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Matrix Management Wiki

4I. Team Productivity

  • 4I1. In VM 1.0, individual productivity is optimized by keeping people busy at tasks. This requires making sure that people are working at as close to 100% of capacity as possible.
    • 4I1i. Optimizing individual productivity creates bottlenecks at the team level and therefore suboptimizes team productivity.
  • 4I2. In MM 2.0, teams are the primary structural unit and therefore need to be the focus of productivity, not individuals. Teams need to:
    • 4I2i. Include members who have the capabilities needed to produce the deliverable or achieve the goal.
    • 4I2ii. Perform at the “High Performing” stage of team development.
      • 4I2iia. The team leader is accountable to lead the team through the stages of team development and bring the team to a high performing level. (See Section 7E.)
    • 4I2iii. Use highly efficient, standardized collaborative methods for managing the work. (See Section 7D.)
    • 4I2iv. Align the priorities of all the team members.
    • 4I2v. Include contingency at key bottleneck steps in the deliverables process. (See Section 4H.)
    • 4I2vi. Create a plan to avoid or mitigate potential problems.
      • 4I2via. Do a collaborative risk assessment.
    • 4I2vii. Optimize the technical process used by the team.
  • 4I3. When team members work on a team full-time, optimization of the team is possible.
    • 4I3i. When team members work on a team full-time, there are fewer bottlenecks in the team’s technical process.
    • 4I3ii. When team members (particularly professionals) sit on multiple teams, they can quickly become a bottleneck on one or more of those teams. They are unavailable because they have commitments to another team.
  • 4I4. Teams are productive when:
    • 4I4i. Individuals commit less than 100% of their capacity.
      • 4I4ia. There should be contingency time in their schedules.
    • 4I4ii. The scope of what they are to produce is manageable.
      • 4I4iia. Manageable scope is scope that can be completed by a reasonably sized team, within a time horizon that keeps technological changes to a minimum.
    • 4I4iii. The team’s goal or deliverable is clearly connected to the strategic intent.
    • 4I4iv. The team leader negotiates and commits to a goal or deliverable that the team feels it can reasonably achieve.
    • 4I4v. There is personal recognition within the team.
    • 4I4vi. The team acts as a unified whole: all the parts are integrated into a whole.
    • 4I4vii. Team members support one another and are committed to their teammates’ growth and success.