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Collaboration Toolbox Project Management Agenda Project Management Introduction Project Management Initiating Active Listening Team Life Cycles Pick a Recorder for your Team for today Team Formation Model Strengths and Weaknesses Break Expectations Ground Rules Mission Statement Project Management Questions about the Course Conflict Management 5 Minutes 5 Minutes 20 Minutes 5 Minutes 5 Minutes 10 minutes 15 Minutes 15 Minutes 15 Minutes 20 minutes 15 Minutes 20 Minutes 5 Minutes 15 Minutes 1 Collaboration Toolbox Materials Agenda 1. Material needed: a. Electronic copy of Entrance Conference Team Booklet (Module 3.5) No laptop, use a hard copy b. Post its for exercises 2. Entrance Conference Booklet fill out electronically or as a hard copy during class a. Record your information electronically and send to Recorder 4. Information in the Drop box the evening before the conference by 10 PM 5. Homework: Read Modules 1.3, 1.4, 7, and 8 before your Conference 2 Collaboration Toolbox Project Management 2.5 SUMMARY OF ASSIGNMENTS WEEK ONE All major papers are uploaded on to Stellar Activity Time or Due Date Team signs up for Entrance Conference By Sat, Feb 6, midnight URL http://doodle.com/poll/5bauzz95bcrc6w6z Set up Dropbox Recorder by Sat Feb 6 Rotation Schedule (c.f. ECB) Recorder uploads to website Sat, Feb 6 midnight Fill out Situational Leadership Questionnaire (Mod 9) By Sat Feb 6 midnight Ground Rules, Mission Statement, Strengths & Weaknesses, Expectations (c.f. ECB) Recorder uploads to Dropbox By 10PM night before Entrance Conference Web-based and lab-specific EHS training Completed before entering lab Weekly Team Meeting Decide on time and Record in first Weekly Progress Report Weekly Faculty Meeting Decide on Time and Record in first Weekly Progress Report 3 Library, Excel, PowerPoint Training Sign up as instructed Collaboration Toolbox Project Management Knowledge Areas Define Project Management (5 minutes) 4 Collaboration Toolbox Project Management Knowledge Areas Team Formation Synthesis Communication Time Management Scope Risk Management Team Maintenance Conflict Management Resource Procurement Cost Resource Management Leadership Skills 5 Collaboration Toolbox Project Management Definition Careful Planning Organizing Motivating Controlling Resources and People to achieve definite goals and meet specific success criteria 6 Collaboration Toolbox Project Management Definition Applying: Knowledge - Integrating your Technical Knowledge Structures - Ground Rules, Reporting Activities Skills - Integrating your Laboratory Skills Tools - Reporting Activities, Meetings Techniques - Improving Laboratory Skills, Critical Thinking Historically - Managing projects was informal Currently - Formally implementing a project is an integral a skill as technical knowledge 7 Collaboration Toolbox Project Attributes Temporary endeavors undertaken to create a unique product, service, or result Defined beginning and specific end with a defined scope and resources Unique Specific set of operations designed to accomplish a singular objective Often includes people who don’t usually work together Examples of projects Development of software for an improved business process Construction of a building or bridge In this course Initial research into a problem that industry wishes to solve 8 Collaboration Toolbox Project Management Steps Conceiving Initiating Planning and Design Executing Monitoring and Controlling Closing 9 Collaboration Toolbox Project Management Conceiving Faculty advisor conceived project Project description with the initial conception of the project Your team’s objective Formulate a plan for initiating, planning, and executing the project 10 Collaboration Toolbox Active Listening Goals and Objectives Understanding the Project’s Overall Goals and Objectives 11 Collaboration Toolbox Active Listening Definition Three processes involved in listening Receiving Processing Sending Thinking and considering meaning 12 Collaboration Toolbox Active Listening Barriers to Active Listening Bias Selective hearing Hearing only what you want to hear Poor communication skills 13 Collaboration Toolbox Active Listening Stages of Active Listening Clarification Paraphrasing Reflection Ask questions to illuminate meaning Rephrase content Rephrase speaker’s feelings Summarization Rephrase the entire message 14 Collaboration Toolbox Active Listening Clarification Determine accuracy and purpose Identify content (verbal and nonverbal) Identify vagueness or confusions Decide appropriate response Assess effectiveness 15 Collaboration Toolbox Active Listening Paraphrase Rephrase content Restate to yourself Identify content and meaning Rephrase to further discussion Rephrase to increase understanding Stress important words and ideas Select sentence stem Assess effectiveness 16 Collaboration Toolbox Active Listening Reflection Paraphrase Feelings Helps speaker to feel understood Encourages expressing feelings Manages feelings Aids in expression of negative feelings Allows to accurately discriminate among various responses 17 Collaboration Toolbox Active Listening Summarization Look for themes Attend to and recall ideas Select appropriate beginning for summarization Tie together multiple themes Assess effectiveness 18 Collaboration Toolbox Active Listening Exercise The members listening will use active listening techniques Do not interrupt Ask clarifying questions when you do not understand the meaning of what the speaker is saying Paraphrase Allow time for the person to be silent if appropriate You do not have to jump right into the conversation Your partner may be collecting his/her thoughts Allow time for all members to speak 19 Collaboration Toolbox Active Listening Exercise (15 minutes) 1. As a team, pick one member to explain to the other team members what they know about your project to the other members 1. Use Active Listening Techniques to listen to the description 2. Pick one member who did not describe what they know about the project to summarize what they learned 3. I will be calling on at random team members to summarize 20 Collaboration Toolbox Project Management Types of Teams Individuals making decision on their own is rare Teams of people Combine ideas, judgments, and strategies Share information Implement and maintain projects Conduct meetings Complete tasks Improves efficiency to obtain research results Boost morale Takes more effort than working independently Members devote time building and maintaining relationships with other members 21 Collaboration Toolbox Project Management Types of Teams You will be on what is called a Limited-life team Created for specific purposes Once accomplished, teams are disbanded Examples of limited life teams Development team designing a new product Doing research on a specific problem Task force created to resolve a specific problem Ongoing teams no identified ending point Example Department team meeting regularly to plan, review goals, and assess performance Three basic team types: Working groups Process teams 22 Self-managed teams Collaboration Toolbox Team Formation Model Successful Team Formation Theory What does a team need to do to form successfully? Thinking System Theory People and an organization do not exist as an island part of a larger matrix of systems that function more or less independently, yet interdependently Quickly Form the Team Before initiating the Project’s technical tasks Accomplish Formation Tasks Early and efficiently to avoid surprises Mission Statement To understand project’s goals and team member’s agendas Ground Rules Systems of behavior to reduce uncertainty; establish boundaries Team Life Cycles Check team process progress Reporting Activities Convey progress to interested others Weekly Formal Meetings Brainstorming, writing papers, discussing oral presentations, analyzing data, solving problems Plan the Project Planning decisions are the team’s not the faculty’s therefore plan wisely 23 Collaboration Toolbox Team Formation Model Initiating First Team Life Cycle Formation Create Assess Systems to Work Effectively 24 Collaboration Toolbox Project Management Types of Teams Working in Teams Creative bring in different views, Fresh ideas New perspectives Diversity Effectively achieving goals Effective Teams Increase motivation when all members share responsibility and celebrate successes Advantages Distributes the work Reinforces individual skills Strengthens connections 25 Collaboration Toolbox Project Management Initiating Forming and Structuring your Team Structure communication processes before the team members begin to work together Discussions about Time limitations Expectations Members’ strengths and weaknesses Mission Statement articulating the team’s vision Ground rules that are systems your team will use to execute tasks Situational Leadership 26 Collaboration Toolbox Project Management Initiating Poor Management Communication issues Conflict between team members Focus on competition for ideas or Limitation on time spent on creating a plan Management of other people Analyzing the power of the other people involved 27 Collaboration Toolbox Lecture Materials Entrance Conference Team Booklet Exercises Support Team Communication Create Systems to use for Planning and Executing the Project Form a Successful Team 28 Collaboration Toolbox Team Formation Model Nine Steps Step 1 Exchange Personal Information Step 2 Create and Rotate Specified Roles Step 3 Exchange Interpersonal and Technical Information Strengths and Weaknesses Expectations Step 4 Mission Statement Step 5 Ground Rules - Meeting Team Expectations Step 6 Team Life Cycles Step 7 Systems for Reporting Activities Step 8 Weekly planned Meetings (Team and Faculty) Step 9 Project and Time Management 29 Collaboration Toolbox Team Formation Model Step 1. Exchange of Schedules 1. Exchange Phone Numbers and E-mail Addresses 2. Record Information on an Electronic Team Calendar Become aware of your busy and not so busy times Incorporate into Team’s Time Management Plan for the Project Planning task allocation Understand Team Member Perception of Time Management 3. Convey information to interested parties 30 Collaboration Toolbox Team Formation Model Step 1. Exchange of Schedules 3. Team arranges for Meetings Faculty Team CI Meetings Transition Meetings, Entrance and Exit Conferences Writing Papers Analyzing Data 31 Collaboration Toolbox Team Formation Model Step 2. Choose Roles Choose Roles Project Leader Recorder Oral Presenter Rotation Schedule Fill out on website by February 6 Access through Project Management website Under Announcements Rotate Roles evening of Oral Presentation 32 Collaboration Toolbox Team Formation Model Formation Stage Step 2. Choose Roles Hints Project Leader is busiest the first and second rotations Recorder is busiest the second week of the first rotation Oral Presenter is busiest the first rotation 33 Collaboration Toolbox Team Formation Model Formation Stage Step 2. Project Leader Responsibilities Module 3.1 1. Oversee project 2. Plan and schedule weekly team and faculty meetings 3. Prepare work plans (Activity Lists) for project, lab sessions, and written assignments 4. Send out Agendas for faculty and team weekly meetings 24 hours in advance E-mail to team, team coordinator and people attending meetings 5. Prepares for Transition Meetings (Rotation 2 & 3) 6. Organizes and submits Completion Report (Rotation 3) the evening before the Team’s Exit Conference 34 Collaboration Toolbox Team Formation Model Formation Stage Step 2. Project Leader Responsibilities Module 3 and 8 Project Leader has extra responsibilities during each team life cycle Collaboration Toolbox Website – Module 8.2 - 8.6 Lists of responsibilities are posted on Project Leader 3.1 Recorder 3.2 Oral Presenter 3.3 E-mail reminders during the term 35 Collaboration Toolbox Team Formation Model Formation Stage Step 2. Recorder Responsibilities Module 3.2 1. Sets up Team Dropbox 2. Recorder writes Weekly Progress Report after discussing content with Team Recorder records under Section 4 of Weekly Progress Report (Course Manual 3.3.2, Module 7.4 and examples 7.4.a) Weekly Assignments are in 7.4 3.At Weekly Team Meeting Discuss team progress 4. Announcement on Stellar and Collaboration Toolbox 5. Take minutes at meetings and send out within 48 hours 36 Collaboration Toolbox Team Formation Model Formation Stage Step 2. Role Oral Presenter Responsibilities Module 3.3 System for Oral Presentations is part of Ground Rules 1. Oral Presenters follows the system agreed upon by Team 2. CI Instructors discusses responsibilities with team at meetings 3. Oral Presentation is a collaborative event Presenter presents individually Content and slides done collaboratively 37 Collaboration Toolbox Team Formation Model Formation Stage Step 2. Choose Roles Five minutes to prepare a Rotation Schedule Project Leader Recorder Oral Presenter Roles are rotated on evening of Oral Presentation Transition Meetings are first week of next rotation 38 Collaboration Toolbox Team Formation Model Step 3. Individual Strengths and Weaknesses 1. List Strengths and Weaknesses – technical and interpersonal abilities (5 minutes) 2. Discuss and record each individual team members’ Strengths and Weaknesses 3. Discuss how to utilize in the team and task process EXAMPLE: Because Sam is an excellent editor, he will be final editor for the Progress Report and the Final Paper. Or Because Mary wants to develop her editing skills she will be the final editor 39 Collaboration Toolbox Team Formation Model Entrance Conference Material Submission Formatting Module 3.4 Formatting Material Submission Strengths and Weaknesses Team Member’s Name: List Strengths List next Strength Etc. Then Weaknesses done in same format 40 Collaboration Toolbox Team Formation Model Entrance Conference Material Submission Formatting Example Strengths and Weaknesses Name: Team # Technical Strengths: core chemical engineering knowledge, including mass and energy balances, chemical reaction kinetics and thermodynamics, basic fluid mechanics, basic heat and mass transfer processes, liquid-vapor equilibrium. Technical Weaknesses: mechanical engineering knowledge on reactor and processes design. What do you want to develop in this area during the term? I want to apply directly the known chemical engineering concepts and knowledge in an integrated manner to the problem-solving process, at the same time gain further knowledge in reactor and processes design and control. Interpersonal Strengths: I can engage and facilitate discussions; have active-listening skills. Interpersonal Weaknesses: I did not have much experience with team-work and team-communication, and sometime still have bias when listening and exchanging ideas. What do you want to develop in this area during the term? I want to develop effective communication skills for teamwork. Writing and Editing Strengths: I am familiar with scientific style and format; have written 15+ reports for previous lab classes. Writing and Editing Weaknesses: I do not have previous experience with project-based reports; need proof-read and editing for writing. What do you want to develop in this area during the term? Further improve scientific writing skills; develop projectbased writing skills (agenda, minutes, weekly reports, entrance and exit reports, etc.) Presentation Strengths: I did 10 to 15-minute presentations for previous lab classes, familiar with basic structures and styles for a research presentation. Presentation Weaknesses: I loss calm and confident easily when under pressure What do you want to develop in this area during the term? Further enhance presentations skills: structures, timing, body language, pronunciation, voice) 41 Collaboration Toolbox Project Management Initiating How will others influence how the outcomes will be met? Technical and administration staff have an impact on the outcomes Establish good communication systems with others Safety issues (Safety Advisor) Ordering (Teaching Assistant and Administrative Staff) Library searches (Librarian and Writing Instructors) Expertly learn to manage your laboratory equipment (Teaching Assistant) Seek out other resources (Everyone) Example: Explain to Project Management Coordinator overview of the project and team interaction in detail Faculty Advisor and the Industrial Consultant need technical details explained and overview of how the team is interacting 42 Collaboration Toolbox Project Management Initiating What are others’ expectations? How are expectations integrated into the goals of the project? Key Outcomes Understanding of how the people involved especially the team will initiate and implement the project Understanding of dynamics of the industrial consultant in relationship to the faculty advisor and others working on the project will impact the time constraints 43 Record 5 or more Expectations of Collaboration Toolbox Team Formation Model Formation Stage Step 3. Exchange Expectations You as a Team Member and Your Team Members Use to create Mission Statement and Ground Rules Reference for Weekly Progress Reports for Section 4 and delegating Tasks on Activity Lists Transition Meetings in Rotation 2 and 3 Analyze whether the team is on track 44 Collaboration Toolbox Team Formation Model Formation Stage Step 3. Exchange Expectations Project Leader collects Faculty Advisor, Teaching Assistant and Project Management Coordinator’s expectations (some faculty advisors give the expectations to you orally in the faculty meeting) Have them give you a list of their Expectations for your team for the Project Once they have replied: Send the recorder a copy of the expectations for Dropbox folder and list in First Weekly Progress Report 45 Collaboration Toolbox Team Formation Model Step 3. Individual Strength and Weaknesses Expectations Helps team to decide relevant Ground Rules Supports team discussions Organize Writing Assignments and Oral Presentations Helps to Plan and Execute the Project 46 Collaboration Toolbox Team Formation Model Entrance Conference Material Submission Formatting Example – Expectations Team # Team Members Expectations Team Member’s Name: Follow a schedule and plan of action Complete written materials and project tasks ahead of schedule Don’t be afraid of asking for clarification from faculty Work well with team members and divide workload appropriately Don’t commit myself to more than can be accomplished Expectations You Have for Your Team Members while Participating on the 10.26/10/29 Team Develop and follow a project plan Meet intermediate deadlines for project tasks Communicate any concerns, scheduling conflicts, etc in advance Provide constructive feedback to each other Be open to suggestions and feedback Team Member’s Name: Team Members Expectations Do work on-time and take responsibility quickly and usefully for things I did wrong or not at all. Don’t avoid problems. Control my emotions when stressed and act rationally and courteously. Don’t over commit myself Put in the work necessary to complete the project in a reasonable manner. 47 Collaboration Toolbox Team Formation Model Step 4. Mission Statement Module 5 One: Define the Project's Primary Goals Foundation and the reasons to accomplish the project. May be augmented and expanded or change direction Periodic review for accuracy Discuss: Team flexibility and ability to continuously improve team and task process Explain team’s commitment to innovative approaches for maintaining quality Task approaches to problem solving Define purpose, values and direction Provide a clear and compelling statement of the team’s direction What the team will be doing long term? 48 State the team’s objectives Collaboration Toolbox Team Formation Model Step 4. Mission Statement Module 5 Two: Define the Project's Formal Organizational Structure Use ground rules, meetings, reporting activities and other team structures to support the organizational structure. Discuss: Definition of your team culture Authority for team to improve Commitment to innovative approaches Maintaining quality approaches to problem solving Sources of the team’s competitive strengths and advantages (use exercises) 49 Collaboration Toolbox Team Formation Model Step 4. Mission Statement Module 5 Three: Define the Project's Daily Operational Structure. Use your knowledge of each other’s strengths and weaknesses Time availability to create daily operational structure. Structural changes to meet Project's goals within the context of resources available Discuss: Communication structure Plan how to be flexible and to continuously improve team and task process A system to be used for innovation and quality Creation of a system for problem-solving How to implement qualifications for a quality work product. 50 Collaboration Toolbox Team Formation Model Formation Stage Step 4. Brainstorming the Mission Statement Module 5.1 Use colored post its (one color per team member) Write one idea for each element on a separate Postit One: Define Primary Goals Two: Define the Project's Formal Organizational Structure Three: Define the Project's Daily Operational Structure Go to wall and Coordinate Ideas Recorder take Post its to use to Formulate your Mission Statement when you meet 51 Collaboration Toolbox Team Formation Model Step 5. Creating Ground Rules -Meeting Team Expectations Ground Rules are Systems helping the Team to Function and Collaborate Role Responsibilities Meetings Conflict Decorum and Ethical Conduct Safety Communication Project Planning Task Delegation Preparing and Writing Reports Planning a Collaborative Oral Presentation Systems you need to create for your team! Creation of Ground Rules includes expectations of team members, faculty and 52 consultants Collaboration Toolbox Team Formation Model Step 5. How to Brainstorm Ground Rules Open the brainstorming session to discussion Clearly state “all opinions will be listened to and discussed” No evaluation or judgment voiced during brainstorming including: Nonverbal communications (gestures, etc.) Praise or criticism. No right or wrong ideas More ideas the better Some ideas may not seem appropriate at one moment but may be useful later Get agreement in Ground Rules to: Build on each others’ ideas Combine ideas that are similar 53 Collaboration Toolbox Team Formation Model Step 5. How to Brainstorm Ground Rules Leader: Review the topic by asking Why, How, or What Questions Agenda Items: Why do we need a ground rule about planning an oral presentation? How do we want to plan the oral presentation? What rules would be appropriate? Draw from team and research experiences from the past Bring “Post its” to first team meeting Gives team members time to think over the problem 54 Collaboration Toolbox Team Formation Model Step 5. How to Brainstorm Ground Rules Ask Clarifying Questions Bring copies of text messages to meeting Review and Clarify Rephrase and paraphrase all of the ideas on a blank slate or new computer screen, blank sheet of paper. Recorder is responsible for writing down all expressed ideas Communicate Ideas in the Weekly Progress Reports or Minutes to Meetings No discussion on any idea proposed during the generation process Combining ideas is not the same as discussion Don’t judge The team leader responsible for moving the team to the decision making part of the brainstorming session when appropriate 55 Collaboration Toolbox Team Formation Model Step 5. Affinity Diagram Brainstorming Ground Rules 1. Discuss Systems you want to have for Team (5 Minutes) 2. We are going to create an Oral Presentation Ground Rule System 3. Take colored “Post its” - different color for each team member a. Write three ground rules for Oral Presentation System b. One ground rule for each post it for Oral Presentation 4. Go to wall and coordinate with your team members 5. Recorder take “Post its” 6. Use ideas to decide on ground rules at your Team Meeting 56 Collaboration Toolbox Team Formation Model 5. Creation of Ground Rules - Systems “Guiding the team into mutual and individual accountability is accomplished through the construction of the ground rules.” Responsibilities Project Leader Recorder Oral Presenter Meetings General Team Meeting Meeting Topics Faculty Meetings Lateness to or Absence from Meeting Lab/ Outside Work Lab Sessions Project Planning Work and Work Distribution (Activity Lists, Milestones) Decorum and Ethical Conduct Conflict Management Effective Communication General Written Reports Oral Presentation Safety 57 Collaboration Toolbox Team Formation Model 5. Creation of Ground Rules - Systems How will the team handle over commitment by an individual team member? Do the other team members do extra work, taking away some of their personal time, or does the team discuss with the other team member expectations they have about the equitable delegation of work? It is possible that one team member is over committed at the beginning of the term while another team member is over committed at another time during the term. Ground Rules: Initially, discuss equal task distribution over the entire term rather than weekly and make the distribution dependent upon each team member’s outside work commitments. Team members will submit schedules of outside prior commitments for the term at the first team meeting and it will be updated as changes occur. Prior commitments and the team’s priorities will be the over ridding criteria for equal work distribution. 58 Collaboration Toolbox Team Formation Model Step 7. Reporting Activities Weekly Progress Report Section 4 Module 7.a/b Online version Schedule of Assignments corrected on Stellar Version on Project Management Website always correct Version in printed manual slightly different 59 Collaboration Toolbox Team Formation Model Step 7. Reporting Activities Weekly Progress Report Section 4 Module 7.a/b Schedule of Weekly Progress Report Assignments Section 4: Team is having a specific problem please discuss your problem. Use the Project Management information to describe how your team is dealing with the problem, executing your project and maintaining the team. The list each week includes items expected to be relevant to activities that week. Students should select items relevant to their team as well as any issues not mentioned and fit within length limits we discussed. (250 words – 2 paragraphs about 1 page in length) (Examples are in Module 7.4.a) 60 Collaboration Toolbox Team Formation Model Step 7. Reporting Activities Weekly Progress Report Section 4 Module 7.a/b Rotation 1 Week 3 - How is your Project Leader managing the team? Literature Search Ground Rule System Active Listening Team Life Cycles 1. Discuss how your project leader is implementing the agendas, activity lists and ground rules with your team. 2. How is your team implementing your literature search ground rules system? 3. What stage of the team life cycle is your team experiencing? Give examples and context. 4. During your weekly team meeting you performed the active listening exercise. Discuss how your team used active listening to communicate with each other how you are going to implement your project. Discuss how summarization and clarification helped the team. 61 Collaboration Toolbox Team Formation Model Step 7. Reporting Activities Weekly Progress Report Section 4 Module 7.a/b Rotation 1 Week 3 - How is your Project Leader managing the team? Literature Search Ground Rule System Active Listening Team Life Cycles The library session was useful. We changed our literature search ground rules. Using a CI meeting example of listing a few useful components of a paper’s summary for our proposal. We first read the papers listed in last year’s final report, giving us a good overview and a summary of the motivation behind our project. This was useful because the team lacked a clear understanding of what technical concepts should be studied to benefit our project. To move past the formation stage, the leader boosted team morale by bringing snacks to meetings and generating ideas for team bonding, which strengthened our interpersonal relationships, allowing us move past criticizing each other. The leader established the project objective giving our work in lab, in the team and faculty meetings more direction, helping us to envision a better experimental plan and writing the proposal. The criticism stage started out well. We were united in terms of our project goal and team culture. During the beginning of this stage, the various individual strengths of each person were established. The roadblock to move past this stage was lack of communication, including when teammates failed to communicate lateness or absence for a meeting. Even efforts to text our teammates that we would be late were thwarted by the fact that the lab was in the sub-basement of building 66, where no one had signal. We used Facebook messaging 10-15 minutes prior to the meeting or lab session if one anticipated their tardiness 62 or absence increasing communication. Collaboration Toolbox Team Formation Model Step 8. Meetings Course Manual Section 3 – Module 7.1 Decide on regular times for weekly meetings Notify by e-mail Project Leader is the Facilitator of the Team and Faculty Meetings Team Meetings are held Weekly agendas sent 24 Hours in advance Preparation Weekly Activity Lists Planning - Minutes Editing Papers Faculty Meetings are held Weekly and at the Faculty Advisor’s Discretion agendas sent 24 Hours in advance Preparation Weekly Progress Report Minutes to record the team’s activities 63 Collaboration Toolbox Team Formation Model Step 6. Team Life Cycles -Formation Questions: Discuss (5 minutes) What are we suppose to do together? What are the feelings associated with Formation? Do I want to get involved in this? Is everyone committed to this? What are the pros an cons to being on this team? What are the behaviors? Observe Learning in Lecture and Meetings How can I contribute? What is expected of me? What are the personal agendas of the other team members? Will we get along? What will you contribute? Can I trust you? What tasks do the team perform in the stage? Module 8.2-8.6 64 Collaboration Toolbox Project Management Planning and Design Example Tech savvy researchers implement ideas using the right tools: Mendeley Google Calendar or another app that allows long-term planning as well as scheduling appointments Google Calendar can be synced over all your devices since it is in the cloud Logical Framework Dropbox or other SharePoint portals Activity Lists to prioritize and use different levels of task explanation A tool for reducing stress 65 Collaboration Toolbox Team Formation Model Step 7. Reporting Activities Reports: Weekly Progress Reports with Activity Lists Agendas Proposal Progress Report Final Paper Completion Report Send Reports or Upload to Stellar and/or Dropbox when indicated to: Faculty Advisor Industrial Consultant Project Management Coordinator Team Members Teaching Assistant CI Writing Instructor as indicated Set up Dropbox: Recorder sets up Dropbox Project Leader reviews for errors and changes 66 Collaboration Toolbox Project Management Planning and Design Project Management Planning Tools to create a Project Proposal Logical Framework Gantt Charts Proposal written individually; content discussed collaboratively Agendas Meetings Weekly Progress Reports with Activity Lists Literature Review 67 Collaboration Toolbox Project Management Planning and Design Create an outline from the project description, logical framework, and information gleaned from meetings with your faculty advisor Develop an understanding of project without much detail fill in the detail over the next four weeks Example Create a generic plan for your project Describe at a high level what is expected within the project on the Logical Framework 68 Collaboration Toolbox Project Management Planning and Design Rotation 1 Week 1 Week 2 Week 3 Week 4 Form the team and understand the research question – Logical Framework Read literature Discuss Literature review Decide what papers are relevant to your project Decide on required research skills Pilot studies if necessary Order materials Set up equipment in laboratory Plan Experiments Create Logical Framework used when writing your proposal Organize access to research sources Collaborate with team members on information to be put into proposal Week 5 Week 6 Write Proposal Continue to read literature Set up equipment in laboratory Initiate Experiments Data collection and analysis 69 Collaboration Toolbox Project Management Planning and Design - Dropbox Effectively organize project information Structure the project’s files Each team will create a Dropbox file Directions in Section 3.3 Course Manual Name the parent folder “1026-Syy-Tn-descriptor” ‘yy’ is the last two digits of the calendar year, ‘n’ is the team number and ‘descriptor’ is a short, one word descriptor or acronym for your project. Example Team 5 is working a on fuel cell project in the spring term of 2016 Folder name might be “1026-S16-T5-FuelCell”: 70 The Collaboration Toolbox Team Formation Model Step 7. Reporting Activity Setting up Dropbox 1. Set up the Dropbox by February 8 2. Complete instructions are on Project Management website labeled “Dropbox” Instructions Also in Course Manual Section Section 3.4. 3. Invite your team members, faculty advisor, TA, and project management coordinator 4. The Recorder should be the Dropbox coordinator a. Responsible for i. Setting up the team folders ii. Project Leader and Recorder share documents with other team members, the project management coordinator, and faculty who want to follow your work as it develops. 5. Use Dropbox for sharing the files that team members work with during the semester a. Unreliable collaborative tool device 71 6. Close out your team folder at the end of the semester Collaboration Toolbox Project Management Planning and Design Example Goal Initiating the project Output Write a proposal Oral Presentation Tasks Form the team Calculate a schedule Determine what resources are needed Schedule weekly faculty and team meetings Schedule writing instruction meetings Schedule Entrance Conference Assumptions include Where to find information Where to hold Meetings 72 Collaboration Toolbox Project Management Executing Successful Project Leaders simultaneously manage four basic elements Resources People Equipment Material Time Critical path List of activities required to complete the project Duration time each activity takes to complete Interrelationship between the activities Milestones Money Costs Contingencies Profit (this item is minimized in this course) Scope Project size Goals Requirements Interrelated 73 Collaboration Toolbox Project Management Executing the Scope What project is supposed to accomplish Budget (of time and money) created to achieve these objectives Absolutely imperative any change to project’s scope change matched In either time or resources Increases in scope Unforeseen circumstances Idea for a project change Carefully examined to determine if benefits team and project’s outcome Identify if the project can realistically be completed in a timely manner or Scope needs to be changed 74 Collaboration Toolbox Project Management Executing the Scope What is your Project’s Scope? 75 Collaboration Toolbox Project Management Executing the Scope Example Objective Research how to reduce the amount of water needed to operate and maintain an US Army toilet Scope Change Include a reduction in waste and water used in the base camps in other areas Project Leader Obtain an appropriate change in budgeted resources Resources not adjusted Avoid the change in scope 76 Collaboration Toolbox Project Management Executing the Scope Project change ideas Carefully examine to determine if benefits the team as well as the project’s outcome Identify if the project can realistically be completed in a timely manner or If scope needs changing 77 Collaboration Toolbox Project Management Executing the Scope Example Research how to reduce the amount of water needed to operate and maintain a US Army toilet Scope change Include researching a reduction in waste and water used in the base camps in other areas Project leader must obtain an appropriate change in resources. If the budget is not adjusted, the smart project leader will avoid the change in scope. Discuss what would have to be changed in the project to accommodate this change 78 Collaboration Toolbox Project Management Executing the Scope Scope Creep Piling up of small changes alone are manageable in aggregate are significant 79 Collaboration Toolbox Project Management Executing the Scope Scope Creep Example Project calls for toilet efficiency to be increased Client decides that efficiency of the entire waste removal system should be researched Adding objective of making sure that the plumbing system works efficiently from the toilet to the sewer Looking at the flush system in relation to the sewer a minor change? Later Client wants separate report on your observations of the sewer system Is this another minor change? 80 Collaboration Toolbox Project Management Executing the Scope Scope Creep Example Two minor changes becomes a major impact upon the team’s resources of time and planning for the project Project leader cannot effectively manage the resources, time and money in a project unless scope is actively managed Have the project scope clearly identified and linked to the timeline and budget manage the project resources Include People Equipment Material If there is time you can add in the changes asked for by others 81 Collaboration Toolbox Project Management Monitoring and Controlling Project Leaders Compare project status and progress to the actual plan, as the scheduled work is performed Leaders monitor Regular communication Discuss on a regular basis with Team Members Faculty Advisor Industrial Consultant Project Management Coordinator Team and project progress and milestones Inform members of responsibilities while resources and tasks are distributed Team discusses important project related information 82 Collaboration Toolbox Project Management Monitoring and Controlling In 10.26 procedures to successfully monitor and control your project Meetings with your team, faculty advisors, project management coordinator, and writing instructors Oral Presentations Periodic Written Reports Weekly Progress Reports Agendas Activity Lists with team deadlines for tasks Meeting Minutes 83 Team Calendar Collaboration Toolbox Project Management Monitoring and Controlling Activity Lists - Project Scheduling Logical Framework and Proposal are guides Communicate what work needs to be performed and Design of Project Reflects all of the work associated with delivering the project on time Full and complete schedule enables communication of complete effort, in terms of cost and resources necessary to deliver the project. Activity Lists “Work to Be Done” in Weekly Progress Reports Project Leader records who will perform the work and the time frames (durations) Allows Project leaders, faculty advisors, the project management coordinator and the team to track resources and milestones in real time Review and update to keep everyone well informed on the overall project status 84 Collaboration Toolbox Project Management Monitoring and Controlling Decomposition Process of breaking down the work into smaller, more manageable components Highest Level elements Decomposed on the Logical Framework Lowest Level elements Summarize and delineate on a weekly basis on Activity Lists Communicate under “Work to be Done” in the Weekly Progress Reports Decomposition of schedule continues at varying rates Example: Third level of decomposition Initiating an experiment while the steps and who will do the steps in the Fourth level of decomposition Experiment tasks 85 Defined and created on a weekly Activity List. Collaboration Toolbox Project Management Monitoring and Controlling Decomposition Level of Decomposition Dependent on how much communication is needed Expectation Each task assigned to single team member Member expected to manage and report on the work necessary to deliver the task If cannot assign a single team member or Need additional visibility into the progress of that task Additional decomposition is recommended Information is recorded on the Activity Lists 86 Collaboration Toolbox Project Management Monitoring and Controlling Duration Expected time frame to complete the task Consider Skill level General availability of the team member and/or equipment Duration estimation should be realistic Example: Activity Duration: two weeks Historically, team members availability: 70% of the time due to other classes, meetings, holidays, vacations, sports, etc. Reasonable Activity Duration: three weeks 87 Collaboration Toolbox Project Management Monitoring and Controlling Schedules change Work assignments are modified Activity Lists on a weekly basis will minimize confusion and produce better results Smaller, more regular assignments to individuals Keep in mind their expectations, skill level, and motivation Benefits of using the Logical Framework, Activity List and the Weekly Progress Report include: 1.Understanding fundamental elements of the project 2.Identifying key tasks 3.Provides a framework for delegation and resource identification 4.Provides a method to manage and measure progress 5.Provides a basis for developing time estimates 6.Creates deadlines for project’s milestones 7.Increases flexibility for arranging activities in the project 88 Collaboration Toolbox Project Management Monitoring and Controlling Logical Framework, Weekly Progress Reports, Activity Lists Collective mind-map of the tasks involved in the project Details will be expanded as the project progresses THEN Detailed understanding of what is required will be explicated Example: Literature Review High level system for implementing the activity in your ground rules Leader assigns papers to read and summarize in a couple of key topic areas Ground Rules are changed Project leader estimates task duration activity list 89 Collaboration Toolbox Team Formation Model Monitoring and Controlling Step 7. Reporting Activities - Agendas Module 7.2.a/b Project Leader prepares for Weekly Faculty Meetings and Weekly Team Meetings 24 Hours in Advance Agenda Formats are on the Collaboration Toolbox website 90 Collaboration Toolbox Team Formation Model Monitoring and Controlling Step 7. Reporting Activities - Activity Lists Section 3 and Module 7.3 Project Leader Prepares for Laboratory Periods and Writing Activities Record in Weekly Progress Reports “We didn’t use activity lists the first rotation and this slowed down our ability to organize during lab periods. We instituted them in the second rotation and the efficiency improved.” 91 Collaboration Toolbox Project Management Monitoring and Controlling Activity List Implementation Project Leader needs to consider 1. Experienced in doing research, a task that takes you little time may take a new researcher a significantly longer period of time. 2. Repetitive tasks in the research (e.g. Writing up an experiment protocol/ performing a specific experiment). Do some timing of a typical protocol in order to develop a realistic time scale for the whole task. 3. You often get better results when working with people if you get them to indicate how long the task may take to complete. 4. Do a reality checks on tasks delegated – the biggest problem is people underestimating how long something will take to complete. 5. Once Activity List is started with task durations, start to develop the proposal. 92 Collaboration Toolbox Project Management Monitoring and Controlling Developing the Proposal 1. Think about how to design your project so activities can run concurrently. a. Allow team members to work on more than one task at a time. i. Helps with motivation especially when the work contains repetitive experimental work. 2. Place constraints in between tasks describing the logical order to do the activities a. May be readily available i. example researching what materials needed before working b. Use your own judgment to logically decide 3. The Proposal reflecst a plan for the project that the entire team has agreed upon and can be changed and adapted as the project progresses. 93 Collaboration Toolbox Project Management Monitoring and Controlling Developing the Proposal 4. Proposal Outline the final stage to check logic of plan and that the resources are obtainable a. Common mistake – assuming many tasks can be overlapped b. Plan must reflect constraint on the resources 5. Identify the critical path activities a. Activities if not started and finished on time have an adverse effect on the duration of the project i. May seem less immediately important than others ii. Not managed properly have a negative impact on both the project and individual team member’s ability to perform 94 Collaboration Toolbox Project Management Monitoring and Controlling Project Resource Allocation and Resource Management Resources People Materials Equipment Knowledge Time 95 Collaboration Toolbox Project Management Monitoring and Controlling Project Resource Allocation and Resource Management Example: 2 or 3 teams may need to use the same equipment at different times EACH TEAMS USE OF RESOURCE Allocated and planned Timing should be determined within the Activity Lists or USE separate Resource Plan included in the Weekly Progress Report. A resource plan describes Type of resource needed Timing of that need Critical to effective resource management As Activity Lists change Resources needed must be considered and adjusted 96 Collaboration Toolbox Project Management Monitoring and Controlling Initiating a Project Known goals are events that can be planned Some Details unknown Not knowing the types and duration of resources necessary can cause Uncertainty Structuring Logical Framework Some goals decomposed in sufficient detail creating tasks Other goals unknown procedures to follow to the agreed upon outcome When details of a goal are not sufficiently known Create Plan stating the unknowns in your proposal Goals with unknown outcome consider as unknown outcomes, or risks not fully decomposed 97 Collaboration Toolbox Project Management Monitoring and Controlling Known goals and outcomes, as well as unknown plans, Assign individual resources and time allocations established by the team Difference Unknowns the duration and resource estimates are typically less accurate 1. Use historical information (papers written by last year’s team) or industry standards to provide a higher degree of confidence in estimates to make proposal more definitive 2. All goals do not have to be decomposed and assigned to individuals prior to beginning work on a project 3. Very common to set a baseline schedule and resource plan based on estimates As the project progresses unknown goal outcomes become clearer warranting changes within the Logical Framework and Proposal 98 Collaboration Toolbox Project Management Monitoring and Controlling Managing Risks within the Project Research Risks: 1. Team member being sick or leaving for interviews 2. Poor quality data is obtained 3. Key pieces of equipment breakdown 4. Materials needed to test are not readily available Think through what might go wrong Develop strategies to manage the key risks 99 Collaboration Toolbox Project Management Monitoring and Controlling Managing Risks within the Project To Identify the key risks Brainstorming session Identify risks as a team Decide impact these risks might have on your project Assess the impact Think about expectations individual skill development scheduling Give each risk a score for impact 1-low and 5-very high Decide how likely the risks are to occur Certain to happen - Not a risk, place in the main plan Give each risk a score for likelihood between 1 and 5. 100 Collaboration Toolbox Project Management Monitoring and Controlling Risk Mitigation Approach 1. Team member absent a. Training of other project members in techniques 2. Poor quality data a. Pilot experiments b. Review data frequently c. Build in redundancy to the data collection process 3. Equipment Breakdown a. Maintenance and Spares b. Identify alternative locations (Can you borrow the equipment?) c. Develop more than one workflow. 101 Collaboration Toolbox Project Management Monitoring and Controlling Managing the Project – Two Key Elements Understanding how the project is progressing Decision making to get the project back on track Use combination of reports and meetings to measure progress Weekly Progress Reports focuses team to working on the project Meetings give a space for discussing the progress of the project At Meetings leaders assess Mood within the team Gain more knowledge from the faculty advisor 102 Identify if project is not progressing as planned Collaboration Toolbox Project Management Monitoring and Controlling Managing the Project Need to take action Avoid blaming individuals for the problems Blaming individuals less likely to report problems in future Make a decision about the course of action No Action Problem Escalates Rarely Disappears Action be taken at the cause level Not the symptom level 103 Classic Example: Working harder to solve a problem Collaboration Toolbox Project Management Monitoring and Controlling Managing the Project Then Discover no matter how hard team works the problem does not go away Corrective Action Ask “Why?” several times till you get to the root cause of the problem Then Take action at this level 104 Collaboration Toolbox Project Management Monitoring and Controlling Managing Project Changes Inevitable in any project Successful project managers effectively manage changes Record in the Weekly Progress Reports Meet on a regular basis with your faculty advisor to review and prioritize changes presented during the course of the project Meet on a regular basis with the writing instructors and the project management coordinator to increase knowledge in writing and project maintenance tasks associated with maintaining team performance 105 Collaboration Toolbox Project Management Monitoring and Controlling Managing Project Changes Three categories of changes: Necessary changes in order to meet the objectives of the project. Changes that were part of the original scope Assessment of the faculty advisor and team that certain tasks are not required in achieving the project objectives Changes due to equipment repair or modifications Changes that were not part of the original scope mutually approved by faculty advisor and the team Typically, these changes are in response to: A change because of the results from an initial experiment Additional knowledge forcing a modification in scope A new technology or product Not available earlier in the project life cycle Significantly improve the probability of project success 106 Quantify Analyze Prioritize Collaboration Toolbox Project Management Monitoring and Controlling Managing Project Changes Use a Ranking System Facilitate decision-making Makes the decision an objective choice Eliminates emotional reaction Keeps decisions as objective as possible Minimizes unnecessary work Empowers team members to add issues Escalate problems or changes to team members, faculty advisor, teaching assistant and/or project management coordinator Agendas, Activity Lists and Weekly Progress Reports are designed to track problems 107 and changes that come up on the project or task level. Collaboration Toolbox Team Formation Model Step 9. Creating a Time Management Plan Preplanning Stage Activities: (a team and task process activity) Literature Search Develop Solution Options Define the Problem Outline for Proposal includes: Technical and Time Management Plan for your Project Proposal write individually and collaborate on content so content is the same From Proposal: Execute Scope and Actions Plans for Project 108 Expand into Flexible Weekly and Daily Activity Lists for the Collaboration Toolbox Project Management Monitoring and Controlling Time Tracking Project leader ensures project is in line with expectations Includes re-evaluating a project that cannot produce the intended outcome Successful leaders incorporate various incentive programs in order to modify the culture and behavior of teams In 1026 time is a scarce resource and needs to be tracked so that the project scope is in line with the amount of time available 109 Collaboration Toolbox Project Management Closing After project tasks are completed Advisor approves outcome Evaluation is necessary to highlight project success Final Report for the research Completion Report for the team performance. Exit Conference discuss details of your team’s performance 110 Collaboration Toolbox Team Formation Model Step 7. Reporting Activities - Leader Transition Meeting Goal of Meeting is to use 1. Show your ability to communicate the team process to others 2. Suggestions by Current Project Leader to Future Project Leader to support continuity 3. Develop ability to make suggestions for improvement in your team culture 111 Collaboration Toolbox Team Leader Formation Model Step 7. Reporting Activities – Completion Report Module 13.2/3 and 3 Assess how the Team completed the Project Discuss the Team Process and how this Process affected the Task Process 112 Collaboration Toolbox Conflict Management Stages of Conflict Module 10.2 1. Latent Difference of Opinion Awareness Conflict can Emerge Competing for resources Differing goals, expectations, perspectives Considering opinions as facts 2. Acknowledgement of Differences of Opinion Parties acknowledge the potential pitfalls regarding the difference of opinion Use of appropriate conflict style 3. Discussion of Differences of Opinion Discussing common interests Separate the people from the problem Use objective criteria Find interest for mutual gain 113 Collaboration Toolbox Conflict Management Stages of Conflict Module 10.2 4. Differences of Opinion - Argument with Frustration Experiencing the conflict in markedly different ways have different guiding principles and values Parties use inappropriate or less effective conflict management styles causing people to use emotional responses Emotional responses are then substituted as an evaluation of the differences rather than the objective criteria Adjust their personal perceptions regarding the difference of opinion to meet this new evaluation measure Meeting with Project Management Coordinator 5. Differences of Opinion - Argument with Hostility In order to support the switch from principled discussions on differences to a positional discussion; personal values, beliefs, and attitudes enter the evaluation on how the differences are being perceived. Negative stereotyping of the other party is initiated. Empathy disappears. Parties feel forced into roles that they feel they cannot escape Meeting with Project Management Coordinator 114 Collaboration Toolbox Conflict Management Stages of Conflict Module 10.2 6. Difference of Opinions Mediated Parties seek mediation services to understand the consequences of their perceived differences. Institute structural changes to their differences of opinion such as agreed upon ground rules. Change perception of the problem and make adjustments or Parties unable to respect the process and the differences remain unsettled Mediators are able to separate resolution from settlement in a work place situation because in this environment people can work together when all issues are not resolved. In personal situations this may not be an option. 7. Differences of Opinion Unresolved Perceptions are solidified and parties remain intractable. Project Management Coordinator makes decisions for structuring team 8. Isolation of Conflict by Parties or Violence Parties remain constant in their values, attitudes, and beliefs about a difference of 115 opinion. Collaboration Toolbox Conflict Management Stages of Conflict Module 10.2 Stage 2 or 3 Typical Differences of Opinion 1. Having different opinions about each other’s ability to do the research 2. Disagreements about direction of the project 3. Not helping the oral presenter create the oral presentation 4. Stating you will do something and then not doing it in a timely manner 5. Having to share equipment with other teams 6. Equipment breaking down and having to wait for parts 7. Inadequate data analysis; not analyzing your data soon after completing experiments 8. Not accomplishing assignments as scheduled by Project Leader 9. Dealing with stress 10. Taking a risk 11. Disobeying requests or rules 12. Not adhering to safety rules 13. Family issues that have an impact on one team member’s time and focus 14. Not completing project management assignments timely 116 Collaboration Toolbox Conflict Management Stages of Conflict Module 10.2 Stage 2 or 3 Typical Differences of Opinion 1. Having different opinions about each other’s ability to do the research 2. Disagreements about direction of the project 3. Not helping the oral presenter create the oral presentation 4. Stating you will do something and then not doing it in a timely manner 5. Having to share equipment with other teams 6. Equipment breaking down and having to wait for parts 7. Inadequate data analysis; not analyzing your data soon after completing experiments 8. Not accomplishing assignments as scheduled by Project Leader 9. Dealing with stress 10. Taking a risk 11. Disobeying requests or rules 12. Not adhering to safety rules 13. Family issues that have an impact on one team member’s time and focus 14. Not completing project management assignments timely 117 Collaboration Toolbox Conflict Management Stages of Conflict Module 10.2 Stage 4 or 5 Typical Differences of Opinion 1. Having a different motivation level than another team member 2. Not adhering to the ground rules multiple times 3. Leaving lab early 4. Double booking classes 5. Talking about a team member to the other team member 6. Disagreements about milestones of the project 7. Testing someone's power or control when you are not the Project Leader 8. Speaking up for someone's rights or beliefs 9. Criticizing someone's performance, behavior, or attitude 10. Being ignored or belittled 11. Letting one or two team members do all the work 12. Attempting to do all the experimental work in the last 4 weeks 118 Collaboration Toolbox Conflict Management Stages of Conflict Module 10.2 Stage 4 or 5 Typical Differences of Opinion 13. Not communicating serious problems with the project or the team to the project management coordinator or faculty advisor before problem affects project’s progress. 14. In Rotation 1 not clearly discussing the project so proposals have same information when writing paper individually 15 One team member having a double major and becoming overwhelmed by assignments during Rotation 2 when collaborating on reports is essential. 16. Team member has an extra curricular activity that they did not anticipate having an impact on their time 17. One team member has part of a collaborative assignment and the other team members cannot locate them 18. Faculty advisor says you do not have to do a certain task and industrial consultant disagrees 19. Seniors taking the course have ineffectual organization of team in ICE leaving ICE assignments to last minute and have to focus on these assignments rather than the 119 1026 assignments Collaboration Toolbox Conflict Management Stages of Conflict Module 10.2 Principled Negotiation, TKI, MBTI PRINCIPLE #1 Separate the people from the problem. Learn to separate people difficulties from substantive issues. "Be soft on the people and hard on the problem. “Use psychological tools to handle psychological difficulties; analytical tools to address substantive issues. PRINCIPLE #2 Focus on interests, not positions. Positional bargaining causes people to "dig in their heels” and maintain their position to avoid losing face. Learn to look behind positions for interests, some of which you may share. PRINCIPLE #3 Invent options for mutual gain. Work with your partner to create additional options to explore. Use brainstorming techniques to create a larger number of quality ideas to serve your common interests. PRINCIPLE #4 Insist on objective criteria. Appeal to objective standards and outside sources to judge the quality of your agreements. This not only helps "separate the people from the problem”, but also allows negotiators to work together to identify possible measures of fairness. (Fisher, R., Ury, W. & Patton, B., 1991) 120 Collaboration Toolbox Entrance Conference Module 3 Conference Participation You decide as a Team when your Conference will be held Doodle Conferences Times February 8 – February 18 If none of the times work for your team contact Chloe or myself Schedule Entrance Conference by February 7 Duration One hour Laboratory Teaching Assistant should attend All must participate “no excuses” Conference cancelled if all team members not in attendance You can reschedule because of illness or unforeseen circumstances 121 Collaboration Toolbox Team Correspondence [email protected] [email protected] When e-mailing in subject line: Last name-team#-your e-mail subject-date or sequential number Reports: Weekly Progress Reports Team and Faculty Meeting Agendas Minutes Completion Report (uploaded into Dropbox) **Send reports as an attachment must have same information in subject line of word documents. Do not send or upload to Dropbox any of the above documents in PDF 122 format, unless you also upload in word format. Collaboration Toolbox Entrance Conference Team Booklet Material Submission and Assignment Entrance Conference Read Module 1.4 Night before the Conference Discussion at conference Recorder uploads into separate folders in Drop Box 24 hours before your Entrance Conference the following (must be before 10pm night before) DOCUMENTS - NO PDF Ground Rules Drop Box folder - “Ground Rules” Mission Statement (Drop Box folder - “Mission Statement” Personal Strength and Weaknesses Drop Box Folder – “Strengths, Weaknesses” Expectations (Drop Box Folder – “Expectations”) Team Calendar Send me a URL Show schedule for experiments and meetings and other term commitments. You choose what calendar your team will use (Drop Box folder link to Calendar) Decide on Team meeting weekly time 123 Faculty meeting weekly time Collaboration Toolbox Lectures Purpose Situational Leadership Purpose: 1. Acquaint Project Leaders with how to manage effective task assignments 3. Exercise to practice Situational Leadership Sharing the Team Experience Purpose: 1. Problem Solve with other teams 2. Learn to discuss team process problems and use effective conflict management techniques to solve them 3. Introduction to Principled Negotiation Practices 124 Collaboration Toolbox Problem Solving Eliminate Confusions and Frustrations! “Project Management is taking time from our laboratory work” “We shouldn’t have to report on the team process every week in the Weekly Progress Report” “There was no change so I just said the same thing in Section 4” “I didn’t know that we were suppose to have both a team meeting and a faculty team meeting and send agendas for both” Problem Solve! 125
