Drexler/Sibbet Team Performance Model

As a project manager, you face many challenges, including those directly related to your team, your team's performance, and how you can deliver on time and within budget. Team Performance Model from Drexler & Sibbet addresses these challenges comprehensively, making it essential to successful project management in the 21st century.

Drexler/Sibbet Team Performance Model (DSTPM) is an evaluation of a team's capability to get results. In the early 1980s, Allan Drexler and David Sibbet developed this model, and it has been proven to be one of the most effective models available today. 

This project management model may be used as a part of team performance domain and project work performance domain.

7 Steps of Drexler/Sibbet Team Performance Model


During orientation, the team learns about the purpose and mission of the project. With a clearer understanding of the goal, you will know the specific responsibilities and rewards associated with being on the team. During orientation, you will learn why the team was created, what to expect from the team members, and how joining the team will benefit you.

Trust building

When members of a team feel trusted, it indicates that they are willing to work together on a challenging task. When members of the team feel trusted, they are more likely to when you're forming a new team, it can be difficult to establish trust. Teamwork is essential to achieving the team's purpose, so every team member will need to rely on their teammates. 

As trust is built, it sheds light on who is on the project team and what each person can bring. 

Goal clarification

A goal clarification step clarifies what to address in the project. Here, the project team prepares information about the overarching goal of the project. Such investigation might entail gathering more information about stakeholder expectations, requirements, assumptions, and acceptance criteria.


So, during this stage, the attention turns to how exactly the team will meet its goals. For this reason, the project team begins to create the list of steps it will take to reach the goals. This includes metrics like company milestones, different types of schedules, budget, and requirements.  This means they'll start committing to specific courses of action, making decisions about resource allocation, and getting their jobs defined.


Level by level, high-level plans are broken down into more concrete descriptions, such as a detailed schedule or to-do list. In this step, the project team collaborates to produce deliverables according to the schedule in the plan. 

High performance

Once the project team has worked together for some time, team members experience a heightened level of performance. They can work without supervision, experience greater success, and gain knowledge from their co-workers. When teams are filled with members who have mastered their roles and have a high level of trust, they can achieve a highly productive state called flow. During this process, boundaries and limitations disappear as everything moves together, and each team member becomes an integral part of the overall effort.


It includes working with a change on the project team or in the project environment. That may include changes to what needs to be accomplished, who is involved, who leads the project, or who does the work. Either, they need to ask themselves if they should stick with the behaviors that got them to this point, or if they need to go back to an earlier stage in order to reset expectations and reestablish teamwork.

See also: Assumptions and Constraints Analysis

Oscar Model

Extrinsic and Intrinsic Motivation Model

Gulf of Execution and Evaluation Model