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Presentation, Copyright Primary Goals, 2008 Polarity Map ™, Copyright © PMA 2002 0 Flexibility and Structure Within Information Technology This presentation.

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Presentation on theme: "Presentation, Copyright Primary Goals, 2008 Polarity Map ™, Copyright © PMA 2002 0 Flexibility and Structure Within Information Technology This presentation."— Presentation transcript:

1 Presentation, Copyright Primary Goals, 2008 Polarity Map ™, Copyright © PMA Flexibility and Structure Within Information Technology This presentation illustrates how the competing needs for flexibility and structure play out within many Information Technology organizations.. & Benefits of properly managing this polarity include: Increased morale Increased quality and productivity. Reduction of costly turnover. More effective recruiting for replacement staff. An increased ability for employees to be successful.

2 Presentation, Copyright Primary Goals, 2008 Polarity Map ™, Copyright © PMA StructureFlexibility & Flexibility and Structure Within Information Technology 1.Lack of predictability. 2.Duplication of tools & process 3.Inefficiencies 4.Unclear areas of responsibility 5.Less accountability for errors 1.Greater predictability 2.Repeatable process 3.Efficiencies 4.Less ambiguity and re-work 5.Accountability that reduces error rates. Start with the assumption that both FLEXIBILITY and STRUCTURE are essential. However, too much flexibility is experienced as costly and counter-productive. Symptoms of excess flexibility create a demand for greater structure. Adding structure promises benefits such as these… So by adding structure, the problem is “fixed” and excess flexibility goes away. (but only for a little while)

3 Presentation, Copyright Primary Goals, 2008 Polarity Map ™, Copyright © PMA Lack of predictability. 2.Duplication of tools & process 3.Inefficiencies 4.Unclear areas of responsibility 5.Less accountability for errors StructureFlexibility & Flexibility and Structure Within Information Technology 1.Slower response to emerging needs 2.Inability to address subtle differences 3.Rigidity and conformity that ignores unique needs. 4.A stifling lack of creativity 5.Unnecessary steps for smaller tasks 1.Rapid response to change 2.Ability to customize for customer needs. 3.Different groups can maintain their own way of operating. 4.Opportunities to create new value. 5.The right tool at the right time 1.Greater predictability 2.Repeatable process 3.Efficiencies 4.Less ambiguity and re-work 5.Accountability that reduces error rates. All too soon, they very structures that “fixed” the excess flexibility start to create problems of their own. Too much structure creates problems that must be “fixed” when people start experiencing the costs of structure more than the benefits. So we add flexibility back into the system… And everybody is happy again… But only for a little while.

4 Presentation, Copyright Primary Goals, 2008 Polarity Map ™, Copyright © PMA StructureFlexibility & Flexibility and Structure Within Information Technology Until nobody is happy. And the cycle goes around and around.

5 Presentation, Copyright Primary Goals, 2008 Polarity Map ™, Copyright © PMA Quality Products, On Time, Within Budget Customer Dissatisfaction Poor Quality/Image/Value Values = positive results from focusing on Flexibility StructureFlexibility & Flexibility and Structure Within Information Technology Values = positive results from focusing on Structure What we see are competing values, playing out within the organization. Yet BOTH sides are actually focused on the same objective! Fears = Costs of excess Flexibility Fears = Costs of excess Structure Meanwhile, people have competing fears as well… Yet BOTH sides are actually avoiding the same outcome!

6 Presentation, Copyright Primary Goals, 2008 Polarity Map ™, Copyright © PMA Quality Products, On Time, Within Budget Customer Dissatisfaction Poor Quality/Image/Value StructureFlexibility & Flexibility and Structure Within Information Technology Fears = Costs of excess Flexibility Fears = Costs of excess Structure By focusing on common goals and common fears… We will still swing between Flexibity an Structure … But we can maximize the benefits of both, while minimizing the costs. Values = positive results from focusing on Structure Values = positive results from focusing on Flexibility

7 Presentation, Copyright Primary Goals, 2008 Polarity Map ™, Copyright © PMA Is This YOUR Information Technology Organization? Quality Products, On Time, Within Budget Values = positive results from focusing on the left pole Values = positive results from focusing on the right pole Fears = negative results from over-focusing on the left pole to the neglect of the right pole Fears = negative results from over-focusing on the right pole to the neglect of the left pole StructureFlexibility & 1.Lack of predictability. 2.Duplication of tools & process 3.Inefficiencies 4.Unclear areas of responsibility 5.Less accountability for errors 1.Slower response to emerging needs 2.Inability to address subtle differences 3.Rigidity and conformity that ignores unique needs. 4.A stifling lack of creativity 5.Unnecessary steps for smaller tasks 1.Rapid response to change 2.Ability to customize for customer needs. 3.Different groups can maintain their own way of operating. 4.Opportunities to create new value. 5.The right tool at the right time 1.Greater predictability 2.Repeatable process 3.Efficiencies 4.Less ambiguity and re-work 5.Accountability that reduces error rates. Customer Dissatisfaction Poor Quality/Image/Value

8 Presentation, Copyright Primary Goals, 2008 Polarity Map ™, Copyright © PMA Ashley Guberman & Contact Primary Goals. We’ll help you manage this and other polarities more effectively. Option 1: On-site meetings with key players critical to your own success. Objective: Perform an appropriate assessment and feedback session so that your team can fully participate in choosing how to move to higher productivity. Option 2: Working in tight collaboration with your Project Management Office for an extended engagement. Objective: Increase the use of best practices regarding change management. Increase the success rate of projects that are critical to the organization. Reduce the noise of “urgent” projects that are not critical to long term success.

9 Presentation, Copyright Primary Goals, 2008 Polarity Map ™, Copyright © PMA Organizational issues needlessly cost you time, money, employees, and customers. Solving these problems is our Primary Goal Ashley Guberman


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