| > | | | | expect from them, and whether they would be a |
| A common PM manual describes the need for a | | | | semi-permanent part of your project or just a |
| team building facilitator as: "There are stages to | | | | drop-in when the fires got out of control? |
| team development and you should be able to | | | | I add this line because I have seen projects in the |
| determine the current stage and how to get to | | | | past, which, according to the definition of all |
| the highest stage. If you are unable to make the | | | | deliverables, promises, and expectations being met |
| determination, you should call in a facilitator. A | | | | and the client paid us, were successful but the |
| facilitator is for assessment of team dynamics or | | | | participants could not wait to get away from the |
| stage of team development." But it doesn't give | | | | site, and vowed never to work with each other |
| you much help in selecting a facilitator. We will | | | | again! |
| here. | | | | If that were a twenty-four month project, the |
| 1.Somebody enabling something to | | | | team members would have lost two years from |
| happen:somebody who aids or assists in a | | | | their lives that they want to forget as quickly as |
| process, especially by encouraging people to find | | | | possible. How could an experience like that be |
| their own solutions to problems or tasks | | | | considered "successful" by anything other than |
| 2.Meeting organizer:somebody who organizes and | | | | meeting contractual specifications and getting |
| provides the services for a meeting, seminar, or | | | | paid? |
| other event | | | | But, if we extend our definition of success |
| That is what an online dictionary says a | | | | beyond the contractual aspect of the project and |
| "facilitator" is or does. | | | | look forward to working with that team again, the |
| An excerpt from a PM training manual says this: | | | | past two years could become fond memories |
| "There are stages to team development and you | | | | that we want to re-experience. |
| should be able to determine the current stage and | | | | How could "warm and fuzzy" feelings like that |
| how to get to the highest stage. If you are | | | | from a former client, vendor, or other project |
| unable to make the determination, you should call | | | | principal enhance your career as a Project |
| in a facilitator. A facilitator is for assessment of | | | | Manager? (If you aren't sure, just consider the |
| team dynamics or stage of team development. | | | | contrary position: what career impact would it |
| They should also be able to give suggestions on | | | | have for you if former project principals thought |
| how to get to the next level(s). The stages of | | | | it was an absolute disaster from a relationship |
| team development are forming (very little if any | | | | perspective and never wanted to see you again?) |
| work is being accomplished); storming (very little if | | | | If you agree that revising your definition of a |
| any work is being accomplished); norming (first | | | | successful project should include that extra |
| time significant work is accomplished); and | | | | phrase, you now have a very focused and |
| performing (highest stage and work happens | | | | perceptive question to ask facilitator-candidates: |
| efficiently.)" | | | | "How, specifically, would you design a teambuilding |
| Apparently, the profession's standard perception | | | | process for the duration of our project that |
| of a facilitator is like a fireman called in to put out | | | | would make team members want to work |
| a blaze that has gotten out of control. | | | | together on another project as soon as possible?" |
| Unfortunately, there is not a professional | | | | Some of the topics they should be able to discuss |
| qualification as "Project Facilitation Professional - | | | | (and provide details for implementation if you |
| PFP" (yet) to help us narrow the field in finding the | | | | want to know more) are: |
| best facilitator for our project. | | | | * How could you help us prevent (or reduce the |
| However, one thing a PM can do in their search | | | | impact of) these disadvantages associated with a |
| for an effective facilitator is to use a fundamental | | | | typical project matrix organization?o Team |
| of behavioral study to approach the problem | | | | members with little or no project focuso Team |
| differently: "You can not do things the way you | | | | members with decreased motivation and |
| always have and expect different results." If we | | | | innovationo Dual reportingo Performance |
| want to find a facilitator that can be more than | | | | monitoring and controllingo Lacking goal alignment |
| just a "fireman" when team development | | | | with management |
| struggles, we will have to revise many things: | | | | * How would you help us develop a value system |
| * The way we view the facilitation process as a | | | | within the project team that guides how we work |
| whole | | | | with each other? |
| * The way we look for a facilitator | | | | * How would you help us shorten (if not eliminate |
| * Review what we expect from him or her | | | | entirely) the typical development cycle of a team |
| * Reconsider how we structure their relationship | | | | through the stages of forming, storming, norming, |
| to the project. | | | | and quickly get to the performing stage? |
| The Way We View the Facilitation Process as a | | | | * How could you help us avoid or overcome |
| Whole The sooner the PMBOK admits that a | | | | these typical communication barriers on a |
| project is an organizational microcosm focused on | | | | project:o Education levelso Perceived social |
| people doing work instead of work that people | | | | statuso Attitudeso Different valueso Work |
| do, the sooner it will become evident that a | | | | pressureo Conflicting prioritieso Interdepartmental |
| specialist in organizational development (the future | | | | friction and strife |
| PFP) should be a member of the team from the | | | | * What products would you deliver from a |
| beginning, not just on-call in case a fire breaks out. | | | | project "kick-off" meeting? What would the |
| If we take enough time during project initiation to | | | | agenda contain? Who would you suggest attend? |
| look at the people first and set the foundation for | | | | How long should it run? |
| effective interaction between them, the work will | | | | Review What We Expect from Him or Her Just |
| almost take care of itself because these are | | | | as a project probably has technical experts |
| technical professionals. (If they weren't, why | | | | available as needed, the facilitator is the project's |
| would they have been hired?) | | | | "organizational development" expert and their input |
| But if all of our focus is on the work while the | | | | should be valued just as much as the other |
| people who perform it are an afterthought, it is | | | | technical experts. |
| no wonder that we have a development stage | | | | They can be designing the team development, |
| called "storming"! The very fact we name it is an | | | | interaction, monitoring, and measurement |
| admission that work, not the people who perform | | | | components during the project's initiation stage |
| it, is uppermost in our minds. | | | | while other technical experts are working on their |
| Wouldn't it be much easier to do things from the | | | | scheduling, estimating, procurement, etc. |
| beginning that prevent fires instead of having the | | | | components. |
| fireman stand by because we assume that, | | | | Recently, I was looking at a RFP for a facilitator |
| sooner-or-later, we will need him? | | | | on a construction project that said, in part, "Tell |
| The Way We Look For a Facilitator We can | | | | us what you would do in a kick-off meeting of |
| quickly narrow the field of applicants if we | | | | not more than a day-and-a-half and we anticipate |
| approach the dilemma of facilitator selection from | | | | one, or two at the most, additional meetings |
| another perspective. Let's look at the big project | | | | during the project." |
| picture first before we look at the facilitator part | | | | Essentially, that is what I am talking about by |
| of it. | | | | reconsidering how you, as a PM, look at a |
| Take a moment and write your definition of a | | | | facilitator. Instead of defining the scope of the |
| successful project. Not for a specific kind of | | | | project's requirements for facilitation services and |
| project but more of a general model. Many PMs | | | | asking, "How would you meet our needs?" and |
| will write something like, "Project success means | | | | allowing the facilitator candidates to reply, the PM |
| all deliverables and results as promised. All | | | | was telling the facilitator how long he or she could |
| expectations were met and the client pays us." | | | | take to do their job! |
| (You can add the boilerplate comments about | | | | I suggest that if PMs do not tell engineers, |
| "world class", "state-of-the-art", and "industry | | | | architects, accountants, or any other project |
| envious" later as you desire.) | | | | professionals how to do their jobs, they shouldn't |
| Now suppose you added this phrase to the end | | | | tell the facilitator how to do his or hers, either. |
| of it: "All involved agree that we would want to | | | | "Define the scope and I'll give an estimate" is the |
| work together as a team again as soon as | | | | way a company bids a project. It is also how the |
| possible!" Would that make any difference in your | | | | PM should negotiate with a facilitator. |
| criteria for selecting a facilitator, what you would | | | | |
