Understanding people and creating the #humandigitaltwin – the opportunity for PMO’s of all sizes and shapes to improve delivery webinar, 29 November 2022

www.teamanimation.co.uk
Understanding people and creating the
#humandigitaltwin – the opportunity for PMO’s
of all sizes and shapes to improve delivery
APM PMO SIG Webinar 29 Nov 2022
Donnie MacNicol, Director

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© Team Animation Ltd
My LinkedIn persona!
Complex Change Catalyst™
focusing on the human
dimension of delivery & digital
to maximise certainty_Board
Advisor_Keynote
Speaker_Facilitator_Mentor+Co
ach_Delivery Club/Experts
Founder_Climate/Data/Digital
Activist

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Cognitive Diversity – using Opiner
https://www.linkedin.com/company/thedeliveryexperts

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What I want to share and get your feedback on
• Understanding self and others using DISC
• Applying this thinking to leadership
• Applying this thinking to teams
• Team Praxis: Improving adoption and practice of project / programme /
portfolio / change management
• Introducing the concept of the #humandigitaltwin
• An experiment at Project Data Analytics Hack #15

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Understanding self and others using
DISC

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Forest of DISC
based / similar
tools

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YOU
Communicate
Delegate
Negotiate
Resolve conflict
Celebrate
Provide feedback
Motivate others
Build teams
Deal with conflict
Make decisions
Listen Review materials

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Groupings
(Functions /
Organisations)
Teams
Relationships
Understanding of
Self
• DISC
• Universal
• Used extensively
• Multiple ways of describing and visually
representing

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I am Groot
Rocket

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Overview of the 4 DISC profiles
Description and how to get to know them better
• Be practical
• Be brief
• Be assertive
• Be to the point
• Be supportive
of my goals
Are goal oriented go-getters who are
most comfortable when they are in
charge of people and situations. They
focus on a no-nonsense approach to
bottom-line results. They are fast-
paced; task oriented and work quickly
by themselves.
Are serious, analytical, persistent,
systematic and task oriented people
who enjoy problem solving, perfecting
processes and working towards
tangible results. They do research,
make comparisons, determine risk,
calculate margins of error and then
take action.
• Be time
disciplined
• Be logical
and prepared
• Be respectful
of rules
• Be
structured
and well
organised
• Be precise
Are warm, supportive and nurturing
individuals who develop strong
networks of people who are willing to
be mutually supportive and reliable.
They are excellent team players,
courteous, friendly, good planners;
persistent workers and good with
follow through.
• Be pleasant
• Be non
assertive
• Be selfless
• Be
supportive of
my feelings
• Be sincere
• Be flexible
• Be quick paced
• Be positive
• Be generous
with your
praise
• Be supportive
of my idea
Are outgoing, friendly and
enthusiastic idea people who excel
in getting others excited about their
vision. They are fast paced, high
energy and deal with people in a
positive upbeat way; eternal
optimists that can influence people
and build alliances to accomplish
their goals.

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Interaction between key DISC profiles
• Be practical
• Be brief
• Be assertive
• Be to the point
• Be supportive
of my goals
Are goal oriented go-getters who are
most comfortable when they are in
charge of people and situations. They
focus on a no-nonsense approach to
bottom-line results. They are fast-
paced; task oriented and work quickly
by themselves.
Are warm, supportive and nurturing
individuals who develop strong
networks of people who are willing to
be mutually supportive and reliable.
They are excellent team players,
courteous, friendly, good planners;
persistent workers and good with
follow through.
• Be pleasant
• Be non
assertive
• Be selfless
• Be
supportive of
my feelings
• Be sincere

15
Interaction between key DISC profiles
Are serious, analytical, persistent,
systematic and task oriented people
who enjoy problem solving, perfecting
processes and working towards
tangible results. They do research,
make comparisons, determine risk,
calculate margins of error and then
take action.
• Be time
disciplined
• Be logical
and prepared
• Be respectful
of rules
• Be
structured
and well
organised
• Be precise
• Be flexible
• Be quick paced
• Be positive
• Be generous
with your
praise
• Be supportive
of my idea
Are outgoing, friendly and
enthusiastic idea people who excel
in getting others excited about their
vision. They are fast paced, high
energy and deal with people in a
positive upbeat way; eternal
optimists that can influence people
and build alliances to accomplish
their goals.

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Core strengths and way to engage
S
Steady
C
Conscientious
D
Dominant
I
Influential
Strengths
Will make certain those ideas
are carried out and will bring
stability to the group
Will make certain that key
details are covered and the
project is done well
Will keep the focus and
insist on results
Will generate and promote
ideas, persuade others to
become involved
Personal warmth and the
ability to build meaningful
relationships
Precise, efficient and well
organised
Assertiveness and the ability
to get the job done speedily
Enthusiasm, charm and
persuasiveness
When engaging Be Sensitive to their feelings Be Precise Be to the point Have Fun!
Under stress
Submissive, Passive,
Dependant, Hesitant,
Indecisive
Resist change, Slow to act,
Slow to begin work,
Withdrawn, Resentful
Restless, Critical, Blunt,
Un-cooperative, Irritable,
Aggressive, Pushy
Manipulative, Over-
eager, Impulsive,
Inconsistent, Unrealistic,
Waste time

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EXERCISE – Engaging with a critical stakeholder
Scenario
• An important decision is
required as quickly as
possible by an important
stakeholder
• It is a complex decision with
multiple factors to consider
• You have been tasked with
getting a favourable
decision for the project
• You know the DISC profile of
the stakeholder
Consider all the factors that
you can modify about your
approach to increase the
chances of a favourable
decision.
What do you share?
- what level of detail do you prepare?
- what do you share?
- what aspects of the issue do you lead with?
When do you engage with them?
- tell them the issue immediately or
wait until you have a greater
understanding?
- engage once or multiple times?
- when do you ask for a decision?
Where do you engage?
- F2F, telephone, email?
-at their offices, yours or neutral?
How do you engage?
- formal / informal?
- stress the urgency up front?
Who should engage with them?
- one person or multiple
people?
- same person throughout?

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How can I find my style
If you haven’t previously done a DISC based assessment, there are a
number of free versions.
For a quick and binary approach use www.ima-pm.co.uk. Note the
Green and Blue colours switch, not the description.
For a more nuanced view we would suggest the version
at www.123test.com/disc-personality-test/index.php
The first link will simply give you your primary type.
The second will give you a percentage for each of the four types. In
this example, the person’s main personality trait is Dominance with
Influence as their secondary trait.
You can use this to understand how your preferences in different P3M
functions and processes relate to those of your team.

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Genius!

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Applying this thinking to leadership

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Project Leadership Styles
C
Conscientious
S
Steady
D
Dominant
I
Influential
Simple
description of
their
leadership
style in terms
of the level of
support and
direction they
provide
Delegating
Low supportive, low
directive
Relies on thinking
Control through
preparation
Participating
High supportive, low
directive
Relies on 1-2-1
relationships
Control through
support
Telling
Low supportive, high
directive
Relies on authority
Control through
authority
Selling
High supportive,
high directive
Relies on
influencing others
Control through
influence
Typical characteristics

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Applying this thinking to teams

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A team structure you recognise?

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Different profiles create different dynamics, strengths and outcomes
2
6
1
7
14
6
4
3
14
6
S
Steady
C
Conscientious
D
Dominant
I
Influential
Primary role they
will play
Will make certain those ideas
are carried out and will bring
stability to the group
Will make certain that key
details are covered and the
project is done well
Will keep the focus and
insist on results
Will generate and promote
ideas, persuade others to
become involved

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Team Praxis:
Improving adoption and practice of
project / programme / portfolio /
change management

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The 2 critical ingredients necessary for success
Diagnostic which identifies a persons
communication and engagement style
(latter impacting how they lead and
engage with the world of projects)
• Free
• Easily accessible and online
• People centric
DISC and the Praxis Framework
Praxis is an integrated framework for
the management of projects,
programmes and portfolios
• Free
• Easily accessible and online
• Community driven
+

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Characteristics of the way people interact with process
• Perceive
• Design
• Adopt
• Deploy on the project
• Practice
• Involve others
• Adapt
• Sustain its use
• Learn from
• Share knowledge
How this impacts the management functions

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Let’s take one example - Stakeholder Management

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Team Praxis and Stakeholder management
A Blue would typically propose or want to see:
• a consistent and systematic approach to identifying, assessing and engaging with
stakeholders
• a focus on objective information about stakeholders so that a considered approach
can be identified
A Blue would typically be perceived as:
• engaging with the minimum number of stakeholders, typically in a limited manner
• cautious in engaging with stakeholders until there has been adequate assessment
and consideration of the objectives of engagement

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How to gain the maximum value from using TeamPraxis
1. Reflecting on your own style and strengths
• Identify what you would typically propose or want to see
• Consider if this is appropriate given the context
• Identify how other colour styles would tackle the same
thing – would this approach add value?
• Modify as appropriate
2. Working with others – individuals or teams
• Identify their colour style
• Consider the implications in terms of the relationship and
achieving the task
• Consider how other colour styles will tackle the task or
deal with the situation – how will this impact you?
• Modify as appropriate
• Similar approach for teams
3. Approach is applicable in other ways
• E.g. culture of the department / organisation
Reflecting on your DISC profile and the value from other styles
Assurance

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Portfolio Management is a human endeavour
An extract from Team Praxis
When implementing portfolio
management
would typically propose or want to see…
would typically be perceived as…
When operating portfolio
management processes:
would typically propose or want to see…

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Introducing the concept of the
#humandigitaltwin

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"Why you may have a thinking digital twin within a decade"
xhttps://www.bbc.co.uk/news/business-61742884

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How different Visions and Missions complement and build on each other
Team Animation Vision - “A profession where the human dimension is embedded into all areas and
where projects are delivered more successfully”
Team Praxis Mission – “enhance your team and delivery performance through human and
behavioural insights”
PDATF Human Performance Democratised Vision - “Improved project performance through insights
gained from readily available data on the impact of people on projects and projects on people”
PDATF Human Performance Mission - “To provide project professionals with freely available digital
tools that will provide insights on the impact of the human dimension from an individual, team and
organisational perspective to improve decision making and in turn project performance and
success. Aligns to the 'ethos' of easily available and widely accessible tools promoted by the
PDATF.”

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One of the many things that goes into making us who we are
?

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Lets not get ahead of ourselves – we have a ways to go yet!
Jeff Goldblum character in 1993 Jurassic Park
Jeff Goldblum character in 1993 Jurassic Park
..PMO’s, Psychologists and Data Analysts..

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Imagine we had the following data….
• Individual
• Personality / motivation / preferences / energy
• Biases
• Physiological state <> Emotional State
• Reaction to external events
• Interactions
• Who is interacting with who, where, for what purpose and for
how long (formal and informal networks)
• Information
• What information is being shared with whom
• Team(s)
• Dynamics within and between the team(s)
• Project / Programme / Portfolio
• Objective – performance assessed in many different ways
• Subjective – sentiment analysis / how people are feeling wrt
success
Assuming we would want to capture, have the capacity or capability to analyse or ability to gain insight or opportunity from

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An infinite number of use cases – where to start…..

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An experiment at Project Data
Analytics Hack #15

PDACOMMUNITY
PROJECT DATA ANALYTICS COMMUNITY
PROJECTING SUCCESS
Copyright Projecting Success 2021
Not to be reproduced without permission
Behavioural Insights into Project
Performance
We believe that “Insights about and feedback from individuals can be used
to improve team and project performance”
We ran an experiment at Hack15 gathering this data with the intention to
share as part of a Challenge at Hack16
The nirvana situation is to not only predict but also identify actions to
shape and maximise team and project performance using these insights
and feedback. We wanted to test if:
• We can predict who will succeed in the hack
• We can predict who will forecast their final score closest to the score the
judges give them
• We can predict if teams will not be successful
•Jo Jolly
•Catherine Wilson
•Jonathan Williams
•Alex Robertson
•Yoshi Soornack
•Donnie MacNicol
•Kelvin McGrath

PDACOMMUNITY
PROJECTING SUCCESS
WHAT – typical reports
Examples of standard confidential individual reports that MeetingQuality can
produce

PDACOMMUNITY
PROJECTING SUCCESS
A. MQProfile
Seen as of value by all 4 types
Blues who are typically , analytical, persistent, systematic and task oriented
people who enjoy problem solving, perfecting processes and working
towards tangible results – obvious why PDA would be attractive
Reds who are typically goal oriented, most comfortable when they are in
charge of situation and focus on a no-nonsense approach to bottom-line
results – so different motivation
Yellows who are typically outgoing, enthusiastic idea people who excel in
getting others excited about their vision, often fast paced and eternal
optimists – they get excited about the possibility that PDA brings
Greens who are typically supportive, develop strong networks of people
and not necessarily motivated by the “hard” / analytical nature of PDA
unless the value to people can be demonstrated

PDACOMMUNITY
PROJECTING SUCCESS
A+E. MQProfile + Judges
Lowest and highest scoring from the judges before final assessment

PDACOMMUNITY
PROJECTING SUCCESS
B. Team Demographics
High Performing Low Performing
What impact does experience have on Project:Hack
performance?
Does having a high percentage of data novices
impact the team's overall success?
Is there such a thing as having too many leaders?

PDACOMMUNITY
PROJECTING SUCCESS
Hackers were asked to score these questions using the sliding scale which returned a
value of between 0 or 100
C. Behavioural Insights

PDACOMMUNITY
PROJECTING SUCCESS
High Performing Low Performing

PDACOMMUNITY
PROJECTING SUCCESS
How cool is the technology?
Trend across all touch points over the two days.
Round 1 Round 2 Round 3 Round 4

PDACOMMUNITY
PROJECTING SUCCESS
D. Written responses
"What are your confidence levels around the team's performance potential
for this challenge?"
Standard Word Cloud MeetingQuality Emoji Cloud

PDACOMMUNITY
PROJECTING SUCCESS
“How would you feel about raising concerns in this group if you spotted
something wrong?”
Standard Word Cloud MeetingQuality Emoji Cloud

PDACOMMUNITY
PROJECTING SUCCESS
There is one dot per phrase. The higher
the percentage of the dot on the graph
the greater the intensity.
Interestingly the text responses
generated more information - overall the
teams got more sad, less confident
and more tentative.
More emotive perhaps as the deadline
closes in?
Round 3 Round 4
Emotion Measurements
All free format text responses for both rounds 3 & 4 have been analysed to provide emotion measurements

PDACOMMUNITY
PROJECTING SUCCESS
Technology perception was the most accurate
predictor of judges scoring. (<0.05)
• Attendees perception of how “cool” the technology
was, was the only significant predictor for the judges
scoring.
• Similarly, a key factor in the final set of judging was
the clear visions set by the winners.
• We can assume that winning solutions are those that
are more technically advanced solutions in perception
but also reality.
Our Findings
How does this apply to projects…

Understanding people and creating the #humandigitaltwin – the opportunity for PMO’s of all sizes and shapes to improve delivery webinar, 29 November 2022

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