PM Reston Luncheon presentation on February 15, 2017

1. Susan G. Schwartz
The River Birch Group
sgs@riverbirchgroup.com
703-395-1219

2. 2
EVOLVING ENVIRONMENTS
“The coming age of evolution won’t be
driven by physical adaptation, but by
human consciousness, creativity, and
spirit.”
Pierre Teilhard de Chardin
Jesuit Paleontologist
1881-1955

3. TEAMS
“A small number of people with
complementary skills who are committed
to a common purpose, performance
goals, and common approach for which
they hold themselves mutually
accountable.”
Jon Katzenbach

4. MATRIX TEAMS
Enables people to collaborate
across organizations enabling
them to:
 Focus on multiple business goals
 Distribute information more efficiently
 Improve budget management ~ economies of scale
 Increase responsiveness to market demands

5. MATRIX TEAMS
Staffed by individuals from:
 Different functional groups
(different managers)
 Different geographies
(virtual teams)
 Outside organizations
(partner vendors)
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6. MATRIX TEAMS
MATRIX TEAM CHALLENGES
Management can hinder success:
 Competing or conflicting group objectives
and/or loyalties
 Non-coordinated resources and work plans
 Insufficient communication vehicles between
groups
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7. 7
MATRIX TEAM ~ POSSIBLE RESULTS
 Dispersed, complex jungle
 Isolated people who become less &
less aware of organizational
happenings
 Crippled collaborative abilities

8. IT’S THE PM’S CHOICE
C O M B AT I V E C O L L A B O R AT I V E
Project Manager

9. DIVERSITY OF WORK STYLES (THE WHO)
 The whole is greater than the sum
of the parts
 Best teams contain a balance of
work styles
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10. CREATING COMPLEMENTARY
COLLABORATIVE RELATIONSHIPS
Psychological Inventories
 Identifies Personality Types
 Myers-Briggs
 DISC
Understand innate personality traits
 Manage self better
 Manage work and social interactions
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11. DIVERSE RELATIONSHIPS
DISC TOOL EXAMPLE
Driver Influencer Steadiness Conscientious
Values Competency
Concrete Results
Coaching
Creative
Expression
Loyalty
Helping Others
Quality
Accuracy
Motivation Winning
Competition
Social
Recognition
Relationships
Cooperation
Opp. To Help
Opp. To Gain KN
Show Expertise
Limits Impatient
Skeptical
Impulsive
Disorganization
Indecisive
Too Accommodating
Overly Critical
Over Analyze
Fears Being Seen as
Vulnerable
Disapproval
Being Ignored
Loss of Stability
Offending Others
Criticism
Being Wrong
Communications
Requirements
Bottom Line
Be Brief
Share
Experiences
Ask Questions
Be Amiable
Allow Time to Clarify
Focus on Facts
Min. “PEP” Talk
Needs Others
Who Will:
Weigh Pro/Con
Recognize Needs
Focus on Facts
Speak Directly
React Quickly
Be Firm w/ Others
Delegate Tasks
Make Quick Dec.
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12. GROW MODEL (THE WHAT)
COACHING FOR IMPROVED PERFORMANCE
Goal
How will you know you have achieved
your quest?
 Completed task
 Resolved Problem
Current Reality
Fully describe the starting point
 What, who, when, how often
 Cause and effects
Options
What is possible?
 Other options
 Remove a constraint
 Benefits/downsides
 Key decision factors
Will
Establish Follow-up Action
 Defined action and schedule
 Potential challenges
 When is goal accomplished
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13. ACCOUNTABILITY (THE WHY)
Clearly Defined Goals and Expectations
Individual/Group Performance Ownership
 Set realistic and “stretch” metrics
 Active communication among team members
 Peer guidance and counseling
 Objective performance evaluation and project learning
 Evolutionary process and procedures
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14. LEVERAGING MATRIX TEAMS
SUMMARY
Collaborative partnering across team matrix
Options
Brainstorm, review, and evaluate
Honest assessment of current reality
Strengths
Weaknesses
Accountability ~ role model
Connect
Communicate
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15. Susan G. Schwartz
The River Birch Group
sgs@riverbirchgroup.com
www.riverbirchgroup.com
703-395-1219