Creative Maturity - Resolving the Organizational Maturity Conflict Suhail Iqbal, PE, PMP, MCT SysComp International (Pvt.) Ltd. Session # PMS03

Creative Maturity - Resolving the Organizational Maturity Conflict INTRODUCTION Creative Maturity - Resolving the Organizational Maturity Conflict

LEARNING OBJECTIVES Realize the vast gap in the various maturity models available in market and feel the need to resolve this organizational maturity conflict. Understand the need for design approach over compromise and consensus and be introduced to various design approaches to organizational maturity. Be able to understand Creative Maturity and a need for an Organizational Maturity Model.

PRESENTATION SEQUENCE INTRODUCTION CREATIVE MATURITY AND CONFLICT GAPS IN VARIOUS MATURITY MODELS DESIGNING OUT OF ORGANIZATIONAL MATURITY CONFLICT CONCLUSION

CREATIVE MATURITY AND CONFLICT

CREATIVE MATURITY AND CONFLICT Innovation and Creativity Conflicts, Conflict Resolution and De-Confliction

CREATIVE MATURITY Age and maturity brings in a new level of passion, ability and insight for creative expression. Although some areas that depend on physical performance, or accumulating and processing vast amounts of information, may become less easy or available, many creative endeavors flourish with increasingly varied life experience and the kind of vitality adult development can nurture. (Eby, Douglas. 2005).

CREATIVE MATURITY Time and Tools Young and Old Organization Single or Multiple Maturity Models Conflict?

INNOVATION Creation of new combinations New products New technology New application New markets New organizational forms Schumpter, J. A., (1934), The theory of economic development

INNOVATION AND CREATIVITY Implementation of viable business ides that result from an organization’s creativity Creativity is thinking up new things – Innovations is doing new things or turning anew idea into business success. Prather, C. W. & Gundy, L. K. (1995), Blueprints of Innovation: How creative processes can make you and your company more competitive Humphery, W. S. (1997), Managing technical people: Innovation, Teamwork, and the Software Process, (Page 137).

CONFLICTS Ongoing state of hostility between two groups of people. “Two or more parties with perceived incompatible goals, seek to undermine each other’s goal-seeking capability.” Clash of interests, values, actions and directions. Edward de bono (1990), Conflicts: A Better Way to resolve them

CONFLICT RESOLUTION Process of resolving a dispute or a conflict, by providing each side’s needs, and adequately addressing their interests so that they are satisfied with the outcome. End conflicts before they start or lead to physical fighting. Resolution methods can include conciliation, meditation, arbitration or litigation

DE-CONFLICTION Confliction: Process of setting up, promoting, encouraging, and designing conflict. De-confliction: Designing way or dissipation of the basis for the conflict. No negotiation and bargaining or even resolution of the conflict. Effort require to evaporate a conflict. Edward de bono (1990), Conflicts: A Better Way to resolve them

GAPS IN VARIOUS MATURITY MODELS

GAPS IN VARIOUS MATURITY MODELS Agree to Disagree The Two Extremes Why Design Approach?

Agree to Disagree Term used particularly in North America Remaining friendly while holding differing opinions Recognizing that they disagree Conscious decision to agree to disagree may be desirable. Expose important issues to those who may consider.

New Maturity Models Knowledge Management Maturity Model (K3M). WisdomSource, 2004. Organizational Interoperability Maturity Model for C2 (Command and Control).

Existing Maturity Models Capability Maturity Model Integration (CMMI)  Capability Maturity Model for Software (SW-CMM)  People Capability Maturity Model (P-CMM)  Software Acquisition Capability Maturity Model (SA-CMM)  Software Engineering Capability Maturity Model (SE-CMM)  Integrated Product Development Capability Maturity Model (IPD-CMM)  IT Service Capability Maturity Model (IT Service CMM) 

Existing Maturity Models Organizational Project Management Maturity Model (OPM3)  Project Management Maturity Model (PMMM) by Harold Kerzner Project Management Maturity Model (PMMM) by Jim K. Crawford Cultural Project Management Effectiveness Model (CPMEM) by PMGS PM2 Maturity Model  Project Management Process Maturity Model (PM)2M  Programme Management Maturity Model  Project Risk Maturity Model (RMM) Earned Value Management Maturity Model (EVM3) 

Existing Maturity Models Broccoli Maturity Model Services Maturity Model Self-Assessment Maturity Model (SAMM) Testing Maturity Model (TMM)  Web Services Maturity Model  Security Maturity Model (SMM)  Operations Maturity Model  e-Learning Maturity Model  eGovernment Maturity Model  Outsourcing Management Maturity Model Change Proficiency Maturity Model Performance Engineering Maturity Model   IT Architecture Maturity Model  Information Process Maturity Model  Learning Management Maturity Model (LM3)  Automated Software Testing Maturity Model  Website Maturity Model  Internet Maturity Model  Usability Maturity Model  Software Reliability Engineering Maturity Model  System Security Engineering Capability Maturity Model  Configuration Management Maturity Model 

The Two Extremes CMMI vs OPM3 Using together- lose-lose scenario (Tom Keuten, 2005) Designing our way out of conflict- win-win scenario (Edward de Bono, 1990)

CMMI vs OPM3 CMMI OPM3 Overly bureaucratic Promotes process over substance Levels Single group may exhibit all behaviors May change behavior to behavior overtime. OPM3 Splits broad concept of organization project management in three domains SMCI Best Practices, Capabilities, Outcomes and KPIs Tom Keuten (2005), CMMI and OPM3: A Powerful combination for increasing organizational maturity

Why Design Approach? Compromise – Both sides give up something Consensus – staying on agreed part, lowest common denominator Designing your way out of conflict

DESIGNING OUT OF ORGANIZATIONAL MATURITY CONFLICT

DESIGNING OUT OF ORGANIZATIONAL MATURITY CONFLICT Conflict Factors Existing Conflict Resolution Structures Design Methodology

CONFLICT FACTORS Fear Force Fair Funds Edward de bono (1990), Conflicts: A Better Way to resolve them

EXISTING CONFLICT RESOLUTION STRUCTURES Large number of competing models Win-Lose and Lose-Lose only Prolong the conflict No peer pressure or market demand No Win-Win Solution

DESIGN METHODOLOGY Highlight the problem Recognize it as potential conflict situation Aggressive and active surveying of market demand Thorough and elaborate survey Categorization of maturity models Use of numerous statistical tools Use Creative Approaches Adopt proactive approach No compromise or consensus Independent impartial third party No conflict resolution but design the way out of conflict Developers of maturity modes versus users De-confliction of maturity model developers User can be surveyed Designing the overall solution for whole industry Top Down approach Total Expert View No Government body for Standards Develop a strong third party with representation of all maturity models Expertise of creative thinkers

CONCLUSION

Contact Information Suhail Iqbal, PE,PMP, MCT CEO, SysComp International (Pvt.) Ltd. House No. 374, Street 13, F-10/2, Islamabad, 44000, PAKISTAN Ph: +92-51-2294709, FAX: +92-51-2294911 Email: suhail@syscompk.com Session # PMS03