Super Sizing works for Fast Food – not business!

“Lean” organizations are so common today. Doing more with less is such a popular slogan. While the Portfolio of projects, initiatives and tasks is “super-sized”, the staff to complete all of this work is not big enough to get it all done. If resource demand is much higher than capacity, some things just aren’t going to get done, projects will fail, mistakes will be made and people are going to be very unhappy. This is a sure way to lose the best people.

Your organization will always have tons of ideas for improving business, improving processes or buying the latest technology. But you can’t do it all! However, you can stick to a very solid corporate strategy and prioritize what gets done based on the strategy.

Right-sizing the Portfolio of Projects and Initiatives:
1. Develop a clear, solid Strategy based on your organization’s core competency.
2. Communicate the strategy so that everyone knows how to translate the strategy into what gets done.
3. Develop a method to determine value of projects and initiatives (relate to strategy and other benefits to be realized).
4. Prioritize the portfolio of projects and match resource capacity and demand.

While your organization certainly is made up of superstars, they aren’t super human. There really are only 24 hours in a day and you really do have finite resources.

Inspiration

I thought I would spend just a few minutes on some of the popular social media sites to get inspired for posting here. I thought this would help me come up with a good topic. The first site I went to (not going to mention the name of the site as I like it) didn’t help me come up with anything but it did lead me to go look at Pinterest.

I am addicted to Pinterest. It shows how imaginative people can be. It can be a bit hard to just spend a few minutes on the site.

I think if you are in the dumps, go look at Pinterest, it can cheer you up. If you are bored with work or don’t like your job, go look at Pinterest to remind you that you work to live. On Pinterest you will see where you can go in the world or cool things you might want.

Next time I write a post, I will try a different method for inspiration. Like all bloggers, I am often trying to figure out what is the subject that everyone is interested in so that millions will visit my site. I have failed miserably in finding that subject but I will keep trying. I probably should have more pictures – like Pinterest.

10 Ideas to help ensure People in your Organization are Happy

I wanted to discuss a positive theme today and this came to mind – how to help ensure a happy work force. I read earlier this week that happy people are more productive. So I thought about the places I have worked and put together these points. I am sure there are more ideas and I would like to hear them.

1. Build teams that work well together. This may seem naive and impossible but it can be done. Provide team training so everyone knows how a good team should work. Most work places have some people that aren’t team players. Hopefully you have work where they can be independent.

2. Hire happy, positive people and keep them happy.

3. I don’t know many people who work well in an environment led by a micro manager or dictator type leader. A leader needs to care about the people in the organization. The best leaders have a sense of humor and ability to motivate and inspire.

4. If people can make mistakes without being beaten up over the mistake, more creativity and innovation will occur as people learn from their mistakes and fix problems before it is too late. And the work force will be happier not living in fear of making a mistake.

5. Everyone is motivated differently and has a different personality. Do you recognize individuality? Can you get the best out of your people? People need to be rewarded when they do a good job. This varies quite a bit according the each person’s personality.

6. Everyone appreciates the occasional free lunch or other social events and parties.

7. I don’t know any people who like bosses that yell all the time. Do you?

8. I think most people like friendly, approachable bosses. I certainly do!

9. The leaders of the organization set the core values and the culture. You can make it so that people like coming to work.

10. When people are really overworked, they are not efficient and not happy. Of course this is about life-work balance.

Your thoughts?

Are you achieving your Strategy? Lifecycle Process Management can help

The Business Need

Sound strategic planning is fundamental to achieving business objectives. Execution of the strategy is difficult and the complexities created by out of sync and competing activities, processes, functional groups and systems across the organization create many obstacles on the road to success. Constant change, corporate politics, functional silos and many other factors affect progress toward business objectives.

A sound business plan and clearly defined goals are essential, but the key to successful execution is understanding how to accomplish those goals. This paper looks at process relationships and information flow across the business from strategic planning to achievement of the strategy, from great ideas to benefits realization. To ensure the business efficiently and effectively achieves its strategy; the organization must optimize the outcomes from their processes across the entire life-cycle.

While organizations put emphasis on improvement of individual processes, improvement across processes and systems is often neglected. This big picture transformation is more difficult to tackle. Over time, standalone systems, functional stovepipes and constant change cause issues around data, communication, processes, systems and performance. While this task of analyzing and improving the full life-cycle is difficult, the results are very valuable to the organization.

The Life-cycle Answers:
• Strategic Planning – How can the organization succeed?
• Portfolio Management – What should we be doing to achieve our strategy? How do we maximize ROI?
• Project Management – How do we best achieve these things we should be doing?
• Operations – are we effectively putting the plans in place for ongoing operations?

The Business Issues

Virtually every organization has information fragmented in multiple repositories and enterprise applications. Many obstacles keep organizations from meeting their basic needs for efficient operations, strategic alignment and profitability. Common business issues include:

Process Issues:
o Inefficient
o Duplication of effort and disconnected processes
o No standardization, documentation or understanding of process
o Poor metrics and poor performance
Data Issues
o Insufficient or bad data
o Difficulty in obtaining data
o No authoritative source of data, duplicate entry
Technical Issues
o Insufficient applications and infrastructure to support best practice processes
o Disparate applications and systems

The Holistic view of the full life-cycle
Strategic Planning, Portfolio Management, Project Management, Program Management and Operations make up the life-cycle from concept to benefits realization. These processes exchange critical information. All of these processes contribute to achievement of strategy, thus are critical to business success.

Weaknesses in any of these areas will result in problems in the other areas as there is information feeds and dependencies between these functions. In addition, the processes in each of these major areas must be efficient and must provide quality information to the other areas.
Typical Process Area Issues:
• Strategic Planning – Objectives may not be clear and not understood by the organization and the Organization may not be able to interpret the strategy into what needs to be done.
• Portfolio Management – Many organizations don’t use objective criteria for investment selection which results in a Portfolio that is not optimized. The Portfolio may not be sized correctly to match resource capacity to demand.
• Project Management – There may be overlapping and redundant projects. There may be resource conflicts, priority conflicts and poor performance.
• Operations – Transition process may not be sufficient for a smooth roll-out. Rush to get to production can result in problems after roll-out.

The strategic goals are meaningless to the organization unless they are clear, understood by all and interpreted into the activities (Portfolio Management: selected projects) required to achieve the goals. This means that executives should not throw high-level strategic goals out to the organization with the directive to make it happen. Instead, they should have a clear idea of the major activities designed to meet the strategic objectives to ensure the organization is headed in the right direction. Leaders in Strategic Planning and Portfolio Management can work together to clearly connect the strategy with the required tactical activity.

Is it working? – Performance Management
Performance Management is an element in each of the processes as metrics and analysis are required to ensure each area is achieving its goals and to ensure benefits realization from the system as a whole. For decision makers, Portfolio Management will provide benefits realization metrics including financial benefits. Portfolio Management measures progress toward corporate goals based on the metrics for each goal and reports this information to Strategic Planning/Executives. For each Project, metrics will be established to ensure the project team is meeting the project goals. Project Performance is measured and analyzed to develop corrective actions and ensure risks are managed. This Performance information is reviewed in Project and Program reviews to ensure Project Management performance is optimized. Performance information is fed from the Project Management system to the Portfolio Management system (and/ or the Program Management system) to allow decision-making for the portfolio and programs. In Portfolio reviews, project performance is taken into consideration and failing projects may be stopped.

Where has this solution been applied and what were the results?

A division of a government agency required an analysis of all applications, systems, processes and data across life-cycle management. The analysis showed they had legacy systems that were no longer supported, high maintenance homemade tools (requiring frequent coding), applications that only had a handful of users, standalone applications for each process, data entered manually in more than one application and manual processes. The analysis led to corrective actions to eliminate or retire systems, automate and streamline processes and data feeds and implement a more robust infrastructure. An IT/ Process Roadmap was developed to provide the needed solution concept and plan.

A large company had merged many other companies into the organization. There were many scattered databases, duplication of effort, re-packaging of information for different levels of the organization, different databases, processes, and reports across the same functions. Excessive time was spent manually generating reports in preparation for management decision-making meetings. There were no standard project performance metrics across the enterprise. Portfolio management had been developed using a very complex process involving numerous Excel spreadsheets. A new life-cycle was designed to standardize and automate Project Management, Portfolio Management, IT Governance and Financial Management across the merged businesses. This solution brought all the data for these processes into a centralized database, providing greatly improved efficiency, improved data accuracy, cost and labor savings and elimination of non-value added work.

Building the Holistic Life-cycle Solution

How do you build the holistic life-cycle process to optimize sharing information across processes, eliminate duplication of tasks, and improve each process while optimizing across all processes? First, ensure high-level sponsorship with a clear understanding of the value of this effort from the top down. As this solution provides both strategic and tactical benefit and provides significant financial benefit, this holistic approach should be an easy “sell” to the leaders of the organization. However, the new life-cycle design may require breaking down barriers between functions and may bring major changes in governance and decision-making. Good Change Management planning can help ensure success of the new solution.

By mapping the current processes, systems and data flow, you will reveal gaps, duplications and problem areas. Analysis of this current situation will determine required improvements to establish the optimized life-cycle. Keep in mind that the goal is to improve individual processes as well as tying the processes together and developing good information flow and process coordination across the life-cycle.

This improved life-cycle will provide benefits of strategic achievement, a portfolio of investments with the highest ROI and improved efficiency across the organization. The transformation effort is not easy to achieve but well worth the effort.

The Power of Owning your Results

I was recently asked what did I learn early that I have been able to use throughout my career. My answer is the power of taking ownership of your results.

This goes back to a time when I was in an organization where people were very de-motivated. Things just weren’t going well. We were doing some projects that we really didn’t think we should be doing (weren’t feasible) but we had no choice. We had to do what top management said to do.

At one point we landed a very big project with a good deal of risk, visibility and pressure from our top leader. We had a very lean project team and a very tight schedule. There were team members that didn’t get along. Since many team members were thinking more about polishing up their resumes and getting out of this job nightmare, I was very worried about our ability to pull this off. But I am a stubborn and determined Project Manager.

This will sound crazy but stay with me! I took these very cynical Engineers to a motivational presentation. I expected that most of them would just be happy to get away from the office for a day but they listened and really got it. What we brought back to the office was the concept that we owned the results of our work. We, as a team, could do this successfully if we all stepped up and agreed that we were going to ensure success. We realized we had control of our destiny. We were very motivated.

And it worked so it is a very cool story! We had all kinds of trouble (such as learning curve for all the new things we had to figure out, one key team member left one month before the end of the project et.) and worked more than we ever had (many long hours). We were successful, the project was on time and the top leaders were very impressed!
So when I am trying to turn around negative attitude in the workplace and get people motivated, I remind people that things don’t happen to us, we make things happen. A little bit corny but it works!

Ten Factors that contribute to the Success of a Business

1. Good Strategy: Sound business strategy tied to organization’s core competency. Strategy is interpreted into what gets done in the organization and the benefits are being realized!
2. Good Employees. They are empowered to do an amazing job and always finding better ways to do things. The employees are good at solving problems. They like to come to work and you aren’t even bribing them with free stuff!
3. Outstanding Leaders. They inspire, they motivate. They know what they are doing and keep up with and handle change brilliantly.
4. Corporate Culture is healthy. People collaborate, brainstorm, share knowledge. People care about their work. Not too much politics. Performance metrics measure the right things – to ensure the organization achieves its goals. For the most part, people get along together well and they are positive, glass half full types.
5. The leaders are on top of things: The business thrives in its industry. Leaders understand their market, stay on top of the industry trends and changes. They understand how to deal with the issues of the industry.
6. The organization can handle constant change. The business has the structure in place to change strategy (and associated execution) when major change occurs in the market. The organization is flexible and adaptable. The organization is agile because it has processes, procedures and standards that are just right – not over done (too much rigidity and processes causing inefficiency) or under done (everyone just does whatever!).
7. The company is proactive, not reactive. Issues are anticipated. Risk is managed. The business is quickly solving problems and making sound, rapid decisions as required to succeed.
8. The organization has creative thinkers and innovators. They are coming up with better ideas than the competition.
9. There are no silos. The functional areas work together!
10. The organization has the information and data they need to make the best decisions at all levels of the organization.

This is my brainstorming on what contributes to corporate success. I would love to hear your ideas. And if some of them sound a bit idealistic, they probably are. I am in a positive mood so that’s where the idealism comes in.

The Relationship of Change, Motivation and Turnaround

At one point in my career, I was a manager in a small, failing division of a large company. I had just started at the company and had not discovered this issue during the hiring process (ah lessons learned!). But here I was in a not so good situation, needing to figure out a way to turn things around.

I knew the problem to be solved – Projects were usually late and our products did not always meet spec. But what was the solution?

Naturally morale was low so this was one of the first issues to deal with. Low morale and low productivity go hand in hand. It was pretty much like being in a sinking ship. Since the employees couldn’t see how to fix things, chances are that most, if not all of them were busy working on their resumes and job searching. They saw the situation as hopeless; we needed to change that attitude.

Strange as it may seem, a new, very huge challenge helped turned us around. We received a new contract to produce something that we were not at all sure we could achieve. We were concerned about schedule, specs, staffing, risk and a lot of unknowns. I convinced the staff that successful completion of this project could turn things around for the division.

We saw this challenge as a way to show our skills and ability. I continued to drive home the concept that this project was the key to our division’s success. Successful completion of this project would bring good return to the division but would also convince our VP that we were a powerful team. We owned this project and were driven to succeed. The fact that this was the biggest challenge we had yet encountered was a great inspiration. We weren’t victims of failure but rather owners of our own success.
It is a good thing that we were motivated and now thinking positively as our lean staff had to work long hours to ensure on time delivery. I found the value of being a hands-on leader on this project. I figured out all kinds of non-conventional ways to help the team (testing equipment for instance) and more conventional ways such as vendor negotiations to bring needed products in quickly.

The project was a success and did indeed convince the company of our division’s value. We kept our eyes on the goal of turnaround all through the long hours and hard work required to achieve this goal. We had a vision of a better division and made it a reality.