Planning and Teaming Lead To "Better, Faster, Cheaper"

Transcription

1 From Svenon & Wallace, Inc. ~MANAGEMENT UPDATE On Application Planning and Teaming Lead To "Better, Fater, Cheaper" that Improve Quality and Productivity Fall, 1992 The major theme of thi iue of Management update i what it take in tenu of people and planning to get organized for TQM initiative and training development project. At Svenon & Wallace we meticulouly plan every client project. The initial phae of our project i typically labeled Project Planning and Kick-Off. Our bia toward planning i evidenced by ~ Ray Svenon' book The Training and Development Strategic Plan Workbook (written with colleague Nikki Rinderer). Our lat Management Update included an article on project pl ClI1I1ing.We find that fewer problem occur in a project if invetment of planning time and energy are made up front. The proce of planning at a detailed level facilitate the communication of the project' rationale; goal, deliverable, approach, and participant requirement. Part of our project planning and organizing effort uually goe toward creating project. team. While ome project are done without team, our experience over the lat decade leave u convinced that the bet method for achieving ucce (better, fater, cheaper) i through planning and tearning. Our background in Human Performance ~ Technology (HPT) bring another bia into play. We tend to focu on the humanitic apect of project - the impact of people on a project and the impact of a project on people. We believe that people want to do a quality job. If they fail, it i often becaue of environmental (org anizational) barrier. Therefore, meeting client need with a ucceful TQM initiative or training development project require a balance between meeting the need of the people and the need of the organization. Finally, a fax-feedback inertion in thi Management Update allow you to eaily ~-, '"'~''''-~,.~.-. provide u with your reaction to our newletter and your uggetion for future iue. We left the feedback form open-ended to encourage you to give u all of your comment. Continuou Improvement Roadmap Stakeholder Requirement Buine Proeelllle See page 6 for an update.

2 S&W and TOM The Human Side of TaM by Karen Wallace and Frank Mallinder In "the literature," we read about changing an organization' culture, a if that were omething that could be done top-down, by fiat. In reality, any organizational change i the reult of both top-down leaderhip and a bottom-up acceptance and trial of the change. The proce tart with attitude, progree to behavior, and only then may culminate in the deired cultural change. The change accompanying the implementation of TQM are uually decribed a culture change. But depending on one' point of view in the organization, they can alo be decribed a diruptive change, threatening change, or change that rewrite the rule under which the work-game played. Employee reaction to the type of organizational change involved in TQM pan a wide range - anything from abotage to complete upport and leaderhip. See the diagram at the bottom of thi page. Sabotage can manifet itelf by overt hotility toward the change required by TQM; by ridicule of thoe who are participating; or by diruption of team meeting. The aboteur, who may be a white collar worker or a floor worker, might believe that hi or her action are "right" becaue the change i "wrong" for the organization. An employee may chooe to ignore TQM by miing team meeting, or by not upporting the activitie of other involved in TQM. For example, a manager might receive a TQM-related preentation - and then fail to get back to the preenter with a deciion. To acquiece to TQM i to at leat how up at TQM meeting, even without actively participating. Antagonim drop off. The employee liten to what' being aid about TQM. An employee who upport TQM may help create team, participate actively, encourage new idea, and lead or facilitate the effort of other in the change to the new work environment. Sabotage '...,,:'fiii i When TQM change are firt announced, find that mot employee fall into thi range: Thi often happen becaue employee: Doubt that change will occur Don't undertand the rationale for change Have not "bought in" to the new way. however, we I Support/Lead I For the implementing organization, the critical quetion become: what caue thee reaction, and how can employee reaction be moved a quickly a poible along the continuum from abotage to upport. Becaue if employee reaction cannot be guided, the initiative i doomed. Commonly, employee upport i lacking becaue TQM ha not been properly "old." A a reult, attitude have not changed enough to enable the proper behavior to bring about the deired cultural change. To get buy-in from thoe affected, TQM mut indeed be old - well. and old HPT method can help ell and implement TQM by focuing on the human ide of the change proce. Employee are one of the takeholder group in an organization, and they are certainly affected by reorganization of the type aociated with TQM. Providing employee takeholder with good environmental upport along with the cognitive and emotional bai for dealing with TQM will lead to a truer conenu, a greater level of enthuiam, and a more ucceful implementation effort. [Continue on the next page J 2

3 The Human Side of TOM, continued For example, kick-off meeting at the beginning of the implementation hould involve elling both the cognitive and emotional apect of TQM. Employee mut Once TQM ha been introduced in a way that foter repone of the type on the right end of the continuum, then it' up to the implementor of TQM to make ure that the employee involved have the proper environmental reourc- undertand what TQM i and then be motivated to accept it. The goal here i not to eliminate the variation in employee repone to TQM, jut minimize it. e and that they acquire the proper kill and knowledge. A ucceful TQM implementation hould alo ue team to develop the overall implementation plan - and do good job, that they want ucce for themelve and their organization. While initial reitance to TQM i normal, HPT tool are available to ell TQM and to get greater buy-in. The bottom line i that TQM i change. If employee are not overly threatened by the change (or if the threat i managed), and if employee have bought in to both the need to change and the type of change that will occur, then they At Svenon & Wallace, we believe that people want to team to execute that plan. Not all employee mut be directly involved in team during TQM implementation - but one way or another all mut undertand the change that will occur. From the point of view of a team member, there' more afety and upport in a team that' a vehicle for change - auming, of coure, that the vehicle i a real team and not imply a collection of individual. can productively participate in creating a new culture and a new organization. Svenon and Rinderer Book Make Impact In the firt ix month after publication, The Training and Development Strategic Plan Workbook, authored by Ray Svenon and Nikki Rinderer, ha old almot 2,000 copie, according to the publiher, the Buine Information and Publihing Diviion of Prentice-Hall. More important than unit ale, however, are indication of the impact the book i having in the workplace. For example, a Human Reource Vice Preident at a major inurance company ay, "thi book ha become our bible in planning for training." If you have not yet een the book and wih to take advantage of Prentice-Hall' 30-day free trial examination - or if you have een it but haven't yet had a chance to order - call Prentice-Hall at Ak for item number

4 S&W and Training Project Planning and Kick-Off by Guy W. Wallace A major mitake in many training project i that participant are in uch a hurry to get the project done, they fail to plan and organize to get them done right. By right, I mean producing a high-quality training product on time and on budget (better, fater, cheaper). At Svenon & Wallace, we follow a ix-phae proce to develop performance-baed training. Team hould be made before the member recruiting call take place. Know the potential location and have at leat two alternate date to propoe. Know the meeting length (no more than two hour for thi firt meeting), and be prepared to preent the project plan in ummary fahion. Make detailed copie of the project plan available in advance. In that firt meeting you mut ell Steering Team Phae 1 Project Planning & Kick-off Deign One critical element in the firt phae of a ucceful training development project i the project plan. (For information on developing a detailed project plan, ee the Summer, 1992 iue of thi newletter.) Another critical element of Phae 1 i the Steering Team. The etablihment of a formal Steering Team enure that the project plan i bought politically by the key takeholder, that it make ene, and that it will be upported during and after the project. The Steering Team i typically reponible for: "Owning" the project Reviewing the project plan and redirecting the project Selecting all participant for later phae of the project Reviewing and providing feedback for all project document and output Etablihing development/acquiition prioritie Approving or redirecting the implementation plan. To accomplih thee tak, the Steering Team mut be compoed of the highet-level individual who may benefit from or be affected by the conduct of the project and by it reult. The arrangement for the firt meeting of the Steering member on the project. Your tak i to demontrate an undertanding of: The performance ituation the project i to addre The implication of the current ituation The magnitude of the implication The pay-off for reolving the ituation. The mot critical information here i the pay-off, the return on the invetment for reolving the ituation. It' up to you to anticipate Steering Team member view, identify the pro and con of alternative approache, rank the' alternative, and be prepared to anwer tough quetion with logic, poie, and determination. Once the Steering Team i behind you, gaining commitment and cooperation from other project participant i much eaier. Good planning and a Steering Team are what it take to kick off a training development project uccefully. We don't claim that thee method are eay to ue; we do claim that they how their value in later phae and tep, tarting with the next phae: Analyi. (We have uccefully adapted our training development model for ue in nontraining project. The change? Minor difference in how we refer to activitie and work product.) 4

5 .~ What to Cover with the Steering Team Here' an agenda for a typical firt meeting of the Steering Team, divided into meeting open, body, and cloe. OPEN Meeting welcome Project overview Project purpoe Background tatement Meeting purpoe Steering Team draft charter Agenda review Meeting participant introduction and quetion/iue/concern BODY Project purpoe retatement Project background retatement Scope tatement Approach overview Output/deliverable Role and reponibilitie Schedule miletone Project Teamlperonnel Criteria Selection of candidate Steering Team meeting overview Date of next meeting Time requirement forecat per meeting Meeting objective/agenda overview CLOSE Summary of key deciion/reaction/agreed.to change Meeting cloe Pleae note that thi agenda i a model, a "platform." We create model uch a thi all the time - and then immediately deviate from the model to make ure that they fit particular project need. Our motto (not original, but appropriate): form follow function. Sample Agenda for Initial Steering Team Meeting Team at Work - An Application Overview In 1990, faced with an outdated coure and an up-todate need to train manager in labor relation, Illinoi Bell The Analyi and Deign Team conited of McNamara, Lowrey, and mater performer who provided contracted with Svenon & Wallace to develop a new coure. Team became a part of the project fr-m the tart. input for the analyi and deign work done by Svenon & Wallace. Project Champion Jack McNamara of the Labor Relation Department and Bill Lowrey, the Training Department project manager for Illinoi Bell, guaranteed the right player, the right direction, and the right momentum. They et up a Steering Team of 12 mid- to upperlevel manager repreenting labor relation, training, and taff and field organization. McNamara claim that benefit included buy-in from the contituent ub-organization (becaue they were repreented on the Steering Team) and a coure that wa "on target" during development. The time-aving methodology and team approach allowed the four-day coure to be completed in 90 day. () Taming the Training Development Water Without a Steering Committee 5

6 CI and the Quality Roadmap Svenon & Wallace i performing Continuou Improvement (CI) on our Quality Roadmap (ee the Spring iue of Management Update). Here' how it look now. Stakeholder Requirement Buine Procee Infratructure Reource 6 A e 0 e i 9 n

7 S&W Profile Karen Wallace Karen Wallace peculate that human performance technology and training are in her gene. Her firt experience with training came at Blue Cro, along with her firt formal expoure to HPT through Rick Rummler (brother of Geary), brought into "the Blue" to provide a workhop on performance engineering (what we now call HPT). With her expoure to the Rummler and Gilbert method, ay Karen, "a world opened up." HPT gave Karen her vocation, helped her etablih her direction, and gave her the "real" tool he needed to raie her daughter. Karen ha alway believed that the principle of HPT apply to all of the relationhip, working and peronal, in her life. A a training manager, he began to identify the hall~ Tornga. She then moved to the Wicke Companie office in Chicago. When Wicke went into Chapter 11, Bill Wiggenhom of Motorola put Karen and Ray Svenon in contact. mark of good management - honety and fairne. It could be tough, he found, to be honet and ay "I don't know." But it wa even more difficult to be fa ir; that Ray realized that Karen' performance engineering expertie neatly complemented hi ytem and trategic planning background. Today both partner ue the word "ynergy" to decribe their relationhip. Ray acknowledge that Karen i alo the one who "make ure we practice what we preach in our own buine." Staff work hour, location, and arrangement are all flexible a Svenon & Wallace trive to build "a team that i driving toward the ame goal, that of erving our client and cutomer with high-quality product," ay Karen. Two year after tarting to work with Ray, a dozen or o year after becoming a mother, and 20 year after finih- required providing employee with all that they needed to ucceed individually - job decription, performance tandard, conequence, feedback, training, and emotional upport (all the thing HPT give u). Training in her gene? Reading an ASTD publication after he'd been in training for awhile, Karen came acro her grandfather' name - a a founding member of ASTD. He wa a prominent Michigan training practitioner who had gone on to help etablih the Pinella County (Florida) Trade School, which became a model for trade chool acro the country. Karen began to achieve ome recognition of her own, winning an MSIT (Michigan Society of Intructional Technology) award for a departmental redeign project at ing high chool, Karen completed work on a bachelor' degree in buine adminitration. Acknowledging that people think running one' own company involve working 200 hour a week, Karen claim "I really believe in trying to balance my life." Running, biking, kiing and all her family member and friend playa Blue Cro/Blue Shield. (For more detail on the project, ee Management Update, Spring, 1992.) /'"'~ Following Blue Cro/Blue Shield, Karen built a repected training organization at Wicke Lumber with the help of "two very pecial people" - Guy Wallace and Gail role in thi balance. 7 I

8 About S&W What' New... And Who The week of Augut 24th marked Frank Mallinder' firt week with Svenon & Wallace a a conultant in the area of management development and ale. Another reponibility: new buine development for the firm. Reader eeking more information on project, methodologie, or Svenon & Wallace ervice mentioned in Management Update may contact Frank to dicu their need. Read more about Frank in a profile in the next iue of Management Update. Alo joining the firm i Jennifer Freeland, a graduate of Indiana Univerity with a bachelor' degree in journalim. Caller will recognize Jennifer a the miling voice of S&W. She ait with travel arrangement and marketing, and we expect her reponibilitie to grow along with the Welcome to: Frank Mallinder One of our client recently conducted the 28th delivery firm. of an eight-day Product Management Proce Training coure we deigned in Adapted for the client' European operation, the recent eion wa conducted for the fifth time in the Netherland. 'Thi coure wa our firt deign of a imulation concept we have alo employed in labor relation and training analyi. We alo recently developed a five-day, imulationbaed coure for the leader of integrated product development (IPD) team at an aeropace manufacturer. On-the-job behavior imulated in thi coure include turning conflict into conenu during the leaderhip of cro-functional team meeting. For more information on the application, characteritic, and advantage of imulation-baed coure uch a thee, contact Frank Mallinder now or wait a few iue until Management Update addree the deign phae of the development cycle. I Welcome to: Jennifer Freeland Brian Rutzen, who had helped anwer the phone and handle repro-graphic, ha left to attend Southern Illinoi Univerity. Management Update... Management Update i publihed for client and friend by Svenon & Wallace, Inc., 1733 Park Street, Suite 201, Naperville, IL Voice: Fax: The purpoe of thi newletter i to hare pecific application of Human Performance Technology Total Quality Management technologie to improve quality and productivity in organization. Copyright 1992 by Svenon & Wallace, Inc., unle otherwie noted. All right reerved. 8 and ~-