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

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

3. 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.

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

5. CREATIVE MATURITY AND CONFLICT

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

7. 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).

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

9. 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

10. 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).

11. 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

12. 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

13. 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

14. GAPS IN VARIOUS MATURITY MODELS

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

16. 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.

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

18. 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) 

19. 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) 

20. 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 

21. 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)

22. 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

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

24. DESIGNING OUT OF ORGANIZATIONAL MATURITY CONFLICT

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

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

27. 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

28. 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

29. CONCLUSION

30. Contact Information
Suhail Iqbal, PE,PMP, MCT
CEO, SysComp International (Pvt.) Ltd.
House No. 374, Street 13, F-10/2, Islamabad, 44000, PAKISTAN
Ph: , FAX:
Session # PMS03