As engineers, we often find ourselves on a team that is supporting multiple projects. When the unexpected happens, it can affect not only the project load but also how a team operates. In these situations, teams must find creative ways of continuing to work and achieve success on their projects. This talk explores how our team adjusted when two key resources became unavailable. We'll look at both the changes in how we supported our project load and how the team had to work together. We'll share how our team members reacted to the new operating mode and address lessons learned.

1. © 2015 by Honeywell International Inc. All rights reserved.
Project Triage:
Redefining Team Dynamics to
Support Multiple Projects
Theresa M. Krack & Emily Yu
WE15, October 23, 2015
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2. © 2015 by Honeywell International Inc. All rights reserved.
Agenda/Goals
• About us & our perspectives
• Stages of Team Formation
• Our Redmond STC Team Story
- October 2014
- January – April 2015
- May 2015
- September 2015
• Questions
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3. © 2015 by Honeywell International Inc. All rights reserved.
Theresa M. Krack
2
University of
Wisconsin –
Eau Claire
(2001-2004,
B.S.)
University of
Minnesota –
Twin Cities
(2005-2006,
B.A.E.M.)
Electronic
Cable
Specialists
(2007-2009)
Carlisle
Interconnect
Technologies
(2009-2013)
Honeywell
Aerospace
(2013-Present)
University of
Wisconsin –
Madison
(2012-2014,
M.E.M.)
Dual Degree Program Online Masters
Program
CarlisleIT Acquired ECS

4. © 2015 by Honeywell International Inc. All rights reserved.
Emily Yu
• Education: Mechanical Engineering
- Bachelor: 2002-2006
- Master: 2007-2009
• Employment: Honeywell Aerospace
- Minternship: 2001-2002
- Internship: 2002-2006
- Full Time: 2006 – present
• Current Roles
- Certification Engineer
- Structures Unit Member
3

5. © 2015 by Honeywell International Inc. All rights reserved.
Emily Yu
• Society of Women Engineers
- UofM 2004-2006
- Wisconsin 2006-2013
- Pacific Northwest 2013-Present
4
• Roles Outside of Work:
- Youth and Young Adult Ministry
- Choir and Praise Team
- Translator
Theresa Krack
• Girl Scouts
- Silver Award
- Gold Award
- Lifetime member
• Martial Arts
- Judo, Brown belt
- Karate, Orange belt
- Ju Jitsu, Yellow belt

6. © 2015 by Honeywell International Inc. All rights reserved.
The Stages of Team Formation
Image source: http://stargate.mgm.com/view/series/1/index.html
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7. © 2015 by Honeywell International Inc. All rights reserved.
The key stages to team development & formation
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Forming Storming Norming Performing Adjourning
Image source: http://homemadezombie.deviantart.com/art/Tardis-337462441

8. © 2015 by Honeywell International Inc. All rights reserved.
Forming…
7
Forming Storming Norming Performing Adjourning
• Forming:
- Team members are polite & positive
- Some may be anxious, still uncertain of what the team function is
- Others will be excited about working as a team on the forth coming task
• Activities & Leadership:
- Team leader directs the team
- Clear team objectives established
- Clear direction provided for individual team members

9. © 2015 by Honeywell International Inc. All rights reserved.
Storming…
8
Forming Storming Norming Performing Adjourning
• Storming:
- Team members start to push against the established objectives and boundaries
- There may be conflict between the natural working style and the directed working style
- Team members may challenge leader’s authority or other team member’s positions
- There may be a level of discomfort with the model being used - they may feel
overwhelmed or resist taking on tasks
• Leadership Notes:
- Establish Management Operating
System (MOS)
- Provide conflict resolution and
support to team members
- Coach team members on roles and
team dynamics
• Team Activities:
- Learn and follow the team MOS
- Build trust and positive relationships
- Learn about team members work
styles and strengths

10. © 2015 by Honeywell International Inc. All rights reserved.
Norming…
9
Forming Storming Norming Performing Adjourning
• Norming:
- Team members start to resolve their differences
- There is a better appreciation and understanding of colleagues’ strengths
- Leader’s authority is starting to be respected
- Team members ask for help and constructive feedback to keep improving
- Stronger commitment to the team goal
• Leadership Notes:
- Help team members take
responsibility for progress towards
goal
- Lead a team-building activity
• Team Activities:
- Take ownership of tasks and
individual members role in
supporting the goal

11. © 2015 by Honeywell International Inc. All rights reserved.
Performing…
10
Forming Storming Norming Performing Adjourning
• Performing:
- Team is working with little to no friction
- Established MOS is working well to support the goal
- It feels much easier to be part of the team – and the coming and going of team
members has a minimal impact on the team functionality
• Leadership Notes:
- Delegation of work is key
- Focus can transition from work to
concentrating on developing your
team members
- Can start to work towards other goals
• Team Activities:
- Team members following the MOS
- Generally a highly supportive
environments
- Team members are empowered to
continue to improve the MOS

12. © 2015 by Honeywell International Inc. All rights reserved.
Adjourning…
11
Forming Storming Norming Performing Adjourning
• Adjourning:
- Closure of the project
- Celebration of success and team achievements
- Potential disbanding of the team
- Can also be called the “mourning” phase
• Leadership Notes & Team Activities
- Acknowledge the team’s and individual's successes
- Future may look uncertain
- Team members may find this stage difficult

13. © 2015 by Honeywell International Inc. All rights reserved.
Our Redmond STC Team Story
Image source: http://starwars.wikia.com/wiki/Galaxy_Far,_Far_Away
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Forces of Flight
13
MoneyFAA
Dreams
Reality

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Timeline October 2014 – September 2015
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October 2014
A divergence in the road ahead
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Let’s introduce our team, circa October 2014:
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Theresa
Emily
Mr.
Furley
Heimlich
Lumière
Spock

18. © 2015 by Honeywell International Inc. All rights reserved.
Now meet our key supporters & stakeholders:
17
Vinnie
Slimer
Don
Carlton
Scrat
Roger
Rabbit

19. © 2015 by Honeywell International Inc. All rights reserved.
Pre-October 2014 MOS
• Paired project support, not team:
- Primary Certification Engineer (CE)
- Secondary CE
• STC Projects Dashboard
• Weekly Dashboard Meetings:
- Program Manager
- Lead CEs
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CE
Primary
CE
Secondary
Project
Specific
Support

20. © 2015 by Honeywell International Inc. All rights reserved.
So what happened?
19
Theresa
Emily
Mr.
Furley
Heimlich
Lumière
Spock
Theresa
Emily
Mr.
Furley
Heimlich
Vinnie

21. © 2015 by Honeywell International Inc. All rights reserved.
MOS Adjustments October 2014
• Certification Active Response Team (C.A.R.T.)
- Task Pool
- Team Resources
• New things:
- Customer Interface Coordinator
- 2014 Project Triage Weekly Status spreadsheet
- Regular team and report out meetings:
 Biweekly Redmond Project Triage
 STC Resource Coordination (Biweekly)
 ODA Admin Touch Base
20
All
Project
Tasks
Monday
Biweekly
Redmond
Project Triage
Tuesday
STC Resource
Coordination
ODA Admin
Touch Base
Wednesday
Biweekly
Redmond
Project Triage
Thursday
STC Resource
Coordination
Friday
Ad hoc

22. © 2015 by Honeywell International Inc. All rights reserved.
Team Reactions & Interactions
• Lead’s Perspective:
- Completely new direction of
interaction for most of the team
- Core group was excited to try
something new
- One key supporter was willing to be
dynamically integrated into day-to-
day project activities
- One outlier that resisted the change:
 They needed different handling as the
kinks in the MOS were worked out
 Directed to support team meetings
but allowed to work in a more ‘heads
down’ engineering capacity
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Forming Storming Norming Performing Adjourning
• A Team Member’s Perspective:
- Nervous about whether I can step up
to face the challenge
- Understood the situation and realized
the necessity for change
- Thought of ways to adapt to and
follow new direction
- Appreciative of the clear direction
and frequent touch base with Lead

23. © 2015 by Honeywell International Inc. All rights reserved.
January – April 2015
Navigating the storm
22

24. © 2015 by Honeywell International Inc. All rights reserved.
MOS Adjustments January 2015
• Established team approach as go forward plan
- Task Pool
- Team Resources
- Customer Interface Coordinator
• Transitioned Items:
- 2015 Project Weekly Status spreadsheet
- Regular team and report out meetings:
 Weekly Redmond STC Project Coordination
Meeting
 STC Resource Coordination (Biweekly)
 ODA Admin Touch Base
23
All
Project
Tasks
Monday
Redmond
STC Project
Coordination
Meeting
Tuesday
STC
Resource
Coordination
Wednesday
ODA Admin
Touch Base
Thursday
STC
Resource
Coordination
Friday

25. © 2015 by Honeywell International Inc. All rights reserved.
Theresa
Emily
Mr.
Furley
Lumière
Vinnie
So what happened?
24
Theresa
Emily
Mr.
Furley
Heimlich
Vinnie
Theresa
Emily
Mr.
Furley
Heimlich
Vinnie
Theresa
Emily
Mr.
Furley
Vinnie
Cable

26. © 2015 by Honeywell International Inc. All rights reserved.
Team Reactions & Interactions
• Lead’s Perspective:
- Core team members started to
develop improved working
relationships
- Continued support from key stake
holder helped with team stability
- Challenges with select team
members:
 They tended to operate as individuals,
often to the detriment of the overall
team development
 They were coming and going on the
team, which was disruptive to both
the team and the projects
25
Forming Storming Norming Performing Adjourning
• A Team Member’s Perspective:
- Needed to start stepping outside of
my comfort zone
- Spent time to develop trust with the
team members and the Lead
- Supported the Lead and provided
honest, in situ feedback
- Realized that I needed to develop
skills to assess situations and identify
conflicts/ disagreements remotely
- Started to understand the criticality
of learning about my fellow team
members

27. © 2015 by Honeywell International Inc. All rights reserved.
May 2015
Let’s do the time warp again!
Image source: http://www.nydailynews.com/entertainment/tv-movies/rocky-horror-picture-show-
gallery
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28. © 2015 by Honeywell International Inc. All rights reserved.
The changes to our team, circa May 2015:
27
Theresa
Emily
Mr. Furley
Agent
Liberty
Spiderman
Sponge
Bob
Cable Vinnie
Slimer

29. © 2015 by Honeywell International Inc. All rights reserved.
MOS/Team Adjustments May 2015
• Improved integration with key supporters
• Redmond STC & VSTC Project Priorities List
- Regular Meetings
- Streamlined excel workbook
• Team Development Focus
- Full week of intensive, face-to-face training
- Follow-on mini trainings and initial on-aircraft
experience
- Target for monthly all hands team meetings
• Creation of Team Matrix
- Track team training & attendance
- Log testing support experience
28
All
Project
Tasks

30. © 2015 by Honeywell International Inc. All rights reserved.
Team Reactions & Interactions
• Lead’s Perspective:
- Great opportunity to start the team
development with face-to-face
interactions for 2 weeks
- Conscious effort is needed to keep
global team members integrated in
the team
- Confidence in core team members
allowed me to delegate additional
responsibilities and aspects of
mentoring/coaching
- Increased stability of team even
though early in overall development
29
Forming Storming Norming Performing Adjourning
• A Team Member’s Perspective:
- Became comfortable with the
changes
- Became busier with the new
responsibilities
- Initially found it was difficult to
provide focused support on team
improvements
- Noticed new personal development
opportunities for myself as a leader
within the team

31. © 2015 by Honeywell International Inc. All rights reserved.
Where are we now?
We are here!
30

32. © 2015 by Honeywell International Inc. All rights reserved.
Our story builds and continues…
31

33. © 2015 by Honeywell International Inc. All rights reserved.
As it stands now, circa September 2015:
32
Theresa
Emily
Mr. Furley
Agent
Liberty
Spiderman
Sponge
Bob
Sam Axe Darth
Vader
Vinnie
Slimer

34. © 2015 by Honeywell International Inc. All rights reserved.
The key supporters & stakeholders:
33
Don
Carlton
Scrat
Roger
Rabbit

35. © 2015 by Honeywell International Inc. All rights reserved.
Team Reactions & Interactions
• Lead’s Perspective:
- Better MOS for integration of new
team members and working together
- Big challenge managing new team
members:
 They have great motivation but little
certification experience
 Are in significantly different time
zones
- Continually observing team members
and their interactions to ensure I
provide mentoring, feedback, and
direction where needed
34
Forming Storming Norming Performing Adjourning
• A Team Member’s Perspective:
- Learning and working with new
members’ (including global)
strengths/weaknesses and limitations
- Becoming more aware of how
changes to me can be a
benefit/detriment to team
performance
- Excited with addition of new
member and improvements to come
because it will help the team

36. © 2015 by Honeywell International Inc. All rights reserved.
Key Take-Aways
• Lead’s Perspective:
- There is a lot of behind the scenes
effort to manage both a change and
new team development
- Integration of individuals from
different functional areas is critical to
overall team and project success
- It’s definitely worth it when you see:
 Team members building trust in each
other
 Find news ways to work together
 Challenging each other to do better
 The creation of inside jokes
• A Team Member’s Perspective:
- The longer it takes for you to open
up and integrate to the team, the
longer it may take for the team, and
in the end you, to succeed
- When the team is navigating through
storming, it doesn't mean we'll sink;
it just means that we are getting to
know (and trust) each other more
- Being comfortable isn't always a
good thing.
35

37. © 2015 by Honeywell International Inc. All rights reserved.
Where do we go next?
• Full integration of new team member is key
• We already have some aspects of “performing” but we have many more to
achieve
• Challenge ourselves and other team members to look for areas to improve
and grow:
- Team interactions
- Mentoring
- Team Management Operating System
- Project Support
- Culture of Action
• Continue efforts to “adjourn” on individual project efforts:
- Pause to celebrate team success
- Acknowledge individual success and growth
36

38. © 2015 by Honeywell International Inc. All rights reserved.
Questions?
37

39. © 2015 by Honeywell International Inc. All rights reserved.
Thank You!
38

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Acronyms, Works Cited &
Additional Resources
39

41. © 2015 by Honeywell International Inc. All rights reserved.
Acronyms
40
Acronym Definition
B.A.E.M. Bachelor of Aerospace Engineering & Mechanics
B.S. Bachelor of Science
C.I.C. Customer Interface Coordinator
CE Certification Engineer
ECS Electronic Cable Specialists
KU University of Kansas
M.E.M. Master of Engineering Management
MOS Management Operating System
ODA Organization Designation Authorization
PE Project Engineer
PM Program Manager
STC Supplemental Type Certificate
UMKC University of Missouri – Kansas City
UofM University of Minnesota

42. © 2015 by Honeywell International Inc. All rights reserved.
Works Cited
• Eyre, Elizabeth. “Forming, Storming, Norming, and Performing,
Understanding the Stages of Team Formation.” MindTools. n.d. Web. 24 Aug
2015.
• Lencioni, P. (2002). The Five Dysfunctions of a Team. San Francisco, CA:
JosseyBass.
• Basic Group Theory: Tuckman’s Five Stages of Group Development. (n.d.).
Retrieved September 11, 2015, from
http://tep.uoregon.edu/showcase/crmodel/strategies/basic_group_theory.h
tml
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43. © 2015 by Honeywell International Inc. All rights reserved.
Course Material
• Dakes, C. G. (2014). Applied Leadership and Management of Engineering
Organizations (ALMEO), EPD 618. Madison, WI: University of Wisconsin –
Madison.
• Jatczak, J. (2011). QETECH-118: Lean Principles. Milwaukee, WI: Milwaukee
Area Technical College.
• Steudel, H., Mann, T. M., & Russell, J. (2014). Quality Engineering and Quality
Management (QEQM), EPD 518. Madison, WI: University of Wisconsin –
Madison.
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44. © 2015 by Honeywell International Inc. All rights reserved.
Additional Resources
• Brassard, M., Finn, L., Ginn, D., & Ritter, D. (2002). The six sigma memory Jogger
II: a pocket guide of tools for six sigma improvement teams. Salem, NH: Goal/QPC.
• Brassard, M., & Ritter, D. (2010). The memory jogger 2: tools for continuous
improvement and effective planning (2nd ed.).
• Imai, M. (1986). Kaizen, the key to Japanese competitive success. New York:
McGraw-Hill Publishing Company.
• Miller, B. C. (2012). Quick brainstorming activities busy managers: 50 exercises to
spark your team's creativity and get results fast. New York: Amacom.
• Russell, J., & Russell, L. (2006). Change Basics. Alexandria, Va.: ASTD Press.
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45. © 2015 by Honeywell International Inc. All rights reserved.
Image Notes
• All images and logos are the property of their respective owners.
• Logos were retrieved from the respective company or university webpage.
• Images are cited on the first slide in which they appear, with the exception of
those used for the team avatars and clipart.
• The source for the team avatar images are as follows:
44
Image Source
Darth Vader http://www.starwars.com/databank/darth-vader
Sponge Bob http://www.nick.com/pictures/spongebob-squarepants-alphabet-terms-a-z-pictures.html
Cable http://marvel.com/universe3zx/index.php?title=File:Cable05.jpg&filetimestamp=20070612190839
Mr. Furley http://threescompany.wikia.com/wiki/Ralph_Furley
Ellen Ripley http://www.imdb.com/media/rm4280129536/ch0000852?ref_=chmi_mi_all_sf_54
Vinnie http://spaceballs.wikia.com/wiki/Vinnie
Lumière http://disney.wikia.com/wiki/Lumi%C3%A8re
Heimlich http://disney.wikia.com/wiki/Heimlich
Slimer http://ghostbusters.wikia.com/wiki/Slimer?file=SlimergbII720p004.png
Agent Liberty http://www.comicvine.com/agent-liberty/4005-8663/
Saddness http://disney.wikia.com/wiki/Sadness
Don Carlton http://pixar.wikia.com/wiki/Don_Carlton?file=MonstersUniversityDon1.png
Spock http://www.startrek.com/database_article/spock
Spiderman http://www.imdb.com/media/rm2522783232/tt0145487?ref_=ttmi_mi_all_prd_70#
Scrat http://iceage.wikia.com/wiki/Scrat
Roger Rabbit http://disney.wikia.com/wiki/Roger_Rabbit
Sam Axe http://burnnotice.wikia.com/wiki/Sam_Axe