TABLE OF CONTENTS This section is short because the lessons are brief. The skills, techniques, methods, and tools involved in managing (aka monitoring and controlling) the process improvement project are indistinguishable from those used to manage software and systems projects. There are at least seven primary concepts to employ in managing the process project:
Use the project plans to which stakeholders have committed as the basis for all project performance monitoring and measuring. Let the committed, documented plans set the expectations, not hallway discussions.
Manage the critical, high priority project risks almost continuously.
Demand overt concurrence and recommitment to changes to the plan or commitments. Do not accept silence or nodding heads.
Continuously market, promote, and build continuing support for the project. Continuously involve the end users of the processes. Put out a periodic newsletter that both informs and entertains people about the process improvement project. Offer small prizes for involvement and interaction.
Be decisive and take action when project performance deviates from plans. Do not assume that things will just autocorrect or that leadership will descend from a higher power to help save the project.
Always make sure that the process improvement project follows the organization s existing and approved processes for system development and delivery. Never be caught being a hypocrite.
Don t be boring. Let s face it, process can be pretty dry stuff, but it doesn t have to be. Learn or find ways to have fun with the project. Reward people, even in small, simple...
