Encouraging Lasting Change With Your Successfully Completed Complex Project “A Division of TOTAL QUALITY CONTROL”

Maintain Connection With Your Sponsor  Build sponsor check-ins into the charter or project plan  Even when the project delivers on its promise, and you are technically finished, find a way to check-in  Could even lead to more work – or further lessons learned to bolster your experience and value as a PM

Hold the “Future State Vision” Firmly in Mind; Convey Risks of Not Changing

Communicate! Seems Simple But it’s Not  Communicate the vision regularly with the right messages targeted at the right groups, at the right time. Communicate fully and honestly describing changes that will take place as well as the reasons for them.  DO NOT RELY UPON OTHERS TO THOROUGHLY COMMUNICATE WHAT ALL STAKEHOLDERS NEED TO KNOW UNLESS THE SPONSOR ACTIVELY IMPOSES SUCH RESTRICTION

As Shown in our 471 Case Study, the PM Must Shepherd Expert Policy Deployment to Maintain Success  A Policy Deployment (Hoshin Kanri) process is a useful approach implemented to ensure that every function, every process and every individual are aligned to the vision and objectives that the organization wants to achieve. With such a mechanism, the vision and objectives can be cascaded down to every department, every team and to every individual with clear accountabilities and targets.

Hoshin Kanri is Japanese for “Compass Needle” – Wikipedia Definition  Also called policy deployment, hoshin planning, or simply hoshin (as in "FY12 Hoshin"), it is a strategic planning/strategic management methodology based on a concept popularized in Japan in the late 1950s by Professor Yoji Akao. "Each person is the expert in his or her own job, and Japanese TQC [Total Quality Control] is designed to use the collective thinking power of all employees to make their organization the best in its field." In Professor Ishikawa’s words… "Top and middle managers must be bold enough to delegate as much authority as possible. That is the way to establish respect for humanity as your management philosophy.FYstrategic planningstrategic management  It is a management system in which all employees participate, from the top down and from the bottom up, and humanity is fully respected." Adaptations of the concept have since been developed by many others, among them Dr. Yoji Akao, that use a Deming cycle (Plan-Do-Check-Act) to create goals, choose control points (measurable milestones), and link daily control activities to company strategy. [2]Yoji AkaoDeming cycle [2]

 The Discipline of Hoshin Kanri is intended to help an organization to Focus on a shared goal. Communicate that goal to all leaders. Involve all leaders in planning to achieve the goal. Hold participants accountable for achieving their part of the plan. It assumes daily controls and performance measures are in place: The daily events and bottom line pressures are essentially managed by the strategic plan. ]

Change Strategy & Infrastructure A strong PM Supports Ongoing Success of the Project by…. Defining the change strategy and the change programs required (e.g. how to create awareness, how to communicate, what training programs etc.) He or she works to “consolidate the change management plan.” Identify the results to be achieved at the end of the change process. How does success look like? Assesses the need to invest in additional resources (e.g. more people) to support the change program.

Change Strategy & Infrastructure, Cont. For changes affecting an organization, setting up a change management team for a project is important. A change management team is a cross-functional team comprising:  A core team made up of a steering committee (e.g. senior executives) and a working team (e.g. functional managers)  A team of change agents, e.g change champions from each operations unit affected by the change – these people are “link-pins and linchpins”

Updates to Policy and Procedure Documents Ensures Continuous Success When Backed Up By Training  For current staff  On-boarding new hires or new teams