Organizational & Business Process Improvement
Transcript of Organizational & Business Process Improvement
Using Value Methodology for
Organizational & Business Process ImprovementAshley Carson, MSOD, CVS, LEED Green Associate, ENV SP
Value Management Strategies, Inc.
Sample Projects
• Caltrans –Traffic Census Program Improvement Study
• Caltrans – D‐7 Planning Organizational Alignment
• DoS‐OBO – Cost, Continuous Process Improvement Study
• Caltrans –OBEO / DES‐OE Process Improvement & Partnering
• Caltrans –Unbalanced Bid Analysis
• USACE ‐Huntsville Center Ordinance & Explosives
• Caltrans – SR‐710 R/W Property Management
• Caltrans – Construction Standards Process Review
• Caltrans – SHOPP Project Initiation Document Streamlining
• Sound Transit – Design Manual Study
IntroductionKey differences & context
Job plans
Tools and techniques
Key Differences of Process & Org Studies
Human behavioral systems ≠ engineering systems
Organic vs planned evolution
Often not well understood
Presenting problem is usually a symptom
Objectives typically unclear
ROI is more difficult to calculate
What we know about change
41% Success rate* 44% Did not meet time, budget or quality goals 15% Missed all goals or were stopped
Most significant challenges: 58% Changing mindsets and attitudes 49% Corporate culture
*Making Change Work, IBM, 2008
Formal Aspects (Overt)
Informal Aspects (Covert)
The way we say we get things done
The way we really get things done
Policies & ProceduresStructureTechnologyGoals
Beliefs & AssumptionsPerceptionsAttitudesFeelings ValuesInformal interactionsGroup norms
Resistance
Benefits of Using VM
Cross functional teams help to reduce silos
Using internal team members develops buy in
Builds capacity within the organization to help sustain change
Job Plans
Typical Consulting Model
Understand
Analyze
Recommend
Plan
Act
Evaluate
Using VM for Processes
Understand Data Collection
Analyze Sense Making ‘Current state’
Recommend• Idea Generation & Evaluation• Recommendation Development• Preliminary Report
Plan & Act• Decision & Implementation Planning• Final Report• Communication & Implementation
Evaluate• Follow up session• New ‘Current State’• Adjust Plan as Needed
Pre‐workshop Info Gathering sessions
VE Study
Decision & Planning MeetingsImplementation Assistance
Review Session
Feedback Session
Typical Project Study Element Durations
Preparation
Information
Analysis
Speculation
Evaluation
Development
Presentation
Preparation
Information
Analysis
Speculation
Evaluation
Development
Presentation
Complexity
Prestudy
Stakeholders
Team Members
Roles & Responsibilities
Scope, Schedule & Deliverables
Study Charter
Information Phase
Methods, Tools & Frameworks
Surveys
Interviews
Focus Groups
Process Mapping
Influence Analysis
SWOT
Organizational Assessment Models
OCAI
Work Breakdown Structure
RACI
Benchmarking
Communication Activity
Project comms
Ecomms Business ownerProgram
PMProgram Sponsor
IKM Change Mngt
Employee Comms
Project PM
Communication plan
R C A A A I/C I/C I/C I
Targeted communication (site owners/ authors)
R/C C/R/I A A I I I I I
Targeted communication
R I A A I I I I I
Communication to all visitors
R/C C/R/I A A I/A I I I/A I
Cutover communication
R C/I A A I/A I I I I
Internal Project Communications
I I C/R/I R/C I I I I C/R
Program Communications
I I R/C R/C I I I I I
Communications RACI for SharePoint 2010 upgrade/homepage redesign Responsible > Approver > Contributor > Information
Information Phase
Tools
Strategy
People Structure
Rewards Processes
Behavior
CulturePerformance
Environment
Galbraith’s Star ModelThe McKinsey 7S Model
Products
ProcessesPeople
Market Leadership
0
5
10
15
20
25
30
35
40
45
50
Flexibility &Discretion
Adhocracy
External Focus &Differentiation
Market
Stability & Control
Hierarchy
Internal Focus &Integration
Clan
Sample OCAI Profile for a Team
Now Preferred
Adhocracy Dynamic, entrepreneurial, and creative workplace
ClanFriendly place to work that feels like an extended family
Market Results‐oriented workplace
Hierarchy Formalized and structured place to work
Organizational Culture Assessment Instrument (OCAI)
Data Analysis
Making Sense of the Data
Getting the Client to Own the Data
Remember primary challenges: Changing mindsets & attitudes Corporate culture
Idea Generation, Evaluation & Development
Engage the whole system
Develop buy in
Build alignment
Alternatives to Brainstorming: Appreciative Inquiry www.LiberatingStructures.com
Define“What to learn about”
Discover“What gives
life? The best of what is…
Dream“What might be?” The Preferred Future
Design“What should be? The ideal
structure, form, process….”
Deliver“How to
empower, learn & adjust /
improvise?”
Presentation
Implementation
Compelling Call to Action
Compliance versus Accountability
Implementation Planning: What, Who, When, How, etc
Communication and More Communication
Capacity Building
Takeaways:
Leveraging VM for Processes & Org Change
Most challenges are people‐based
VM’s team focus builds buy in, breaks silos & bolsters communication skills
Greater complexity requires more in depth information phase activities
Embrace resistance, it will help identify underlying issues
Questions