradeoffs (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 23

Tradeoff and Constraints Stories:

Tradeoff and Constraints Stories Transform Domain Specific Representation to Common Language For Analysis Written Code Specification vs. Mockup Isometric Drawing vs. 3D Cardboard Model (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 24

Question For Audience:

Question For Audience What Crises Has Your Team Managed? Who Were The Experts Around The Table? What Constraints Were The Most Important? What Constraints Were The Least Important? (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 25

Story: Losing Touch With “Facts on the Ground” at Customer:

Story: Losing Touch With “ Facts on the Ground ” at Customer Expertise Is No Good Without Facts Major Customer Sends New RFP With No Warning & Due In Two Weeks Exec Team Left Account on Autopilot Account Team Talked to Old Contacts But Customer Had New Leadership Team Always “ Go and See ” (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 26

Questions For Audience:

Questions For Audience Have You Even Been On a Team That Lost Touch With The “ Facts On The Ground ” ? When Your Map/Dashboard No Longer Matched What Was Happening? How Did You Realize It? How Did You Address It? (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 27

Story: Experts Always Have 3 Plans:

Story: Experts Always Have 3 Plans Novice Follows a Recipe Journeyman Knows a Method & Variations Expert Knows Many Ways Mental Model of Unfolding Situation Defer Decisions Until Deferring is a Decision Avoid Irreversible Changes When Fixing Crisis Start on Slow Sure Expensive Path to Fix & Works to Improve (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 28

Recap Team Decision Making:

Recap Team Decision Making Common Language and Understanding For Constraints For Trade-offs Every Major Decision Should Document How Will We Tell If This Works When Will We Know What Will We Do If It Doesn ’ t (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 29

Questions For Audience:

Questions For Audience What Project Plans Have You Helped to Create That Included Backup Plans Plan B if Plan A Does Not Work What About a Plan for Unexpected Success? (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 30

Overview :

(c) 2012 SKMurphy, Inc. (www.skmurphy.com) 31 31 Overview What Is Expertise? Forming a Team of Experts Team Decision Making Blending Expertise Managing Tradeoffs & Constraints

Recap::

Recap: Experts Can Make Quality Judgments with a Small Amount of Data in a Short Time Experts Engage in Deliberate Practice: Make Predictions & Update Based on Results A Team of Experts Requires Challenge Big Enough To Foster Collaboration Goals -> Roles -> Process -> Relationships Shared Situational Awareness (c) 2012 SKMurphy, Inc. (www.skmurphy.com) 32

About SKMurphy:

(c) 2012 SKMurphy, Inc. (www.skmurphy.com) 33 33 About SKMurphy We Offer Customer Development Services New Technology Introduction Focus: Early Customers & Early Revenue We Assist On Strategic Decisions Niche Identification and Selection Pricing Negotiation Sequence and Framework

SKMurphy also offers the Book Club For Business Impact:

(c) 2012 SKMurphy, Inc. (www.skmurphy.com) 34 34 SKMurphy also offers the Book Club For Business Impact Actionable Insights For Entrepreneurs and Change Agents Drawn From Panelist ’ s Experience Informed By Book or Article Content One Hour Webinar Format More Info at http://www.skmurphy.com/services/skmurphy-business-impact-book-club/

Thanks For Your Time:

(c) 2012 SKMurphy, Inc. (www.skmurphy.com) 35 35 Thanks For Your Time Any Comments or Questions? Please Fill Out The Feedback Card

Backup Slides:

(c) 2012 SKMurphy, Inc. (www.skmurphy.com) 36 36 Backup Slides

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