At Ambidexter Management we will always focus on the actual outcome of the project/assignment and the impact on the organization. We pride ourselves on our high standards and not only say what we mean but also mean what we say. Our approach is based on these 6 dimension of being a
Lasting and Sustainable Results
How can a result be a win if it does not last?
You need LASTING results not QUICK wins.
Quick wins so often seem the easy way but they seldom last long enough to make any difference in the long term. Results that are sustainable and have a positive impact on the outcome of the organization is what we want to achieve.
The result of any project or program, be it a new accounting system or a full blown organizational change, will only last if and when ALL the people involved are willing and able to change their ways and behaviour accordingly. Ambidexter Management will help you design lasting results and build a receptive environment.
There's nothing wrong with a quick win if and when achievable but the main focus should be on lasting results.
Lasting result is NOT equal to permanent result. As conditions and circumstances change what once was a perfect solution will need tweaking and even replacement. Lasting result means an organization that has the capability to identify the changing surrounding and act accordingly.
If you don't know your organiation's strategy how can you contribute to it?
Therefor strategies need to be EXPLICIT not IMPLICIT
A lot of companies have either a strategy that is not fully executed or a strategy that is not fully explicit (and therefore not fully executable). There are numerous reason for that.
This is often caused by external factors such as new market and product developments. As a result the playing field changes at a high rate. Internal factors like the incapability of companies to adjust and change the way employees work and behave amplify the ineffectiveness of the strategy. The employees need to be aware of the strategy and the changing surroundings. Ambidexter Management will help you make your strategy explicit and effective.
How can you focus on the results when all you see are costs?
Â You need to focus on VALUE not COST
It's not so important what you put into it as long as what you get out of is acceptable more.Â To often managers are instructed to keep an eye on the cost. PERIOD. True enough, organisations should not spend where it is not needed but spending should result in value.
Together with you we will define and quantify the expected added value of a project/assignment. This will not only enable a solid investment decision but will also bring focus on the actual outcome.
How can you be responsible and empowered if you don't have a stake in the outcome?
That's why risk ownership needs to be DUAL and not UNI-lateral.
Ambidexter Management will link the payout of the work done on the project/assignment to the actual and beforehand agreed upon milestones and results. In this way the risk is shared between the client and Ambidexter Management.
Success of management and success in management has a lot to do with the amount of ownership (managed) workers - employee and contractor alike! -have in tthe work they do. Ambidexter Management will encourage and implement where possible ownership.
Ownership implies responsibility and empowerment. We take full responsibility for the work we do. We strive to build teams that are empowered.
Everything is known?
Have you ever met somebody who knew everything?
That's why we ask a lot of QUESTIONS and don't make empty STATEMENTS
The apostrophe usually stands for something omitted. Ambidexter will never assume everything is known. Leadership is to expect the unknown and the omitted. We will ask a lot of questions and never assume.
How well planned a project may be, how well thought through a strategy is, there will always be moments things will no be as expected.
We will review progress and direction frequently.
How can you see the result if all you see is effort?
That's why we count (on) the result(s) not the effort to get there
Ambidexter Management is not focused alone on the amount of work it does but on the outcome of the work in terms of added value for the client. Ambidexter Management stands for what is does and will therefor engage in a performance based contract if the cllient so desires.
Fixed price approach
There are two approaches regarding fixed price contracts
- Time boxing
Getting into a scoped fixed price contract requires a thorough analysis of the assignment. We need to be able to fully specify, estimate and plan the project. This means that the requirements need to be real business requirements and that they need to be fully known before hand. There needs to be a solid and valid business case. Changes will only be allowed within the pre-approved change budget. For every change an impact analysis will be performed. Once the change budget is exhausted, there will be no change requests allowed unless the change budget is changed.Â The scoping process itself will always be time-material based.
This approach is best suited when the scope and requirements are not fully known. Our experience is that this is generally the case. The scope and requirements are determined at the beginning of the project. During the project two of the triple constraints, namely time and cost are fixed. The project is divided into equal time boxes.Â At the beginning of every, say two month period, the final scope and requirements for that period are determined. 85% of that scope will be guaranteed, the remaining 15% will be variable. (MoSCoW principle: Must, Should, Could and Would have)
We prefer the time boxing approach because in most cases the scope and requirement are not or can not be known fully at the beginning of the project. This approach also delivers the majority of requirements on time and within budget. It also allows for changes of insights and in general has a higher level of overall satisfaction. Scope fixed projects on the other hand tend to turn into word picking over intentions and meanings. Operation successful, patient deceased.
Besides all that, a fixed-price contract is a contract between two parties for their mutual benefit. Both parties have rights and responsibilities and these must be divided fairly between the two parties. If either of the parties does not feel treated fairly, I do not enter into the contract. The contract should clearly state the responsibilities of both parties. E.g. the client should deliver some information by a certain date, provide feedback within a certain timeframe. The project manager should deliver some results by a certain date, make the products comply with certain quality criteria.
More important than the contract is the working relationship of the customer and the provider:
- Is there a good level of communication?
- Do both parties trust each other?
- Are both parties willing to perform their part of the job?
- Does everyone realize the commitment he/she is making?
- Do both parties have the necessary time, knowledge and authority to do their job well?
- Is there a willingness to solve the problems that will inevitably arise?
- Is everyone committed to making a success of this project?
The process to get into fixed price contract, scoping, will be time and material based consisting of an open and mutual talk, analysis, discussion and, negotiation process.