How to apply Stacey Matrix in a smart way
Stacey matrix, which today is mainly a tool for organization in project management, was originally published by organizational theorist Ralph Douglas Stacey. The model itself is less used to make decisions about which procedural model can be used for upcoming projects, but rather illuminates the topic in general decision management.
An example of the Stacey Matrix is the decision to develop and launch a new product on the market. Suppose you want to convey the benefits of this to your company.
Depending on how much your company gets involved with the topic of “new product”, the decision-maker can conclude that it is “too risky” – which can go as far as the extreme of uncertainty. Or the various options for developing a new product trigger great disagreement among the decision-makers.
In the most serious case, the project ends in the “Chaos” field. However, by looking at the Stacey Matrix beforehand, you will be able to make targeted suggestions on the topic that move the corresponding intersection points and, at best, bring them into the “just do it” area.
Stacey Matrix new is a combination of the original Stacey Matrix and the Cynefin Framework. The origin of the Stacey Matrix is a tool that, like a compass, can show a direction. This gives you an overview of the current situation for important tasks, problems and processes.
However, it does not provide any precise information on how the situation can be influenced. The component of project management methods flows through the Stacey Matrix new, which means that specific actions and processes can be initiated.
As an original decision-making aid for complex issues, the Stacey Matrix Old has now been transformed into a Stacey Matrix New in order to identify suitable methods for project management. When using the Stacey Matrix, however, a certain amount of caution is required, as more and more agile representatives prefer the approach: the more chaotic and complex the problem, the more agile the measure.
Multi-project management is a very important and, at the same time, often neglected topic. There are thick tome on how successful multi-project management could work and how a multi-project manager can manage multiple projects. In many cases these are unfortunately theoretical considerations that are often difficult to implement.
In this article I would like to look at different facets of multi-project management and present practical ideas on how the implementation can work. Multi-project management is nothing more than the operative handling of many projects that have already been considered from a strategic point of view and approved for implementation. The focus is on how. A project manager who manages several projects in parallel is called a multi-project manager.
In the international language area, the term multi-project management is used less often than project portfolio management and is perceived as part of project portfolio management.
Professional multi-project management needs a well thought-out system that creates transparency, makes use of all project management methods and contains the best of everything, uses state-of-the-art tools and is continuously improved. In addition, professional multi-project management needs experienced multi-project managers who are able to manage many projects successfully.