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Stacey Agreement And Certainty Matrix

12 Apr 2021, by prizm in Uncategorized

Projects are almost safe when cause-and-effect relationships are known and when similar projects have been carried out in the past. It is then generally possible to extrapolate from previous experiments to predict the outcome of a new project. Techniques such as parametric and analog estimates depend on this information. Projects that are far from certain are needed to provide something new and innovative (or at least new for the host organization that is implementing the project). Often, cause-and-effect relationships are not clear. Past experiences are not very helpful when trying to plan. Some projects are very sure of the possible objectives and how they can be achieved, but there is less agreement on the most important objectives. This can be illustrated by a project manager who has problems developing a business case acceptable to multiple stakeholders who have different views on value. The Stacey matrix has a lot in common with other models based on complexity.

For example, a project in Zone 1 is probably the same as a Type A project in the WHOW model. Similarly, Zone 2 projects in this Type B model are similar, etc. Members of a group, team or organization have different views on the project`s objectives and their achievement. Governance, management style and approach to project management depend on the degree of agreement. This area includes an area where the combination of low match or low security makes the project a complex management problem. This is the area that often leads to poor decision-making practices when it really comes to a high level of creativity, innovation and freedom in relation to past constraints on creating new solutions. Where there is little convergence and little security, anarchy can prevail. Individuals and organizations sometimes resort to prevention, but such situations cannot always be avoided. Strategies are needed to address these situations if they occur. The matrix is based on two dimensions: adequacy and safety. In this section of the matrix, it is possible to collect data from the past that can be used to predict the future. Construction and engineering projects typically have a plethora of technical data that can be well specified and planned before delivery work begins.

The work is controlled by monitoring using detailed plans. The art of management and leadership is to have a number of approaches and know when to use which approach. Ralph Stacey proposed a matrix to help with this art by identifying management decisions in two dimensions: the degree of safety and the degree of agreement. Projects may have a high degree of convergence on the objectives pursued, but not much certainty as to the cause and effect of the connections that lead to the desired objectives. Relationships between achievements, results and benefits can often fall into this category when making assumptions about how achievements bring benefits. This document by Brenda Zimmerman describes the use of Ralph Staceys Agreement – Certainty Matrix. The tool is a method of selecting appropriate administrative measures in a complex adaptive system based on the degree of security and degree of compliance in the issue in question. This area is often referred to as chaos rather than lawlessness, and the boundary between this area and the area of complexity is called the “edge of chaos.” Source: Stacey RD.

Strategic management and organizational dynamics: the challenge of complexity. Harlow: Prentice Hall, 2002. There is a large area on this diagram that lies between the anarchic region and the regions of traditional management approaches.

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