Key Points

focused on client success first
earn client long-term relationships
virtual resources to meet on-demand needs
look to add value to clients in specific roles in partnership with other providers
provide unbiased analysis and guidance on business and IT solution strategies

References

Reference_description_with_linked_URLs_______________________	Notes______________________________________________________________

m Consulting Process
b Sky Web Team Services
Sky Web Team SDP

Key Concepts

Team Hiring Concepts

Hire and Develop your team

As a manager of tech teams, it wasn't always easy to find the perfect person with the perfect skills for a role. I would look for the best, motivated person who I thought would make a great team mate. I then evaluated what key technical skills or experience they were missing against my ideal position requirements. If I felt I could support and develop a few missing tech skills quickly by supporting them with our team and knowledge base, I'd go for the right team mate and bet I could get value from day 1 while growing their skills to fit the role. I'm sure that's not a normal approach today. As a manager I felt just like a coach trying to build the right team and train them. I was ALWAYS in the education business to create teams that could deliver the right services and value.

Team mates can be full-time, part-time or contract

remote work is fine with travel as required to meet client needs for some roles

Potential Value Opportunities

Potential Challenges

Poor Team Behaviors to Manage - the ZODIAC

https://www.linkedin.com/posts/igor-buinevici_toxic-employees-can-ruin-your-business-activity-7213515438406688768-CRKE?utm_source=share&utm_medium=member_desktop

Nothing undermines a culture faster than the presence of danger and mistrust.

But how to define toxic behaviors?

My friend, Jeroen Kraaijenbrink, has unique definitions of those:

HiPPO – Highest Paid Person’s Opinion
ZEBRA – Zero Evidence But Really Arrogant
WOLF – Working On the Latest Fire
RHINO – Really Here In Name Only
SEAGULL – Senior Executive that Always Glides in, Unloads and Leaves Loudly
DODO – Dangerously OutDated Opinions
ViPER – Vindictive Person Endangering Results
MOUSE – Muddled Opinions, Usually Swayed Easily
PARROT – Pretty Annoying and Ridiculously Repeating OThers
DONKEY – Data Only, No Knowledge, Expertise or whY

Useful concepts to consider when working with teams. While different methods are needed to address these challenges at some point, summarizing best practices for building focused, motivated, self organizing collaborative teams that improve with effective feedback is important. I have several reference points that have been helpful to me.

Key tips to start building effective teams >> go beyond Agile

building focused, motivated, self organizing collaborative teams that improve with effective feedback is important. I have several reference points that have been helpful to me.
what's in it for the company?
what's in it for the team?
what's in it for me?
expectations, consequences
CBTP focus
powerful communication, consensus, collaboration
democratic autocracy on decisions, organizing
continuous focus on execution, change management, stakeholder consensus, value delivery
Project Homeruns >> how to deliver solutions: Discovery, Assessment, Design

How to Improve Your Score on Investments in Business, IT

How to raise your PBA (Project Batting Average ) to .900 for on time, on budget, on value delivery?

find the domain and stakeholders << VCE definition?
find the purpose << mission, value for the domain?
find the challenges << what are the current issues and problem statements?
find the history <<. what were the expectations, investments, consequences of past efforts?
find the goals and priorities now << what are the current goals, priorities and related KPI, OKR metrics
find the best solution strategy << given the goals, resources, needs, what is a candidate best solution strategy? << VCRS
find the potential value << research the potential value, impacts for a "best" solution strategy with those responsible for delivery and operation << FACTUR3DT.io << POVs
find stakeholder consensus << net value for change? ownership? VCRS keys communication, consensus, collaboration methods
find the commitment for the solution << CBTP << new expectations << new solution commitments << resource and solution planning strategies, tactics
kick off the solution process

How to manage a missed milestone on a data solutions project

how to handle missed milestone in data architecture project

https://www.linkedin.com/advice/0/heres-how-you-can-navigate-aftermath-missing-eiv5f

a financial services example ---

need defined for a new, common source of truth with central data warehouse and multiple feeds and services to solutions

<<< prior segregated data marts with ETLs to synch data as needed
<<< DQM issues, impacts
<<< IT management had poor value, credibility score with business
<<< goal was a single source of truth data warehouse with many feeds, services, secure

data services and operations teams were segregated from the data warehouse design team
the new data warehouse had never been done by the company

<<< data warehouse design team reorganized 3 times with new personnel
<<< data warehouse team had good business but not strong data architecture skills
<<< after 3 reorgs, the data model came out 6 weeks late
<<< the data warehouse team shared little until done
<<< my data services team was fully dependent on the data model
<<< the warehouse data model delivered was unusable
<<< the data services team had to engineer a working, useful data model for services
<<< we communicated weekly to the CIO our dependencies, the expected impacts of delays, bad design
<<< we weren't allowed to add resources or budget to our team
<<< our team overcame severe family problems to stay focused on delivery
<<< CIO made faces and said we needed to make the original deadline without added resources
<<< we delivered the data services to go to production 6 weeks late as well
<<< we failed to make up the lost time from the warehouse team
<<< key - we failed expectations and there were consequences for the team
<<< we created both useful data services that were accurate and a usable data model
<<< the business did use the new data lake and it became the core for all internal and client solutions as the source of truth

Process to move forward after a missed key project milestone

Own the problems first then your team's responsibilities and support clearly.
Communicate clearly, directly, immediately with all stakeholder groups.
Agree on the core team to lead analysis and solution definition going forward.
Identify problems, missed expectations, consequences.
Research together root causes for failures, missed opportunities.
Collaborate with stakeholders on options, best strategy forward to get the consensus and commitment for success in the next stage.

khub

SWT Team Concepts