CRITICAL REFLECTION TECHNIQUE : CONTINUOUS IMPROVEMENT and SECRETS TO SUCCESSFUL REENGINEERING Chapter 8: Form the Neighborhood Watch
Understand the critical reflection in BPR objectives Understand the critical reflection in BPR Identify the secret to the success of reengineering project drmasanom
Critical Reflection 1.0 What has happened? Describe events/processes using nonjudgmental observation of actions and behavior. 2.0 What happened that was good? These are the actions the project team wants to reinforce and continue. 3.0 What happened that was not good? These are the actions the project team wants to change or eliminate. 4.0 What beliefs, attitudes, or hidden agendas did the team bring to the situation that negatively affected the outcomes? drmasanom
Critical Reflection 5.0 What could the project team have done before, during, or after the situation that would have produced more positive outcome? 6.0 What beliefs and attitudes could the project team have brought to the situation that would have made the outcomes more positive? 7.0 What should the project team do the next time? 8.0 Who is accountable for testing out these recommendations and communicating them through the project and to other projects? drmasanom
Critical Reflection Problems center around these areas: Lack of preparation and follow-up. For example, facilitator becomes lazy, depart from the script, and loses control of a meeting. Assumptions made about others - teams are quick to assume that others understand. Not involving the right people in sessions. Without the right people, decisions are not made, information is missing, accountability is elusive, and commitment to the project falters. drmasanom
Secrets to successful reengineering 1. Starting a Team 2. Facilitating like Attila the Hun 3. Making it real by Writing it Down Focus, focus, focus Putting Process Above Personalities The committed fanatic Practising what you are preaching Managing Team Bias drmasanom
SECRETS TO SUCCESSFUL REENGINEERING Guidelines to successful reengineering project: 1.0 Starting a Team - Take the time and provide sufficient opportunities for people to learn how to work as a team. - Demonstrate role clarity, leadership from within, information sharing, asking questions, planning and experimentation, through short 30 minutes or less but intense experiential exercises. - Reinforced the principles of teamwork periodically for big projects. drmasanom
SECRETS TO SUCCESSFUL REENGINEERING 2.0 Facilitating like Attila the Hun. - Winning the respect of and gaining credibility with session participants is crucial. - Enforce the rules of operation in an uncompromising but pleasant manner keeps people on the track even when things get tough. 3.0 Making it real by Writing it Down - Outcomes must be accurately documented and communicated. - One team member must be responsible for documentation production and distribution. drmasanom
SECRETS TO SUCCESSFUL REENGINEERING 4.0 Focus, Focus, and Focus - the facilitator must keep the project team working within the approved project scope, keeps discussions on the topic, and ensure the team members remain committed to their responsibilities. 5.0 Putting Process Above Personalities - the facilitator must help team members view differences as contributing to creativity rather than as the basis for conflicts. 6.0 The Committed Fanatic - the most resistance will come from middle management where roles are not clearly defined. The project director and the team must be fanatically committed to push for the necessary changes to infrastructure, and demand change management and training support. drmasanom
SECRETS TO SUCCESSFUL REENGINEERING 7.0 Practicing What You’re Preaching - the reengineering project must mirror the values and behaviors required in the reengineered environment. Example, if you want people to feel that they’re part of the solution, they must become involved in the design. 8.0 Managing Team Bias - Biases shoot down ideas and stop people from listening. - Project facilitator must help people recognize and control their biases. drmasanom