The Matrix: high performance organization.com

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The Matrix high performance organization.com

• Jacqueline Coleman, M.Ed, MSM

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Objectives

• To deal with managers as they are, where they are
  and to build the base of skill from that vantage
  point
• To review a nonprofit model of performance based
  on business school concepts and
• To present practical tools and principles for
  managing for success focusing on staff, projects
  and resources

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Key Question.

• What information were you never given as a novice
  project manager that, in retrospect, could have
  made your job easier?

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Commentary on Project Management

• Through the 90s and into the 21st century,
  project-based management will sweep aside
  traditional functional line management
• Managers will use project-based management for
  introducing strategic planning and for winning
  and maintaining competitive advantage.
• Source International Journal of Project Mgt.

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PEOPLE
Management Innovation
PROCESS
RESOURCES/ TOOLS
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FRAME 1 PEOPLE

• Also known as Leadership

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FRAME 1 The Program Manager

• ___1. Background and experience
• ___2. Leadership and strategic expertise
• ___3. Technical expertise
• ___4. Interpersonal competence/people skills
• ___5. Proven managerial ability
• ___6. Commitment to the program goal and its
  completion
• ___7. Ability to communicate and share
  responsibility and power
• ___8. Willingness to admit errot and bias and to
  be corrected
• ___9. Ability to trust, help others and be helped
• ___10. A team player, not a self-oriented hero

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Leadership

• Level 5 Executive
• Level 4 Effective Leader
• Level 3 Competent Manager
• Level 2 Contributing Team Member
• Level 1 Highly Capable Individual

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I. Communication
Testing Yourself Give each form of
communications below a ranking for impact _____
by body language _____ by tone of voice _____
by content. Source The Journal of Counseling
Psychology, Vol. 31, 1967.
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Interpersonal Communications

• Involves people who have a shared history, who
  are interdependent on one another
• Consists of
• Speech
• Nonverbal
• Unconscious
• Summarizing
• Listening
• Questioning
• Initiating
• Turn-taking

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Communications Six People

• Who you think you are
• Who you think the other person is
• Who you think the other person thinks you are
• Who the other person thinks s/he is
• Who the other person thinks you are
• Who the other persons thinks you think s/he is

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The Secret

• Everything thats coming into your life
• you are attracting into your life. And its
  attracted to you by virtue of the images you are
  holding in your mind. Its what
• you are thinking.
• Whatever is going on in your mind you are
  attracting to you.

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FRAME 2 PROCESS

• Program management is the process of managing
  multiple ongoing inter-dependent projects. An
  example would be that of designing and providing
  support infrastructure for an organization. This
  requires hundreds, or even thousands, of separate
  projects. In an organization or enterprise,
  Program Management also reflects the emphasis on
  coordinating and prioritizing resources across
  projects, departments, and entities to ensure
  that resource contention is managed from a global
  focus.

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• The Basics of Project Management
• Defining
• Planning
• Organizing
• Controlling
• Closing

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A Nonprofit Performance Model
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Program Management Macro Schema
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Organizational Culture
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Baseline Determinants for CBOs

• Capacity to write effective grants and fundraise
• Capacity to submit reports
• To collect data
• To develop sound programs
• To train and retain staff
• To manage larger agency needs

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Twelve Points to Remember

• Understand the context of project management
• Recognize project team conflict as progress.
• Understand who the stakeholders are and what they
  want.

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Twelve Points to Remember

• Accept and use the political nature of
  organizations
• Lead from the front.
• Understand what success means.
• Build and maintain a cohesive team.

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Twelve Points to Remember
8. Enthusiasm and despair are both
infectious. 9. One look forward is worth two
looks back. 10. Remember what you are trying to
do.
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Twelve Points to Remember

• Use time carefully or it will use you.
• Above all, plan, plan, plan.

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PERFORM model
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13th Point to Remember
Contact Vision Que!, LLC Jacqueline Coleman,
Principal visionque_at_netzero.net 202.460.1407
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FRAME 3 RESOURCES
Effective Strategic Planning is an essential and
creative process that propels organizations to
new heights and results in the development of
innovative and empowered agents of change. The
journey from present-day operations to future
possibilities demands focused leadership and
a blueprint to guide the process.
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Situational Analysis
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Action Planning Worksheet Objective