Download presentation
Presentation is loading. Please wait.
Published byGwenda Phillips Modified over 7 years ago
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
Similar presentations
© 2024 SlidePlayer.com. Inc.
All rights reserved.