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Accountability

Delivering value and profitability


with Accountability

PRESENTED BY:
Lou Gasco
MüTō Performance Corp.
Lou.Gasco@MuToCorp.com
212-842-0508

© 2008 All rights reserved, MüTō Performance Corp


Use of this Presentation
• This presentation is intended for use by Project Management, Program Management,
or Senior I.T. Leadership to understand the nature of the most common obstacles
found by project managers on typical projects.
• The presentation typically takes from 60 - 90 minutes to complete with Q&A, and
depending on audience participation.
• The content on this presentation is protected by copyright law. Any duplication of any
part of this presentation requires the explicit authorization of MüTō Performance
Corporation.
• Upon completion of this presentation the audience will have a clearer understanding
that;
• they are not alone in their understanding of Accountability.
• they understand that the driving accountability requires their capability to;
• communicate clearly with team members
• motivate their teams
• hold their team mates accountable to tasks
• the earlier these skill-sets are improved the lower the impact of the risks caused by any lack
of accountability.
• Managers will have an understanding of
• …the impact and art of accountability
• …the formulation, and process for a Plan (B)
• …the execution of Plan (B)
• …the impact of Panic
• For a copy of this presentation, contact;
• Lou Gasco
• Lou.Gasco@MuToCorp.Com
• 212-842-0508 xt 3

© 2008 All rights reserved, MüTō Performance Corp


accountability (a definition)
• an obligation or willingness to accept
responsibility
• it affects the processes of…
• resolving disputes (conflict resolution)
• agreeing upon courses of action (issue
resolution, planning)
• bargaining for collective advantage (planning,
negotiation, contracting)
• and crafting outcomes to satisfy various
interests (planning, contracting)
• requires: A Contract
© 2008 All rights reserved, MüTō Performance Corp
the current state (?)
• people do what’s expected of them
• people are responsible
• people are trustworthy
• you are told the minute something
goes awry anywhere in the value chain
the team is operating on auto-pilot,
! and requires no intervention
from management

© 2008 All rights reserved, MüTō Performance Corp


more realistic (?)
• team members seem irresponsible,
dates are slipping, and obstacles exist but
no one is reporting them to you
• milestones are missed for no apparent
reason
• you feel like you are being lied to
managers must hold the team
! accountable for their participation
in the value chain
© 2008 All rights reserved, MüTō Performance Corp
added complexities?
• Our team mates are overseas
• Our team mates do not speak a common
language ‘natively’
• Our customs differ
• Our cultures differ
• Our value system is differ
• Parts of the team are in a different time
zone
• Parts of the Team work for a different
company
© 2008 All rights reserved, MüTō Performance Corp
foundations of ‘accountability’
• knowing each supplier’s role
• knowing the beneficiary’s needs
• understanding the primary, and
secondary plans for completing the
solution
• contracting team members to their
responsibilities

© 2008 All rights reserved, MüTō Performance Corp


tools of the trade
• ability to comprehend a role, and its
responsibility
• ability to negotiate conflicts to
resolutions, and contract outcomes,
setting accountability
• ability to contract team members into
their roles and responsibilities

© 2008 All rights reserved, MüTō Performance Corp


about accountability

© 2008 All rights reserved, MüTō Performance Corp


accountability in the conflict process

Resist
that that leads that leads
A Situation to a
sparks a Retreat to an
happens
Reaction Choice Outcome
Resolve

Tools Involvement
Communication

Accountability
Motivation

© 2008 All rights reserved, MüTō Performance Corp


accountability in working on an issue

What’s the Why did it Develop Follow


Agree on actions
Issue? occur? Solutions up

Tools Involvement
Communication

Accountability
Motivation

© 2008 All rights reserved, MüTō Performance Corp


accountability in detecting the unknown

external
unknowns
the known

internal
Tools Involvement unknowns
Communication

Accountability
Motivation

© 2008 All rights reserved, MüTō Performance Corp


accountability
an obligation or willingness to accept responsibility or to account for one's
actions
the contract is incomplete without the sense of accountability

agreement accountability

a need for coming to the


fulfillment of
a contract agreement on contract contract is
the contract
is initiated the contract completed

“What do I get to do if
the contract is useless you fail me on your
unless it is fulfilled
part of our
agreement?”
© 2008 All rights reserved, MüTō Performance Corp
basic contracting concepts

understanding a role by definition is necessary for the


roles project’s successful completion.

understand the sum total of a role’s responsibilities define


responsibilities that role

arriving at a an alternate plan of action, forms the foundation


mutual plan “B” for a primary course of action

© 2008 All rights reserved, MüTō Performance Corp


the s.m.e.
• subject matter expert
• by definition one with the special skill or
knowledge representing mastery of a
particular subject
• not you
• know them
• s.m.e.’s contribute greatly to your
project’s success
• not everyone is the s.m.e.

© 2008 All rights reserved, MüTō Performance Corp


the art of the contract
environmental conditions
you are planning, and all parties are amenable to ideas

project
start continues
arriving at a mutual introducing describe
agreement for action is the need for no plan “b”,
resistance?
inevitable, and requires a discussion and pen
little conflict resolution of “Plan B” contract

yes

conflict resolution process

© 2008 All rights reserved, MüTō Performance Corp


the first “resistance”
• suppliers balking at their ability to
execute being questioned
• sponsors balking at the cost of planning
or executing against a plan “b”
• beneficiaries balking at the imperfection
of plan “b”s solution
plan for success, not
for plan’s sake
channel your
responses

© 2008 All rights reserved, MüTō Performance Corp


ingredients for a plan “b”
• it is not the preferred plan
• it gets the job
done
• execution must be swift
• mutually agreed to by all parties
• must include a ‘trigger’ for its execution

© 2008 All rights reserved, MüTō Performance Corp


executing plan “b”
environmental conditions
the project is underway, there is a sense of panic in the air

project
start
all parties continues
plan “b” is alerted for no execute plan “b”
resistance?
triggered the move to ( create plan “c” )
plan “b”

yes

conflict resolution process

© 2008 All rights reserved, MüTō Performance Corp


the second “resistance”
• suppliers insistence that they “can make
it work!” but just need a little more time
• beneficiaries adamant that plan “b” will
not be the best solution
• sponsors concerned over the project
success
panic ensues
remember; plans are
not reactions
channel your
responses

© 2008 All rights reserved, MüTō Performance Corp


on “panic”

humans are vulnerable to panic and it is often


considered infectious, in the sense that one person's
panic may easily spread to other people nearby and
soon the entire group acts irrationally.
people also have the ability to prevent and control
panic by disciplined thinking/training (such as
disaster drills).
architects and city planners accommodate the
symptoms of panic during design and planning,
often using simulations to determine the best way to
lead people to a safe exit and prevent congestion
(stampedes).

© 2008 All rights reserved, MüTō Performance Corp


leading out of “panic”
leading before panic leading after panic

‘b’ stabilize the situation


n
e pla
ec ut
ex

planning for the conflict


establish damage control
inevitability of the panic resolution
scenario
com
plete
plan create and execute plan for
‘b’
recovery

the moment of panic normalcy

© 2008 All rights reserved, MüTō Performance Corp


axiom

“to fight a battle, without


knowing that the battle is
already won, is really very
stupid.”
- sun tzu

© 2008 All rights reserved, MüTō Performance Corp


lets summarize
• establishing team member accountability
• and requires knowledge of their role
• knowledge of their responsibility
• and mutual agreement on a plan ‘b’

• holding team members accountable


• requires swift execution of plan ‘b’
• and swift management of ensuing ‘panic’
reactions

© 2008 All rights reserved, MüTō Performance Corp