How to do project management in a matrix with mixed strong / balanced / weak competency centers. The 6 Cs matrix management model from Global-Integration.

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Free Powerpoint Templates
PjM in a rich matrix
Cédric FLAMME – June 2013
cedric.flamme@gmail.com
be.linkedin.com/in/cedricflamme

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or …
how to do project management in a matrix with
mixed strong / balanced / weak competency centers

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Agenda
• What? Alignment on terms
• Why? Alignment on sense
• How? 6 C‟s matrix mgt model
1. Clarity
2. Context
3. Cooperation
4. Community
5. Control
6. Communication
7. Conflicts
• Conclusion
• Further studies
• Tips and tricks

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Alignment on termsOrganisation
Functional
Matrix
Projectized
Weak Balanced Strong
PjM Secretary Coordinator Vizir All mighty The boss
The balanced matrix is the most uncomfortable for the project
manager but most productive area.
Matrix challenges: the dotted lines, no team norming, project vs.
competency objectives

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Alignment on sense
Why a matrix? for productivity
optimisation, thanks to increased flexibility and
pooled resource exploitation over concurrent
needs.
This is deliberately traded at the expense of
clarity, teamwork, and control.
No frozen rules or roles: these are moving targets.
Forget about systematic teamwork!
Control must be diluted in the matrix, or it will fail.

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The 6 C‟s to make the matrix work
Clarity 
• Manage 2 bosses
• Trade-offs, dilemmas
• Conflicts
Cooperation 
• Break silos
Control 
• Accountability
without authority
• Diluted decisions
Context 
• High-level alignment
on targets
Community 
• “one R&D together”
• “engage”
Communication 
• Multiple channels
• Multiple technologies
Conflicts 
• Matrix is a jungle
• Constructive conflicts 6 C’s model: from
Global-Integration

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The 6 C‟s to make the matrix work
Clarity
Living with ambiguity
Delegated priority decisions
Delegated conflict resolution
Delegated decision making
with context awareness
Context
Why we are in a matrix
High-level guidelines on
priorities
Success criteria for a matrix
Tools & techniques per „C‟

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The 6 C‟s to make the matrix work
Cooperation
The matrix must break silos.
Different modes:
• (3-6) a team
• (10-15) a group
• (50) a community
• (150) a network
Community
Sense of identity
Keep building common spirit
and sense of identity
• Top-down (“one R&D”)
• Radiating: PIE

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The 6 C‟s to make the matrix work
Control
Build trust to reach
• Accountability without control
• Getting things done without
authority
Exploit side opportunities
Prefer volunteers
Be normative, expert, social
Apply influencing techniques
Communication
Multiplicity of
medium, audience, modes
(push/pull/interactive)
Role of social media to help on
context, community, cooperation

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Conclusion
A successful matrix gives a flexible framework enabling
(forcing) people to structure themselves on a case by case
and over time: highly aligned but loosely coupled.
In other words: it is an efficient organized mess
By analogy we can compare this to the evolution from
tribes to commercial cities.
So company organisation theories still have a lot to
progress to reach the level of civilizations.

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Further studies
• Making the Matrix Work: How Matrix Managers Engage People and
Cut Through Complexity
SkillPort: http://skillport.books24x7.com/toc.aspx?bookid=50365
• Getting things done when you are not in charge
SkillPort: http://skillport.books24x7.com/toc.aspx?bookid=2942
• The Lazy Project Manager and the Project from Hell
SkillPort: http://skillport.books24x7.com/toc.aspx?bookid=50691
• Constructive conflicts:
www.google.com + PMBOK® technique “conflict management” + your
training background
• Matrix POWER: Personality, Organisation, Will, Expertise, Relationships

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Tips and tricks
For the project manager
• Structured project kickoffs
• Share context + vision to team members
• Formulate responsibilities and expectations on a case by case
• Empower for decision the person with most expertise
• For efficient escalation, escalate to both directions of the matrix
• Communicate regularly on priorities
• Make sure top management communicates on strategy
• Make sure people have skills, info, and confidence to resolve themselves competing demands
• Be selective in email and meeting audience
• Select appropriate cooperation mode per goal. Forget systematic teamwork!
• Foresee ways to engage others in your communication (polling, Q&A, multiple presenters, etc)
For all:
• Shape your own goals: identify routine goals, create your proposal
• Shape your own role: clarify engagement to your bosses and colleagues
• Goals overload: early assess and prioritize expectations from multiple reporting lines