Built Environment CommsPro Lesson 8 CbM Student Handout PDF

CONSTRUCTION PROJECT COMMUNICATIONS COMMITMENT- BASED MANAGEMENT (CbM™) Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course....

CONSTRUCTION PROJECT COMMUNICATIONS COMMITMENT- BASED MANAGEMENT (CbM™) Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 1 Context Good project management builds expertise in managing people in order to drive project outcomes. What if much of this intuition could be systemized? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 2. Benefits of Commitment- Based Management (CbM™) CbM™ provides a repeatable structure approach and framework to improve communication and effective coordination across all built environment projects. Transforms how a team works together Confirms that project deliverables and outcomes will happen Provides an effective process to manage performance Motivates individual and teams to go the extra mile Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 3 Objectives Use CbM™ to Use key concepts Use CbM™ to improve and frameworks of improve communication CbM™ to enable you coordination and and improve to structure achieve better performance. conversations that outcomes within drive more effective your team, project, outcomes. and in other partner organizations. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 4 How Will CbM™ Help You Deliver Better Project Outcomes in Built Environment Projects? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 5 CbM™ Addresses These Challenges Siloed behavior Conflicting Remote requirements management Complex Mass resource Specialized stakeholders coordination workforces Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 6 Addressing Challenges CbM™ addresses these challenges by eliminating complexity: Reporting hierarchies Language interpretation caused by not understanding context CbM™ encourages people to agree to do something only when they are clear about the outcomes and not to accept ill-defined objectives with rushed or shortened deadlines. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 7 CbM™ Improves 1 Communication 2 CbM™ brings a simple structure 3 to conversations between individuals involved. 4 This simplicity creates flexibility and accountability. 5 6 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 8 CbM™ Improves 1 Communication: 1 2 3 It ensures that requests are clear on the purpose, what is required, and why it matters. 4 5 6 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 9 CbM™ Improves 1 Communication: 2 2 3 It ensures proper communications between both parties—the person making the 4 request and the person agreeing to the commitment. 5 6 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 10 CbM™ Improves 1 Communication: 3 2 3 It allows the person requested to do the work to negotiate a commitment that they can 4 deliver. 5 6 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 11 CbM™ Improves 1 Communication: 4 2 3 It ensures that any changes to the requirements or work item are communicated efficiently to the 4 person doing the work. 5 6 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 12 CbM™ Improves 1 Communication: 5 2 It puts a regular dialogue in place 3 to ensure that any issues that arise are communicated, and an opportunity to resolve or 4 renegotiate the commitments is provided. 5 6 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 13 CbM™ Improves 1 Communication: 6 2 3 It provides constructive feedback when the work is completed. 4 5 6 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 14 Construction Feud: 1 Siloed behavior Challenges Addressed by 2 Conflicting requirements CbM™ 3 Remote management 4 Complex stakeholders X X X 5 Mass resource coordination 6 Specialized workforces Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 15 Construction Feud: and why it matters. 1 It ensures that requests are clear on the purpose, what is required, Ways CbM™ Improves 2 It ensures proper communications between both parties—the person making the request and the person agreeing to the commitment. Communication 3 It allows the person requested to do the work to negotiate a commitment that they can deliver. 4 It ensures that any changes to the requirements or work item are communicated efficiently to the person doing the work X X X 5 It puts a regular dialogue in place to ensure that any issues that arise are communicated. 6 It provides constructive feedback when the work is completed. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 16 Understanding the CbM™ Conceptual Framework Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 17 What Is a Commitment? Commitment (/kəˈmitm(ə)nt/) n.: A pledge or promise a performer makes to satisfy the concerns of a customer within or outside an organization. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 18 Each Commitment Is Made Between Two People Customer Performer Both the customer and the performer have a shared responsibility for the outcome. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 19 Conditions of Satisfaction (CoS) Conditions of Satisfaction (CoS)are an explicit description of all the requirements that must be satisfied for the customer to feel they received exactly what they wanted. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 20 An Example A supplier promises the site manager they will deliver 100 tons of material to the site on Tuesday at 10:00 AM. Potential issues include: A failure to deliver on time will cost money, as trades people may be lined up to do the work. Poor quality materials may need to go back to the supplier, or could cause safety issues. Failure to deliver work to the required specification could lead to poor project delivery. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 21 Complex Commitments Complex commitments have a transformative impact on a project: It establishes the project goals as commitments, then builds ownership. The project becomes a network of commitments. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 22 CbM™ Framework 118 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 23 CbM™ Framework Stage 1: Preparation Typically starts when the customer requests something of the performer. The customer and performer must explore the fundamental questions of coordinated effort: What do you mean? Do you understand what I mean? What should I do? What will you do? Who else should we talk to? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 24 CbM™ Framework The process of reaching an agreement. Stage 2: The customer and performer should Negotiation strive to obtain a common and realistic understanding. What will it take to satisfy the customer? What are the possible obstacles to delivery? What can the customer do to help if difficulties arise? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 25  The performer executes CbM™ on the commitment. Framework The customer and performer continue Stage 3: interpreting and reinterpreting their Performance agreement. This stage ends when the performer declares the task complete and submits it to the customer for evaluation. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 26 CbM™ Framework Stage 4: Feedback This is when the customer declares whether they are happy or not. Each offers the other feedback on how to work together more effectively in the future. Note that the customer and performer must come not only to a meeting of minds, but also to a common purpose. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 27 True or False? Conditions of Satisfaction are an explicit description of all the requirements that the customer would prefer be satisfied to feel they received most of what they wanted. Conditions of Satisfaction are an explicit description of all the requirements that must be satisfied for the customer to feel they received exactly what they wanted. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 28 True or False? The performance stage ends when the performer declares the task complete and submits it to the customer for evaluation. The performance stage ends when the performer declares the task complete and submits it to the customer for evaluation. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 29 Using CbM™ to Improve Coordination and Achieve Better Outcomes in Built Environment Projects Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 30 When CbM™ Goes Wrong Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 31 Derailing Stage 1: Poor Listening Happens when the customer does not set the context correctly. Customer’s concerns will not be known to the performer. Impact: The performer will lack motivation and feel disempowered. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 32 Derailing Stage 2: Avoiding Committing Happens when the customer doesn’t look for an explicit commitment or when the performer doesn’t offer to make a commitment. Impact: The actions taken are wasteful and ineffectual. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 33 Derailing Stage 3: Happens when there is an absence of Late discipline in the management of the Delivery or work commitments. Underdelivery Impact: Performer fails to complete action to the customer’s satisfaction. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 34 Derailing Stage 3: No Feedback Performer feels undervalued and disconnected from customer’s goals. Impact: Trust between the performer and the customer is eroded. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 35 What Makes a Public Commitment More Likely to Happen? Active Voluntary Explicit 120 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 36 Mission -based What Makes a Public Commitment More Likely to Happen? Active People are more likely to make good on commitments they’ve made publicly because their reputations and Voluntary trustworthiness are on the line. Explicit Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 37 Mission -based What Makes a Public Commitment More Likely to Happen? Active Skilled promise makers actively negotiate their commitment, which includes Voluntary unearthing any conflicting assumptions that could spawn misunderstandings. Explicit Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 38 Mission -based What Makes a Public Commitment More Likely to Happen? Active People assume personal responsibility when they make Voluntary commitments and promises willingly. Explicit Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 39 Mission -based What Makes a Public Commitment More Likely to Happen? Active Effective commitments must be explicit. Voluntary Abstractions are subject to multiple interpretations. Explicit Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 40 Mission -based What Makes a Public Commitment More Likely to Happen? Active When customers explain why their request is important, providers are likely to keep executing even when Voluntary they encounter unforeseen roadblocks. Explicit Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 41 Mission -based Tips to Drive Consider whether the person understands the background of why it More Effective matters. Commitments When requiring a performer be dependent on other people, agree on a time for both parties to come back together before committing. Commit to the outcome. Deliver feedback directly, but with empathy. Ensure that both parties believe the commitment is obtainable. Track commitments to ensure transparency. 123 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 42 Test: Making a Commitment More Likely to Happen Yes! No. Yes! Yes! Public Feedback Active Voluntary No. Yes! No. Yes! Tracked Explicit Unconditional Mission Based Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 43 Wrapping Up Commitment-Based Management™ Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 44 Commitment-Based Management™ Use CbM™ to improve communication and improve performance. Key concepts and frameworks of CbM™ enable you to structure conversations that drive more effective outcomes. Use CbM™ to improve coordination and achieve better outcomes. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 45 Up Next: Project Management Information Systems Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 46