Organizational process
improvement - how: ways and means
Improvement plans usually go like this 80% of the time:
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Train the organization about useful reference models, ideas,
and change techniques
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Help start up (train, coach, provide support for) quality
assurance and process groups.
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Perform an expert-driven, baseline appraisal showing
strengths and weaknesses compared to the reference model
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Produce a detailed plan to solve gaps between performance
and the reference model based on business priorities
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Follow, track, adjust the plan
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Re-appraise to see whether things have improved- test the
implementation. The re-appraisal may be a "benchmark"
Class A appraisal if capability must be communicated or to recognize
contributors before the next cycle, or it may be
less formal.
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Re-plan, etc.
This can be supported by a consulting company (like ours)
or can be supported by champions/experts/heroes within the
organization. Often, we get involved in the first improvement cycle, or for the
formal, benchmark appraisal, or later for
establishing and improving more complicated things, e.g., high-maturity
practices.
The process group within the organization can use our download tools-
the PIID's, or worksheets for Readiness Review and
Document Review- to assess, record, track, and prepare for the different parts
of the improvement process from
startup to preparing for the benchmark appraisal.
We can support or perform any parts of a project appropriate to
an organization's situation. For example, if an
organization has developed processes and has completed their PIID's with
examples from representative projects,
we can perform formal or informal appraisals, or support their team's appraisal
compared to a reference model, to
identify compliances and improvements. Or, we may define the improvement project
in detail, lead it, and organize a final,
benchmark appraisal.
This "unbundling" ensures that organizations learn how
to improve, and aren't dependant on us for that crucial capability. |
