Business Process Re-engineering is not minor adjustments to the current modus operandi, but rather it is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance such as cost, quality, service and speed.
The BPR exercise should be looking to achieve the following:
Our approach to BPR is focused around seven re-engineering principles that streamline the work process and thereby achieve significant levels of improvement in quality, time management, speed and profitability:
The Process Optimization is an ongoing task within the organization, once the processes of a business are mapped, re-engineered or optimized, there should be systems in place to help ensure that these processes are dynamic and are responding to changing environmental demands.
We are following the process optimization model that defines the maturity of a business by how the business processes are modelled and managed, as follows:
Quality management ensures that an organization, product or service is consistent. It has four main components: quality planning, quality assurance, quality control and quality improvement. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality.
Adoption of a Quality Management approach entails a number of management principles, that can be used by top management to guide their organizations towards improved performance:
There are many methods for quality improvement. That cover product improvement, process improvement and people based improvement. We provide services of implementing various methods of quality management and techniques that incorporate and drive quality improvement including: ISO9001, ISO9004, SIX SIGMA, CMMI
Quality Measurement tools provide historical, current, and predictive views of business operations, most often using data that has been gathered into a data warehouse or a data mart and, at times from operational data. In today’s highly competitive business environment, corporations are generating enormous amounts of data to meet compliance standards, from automation, and from business systems. Quality Measurement systems sort through this data, extract useful information, and turn it into actionable knowledge.
For the effectiveness and practicality of measurements it is categorized into a set of Key Performance Indicators. The development of KPIs for an organization is an intricate matter and is necessary to be done in accordance with the overall Corporate, Business Units, and Functional Strategies. In terms of developing a strategy for formulating KPIs, we start with the basics and understand what your organizational objectives are, how you plan on achieving them, and who can act on this information. This should be an iterative process that involves feedback from analysts, department heads and managers. As this fact finding mission unfolds, we gain a better understanding of which business processes need to be measured with KPIs and with whom that information should be shared.
A Project Management Office (PMO) is an entity within an organization that sets standards, provides governance, enforces accountability, and establishes discipline to manage (a collection of) projects in an objective and consistent manner. Its mandate typically includes serving as a partner to other organizational units, and creating a communication and decision-making platform that results in organization-wide efficiencies and synergies.
For Organizations that are undertaking projects in any form they stand to experience the following key benefits when establishing a PMO:
The Following are the components of a PMO, these components are different facets of the PMO; they are inter-dependent and the effectiveness of the PMO relies on them:
Project Management Methodology is a strictly defined combination of logically related practices, methods and processes that determine how best to plan, develop, control and deliver a project throughout the continuous implementation process until successful completion and termination. It is a scientifically-proven, systematic and disciplined approach to project design, execution and completion.
The purpose of project methodology is to allow for controlling the entire management process through effective decision making and problem solving, while ensuring the success of specific processes, approaches, techniques, methods and technologies. Typically, a methodology provides a skeleton for describing every step in depth, so that a project manager will know what to do in order to deliver and implement the work according to the schedule, budget and client specification.
Accordingly, an appropriately chosen project management methodology paves the way for gaining the following achievements:
Modern methodologies do not focus on linear processes but they provide an alternative look at project management. Some of the methods are best for IT and software development, while others can be implemented in production, process improvement, engineering, and so on. Modern PM approaches use different models of the management process.
The two main methodologies being implemented by our consultants are:
Successfully implementing an enterprise project management tool is a significant culture adjustment and requires deliberate planning and organizational change management. Many organizations select their project management tool first and then allow the tool to drive the implementation. This common mistake can have undesired effects - instead of organizational objectives and best practices, software "bells and whistles" become the driving force behind the implementation.
Our PMO Tools implementation engagement was born out of experience. It is built on lessons learned, as well as best practices and standards that are available today.
Understanding where your organization stands is the critical first step, and are reflected in the following questions :
The selected project management tool must be the trusted single source of all project information. This trusted single source will provide visibility, drive consistency of project data, and drive adherence to standards. A successful project management tool will do the following:
Based on the above and coupled with the experience of our experts we help with tool selection and we oversea the implementation.
When managing change, two critical assessments are needed at the onset of the change. The first assessment is of the change itself. This assessment examines the scope, depth and overall size of the change. Specific items that should be addressed by this change assessment are:
This assessment of the change and a thoughtful review of the nature of the change is essential to plan the change strategy.
The second evaluation is an assessment of the organization. Each organization has unique characteristics that make change management either easy or challenging. These organizational attributes are important to understand so as to plan for potential obstacles. This assessment would cover areas such as:
Based on the above, the readiness assessment will have a direct impact on how the change will be managed, and will decide on one of two outcomes:
When change is initiated or about to take place, a good Communication Strategy is at the heart of any successful change management process. It is important that an effective communication strategy is defined about the reasons, the benefits, the plans and proposed effects of that change. This Communication Strategy should be maintained throughout the duration of the change management program.
The first communications about a change should focus on why the change is happening and continue to reinforce the 'why' throughout the entire change management process.
Making a change is a personal choice, therefore, communications about change must resonate to what an employee cares about and values to gain their support. The communication must provide a compelling case for how they will be better off or what they get out of engaging in the change.
Our engagement cover the above principles for communicating change, as a part of the overall change management engagement. However, in larger change management activities, we could be mobilized to manage this part of the process on its own, as in many cases, the communication strategy of the change is key to the stakeholders buy in, and essentially to the success of the entire endeavour.
Active and visible executive sponsorship is the number one contributor to change management success. This engagement provides the framework for sponsorship roadmap according to Change Management Best Practices.
A sponsor roadmap identifies the key activities and responsibilities of your primary sponsor and other business leaders who are needed to support the change. It is organized by phase of the project. One of the key roles of the change management team is to create identifiable actions that senior managers can do to sponsor the change.
Below is a list of the most effective identifiable actions:
Our engagement follows a three "how to" action steps when preparing the primary sponsor:
Effective change management is not achieved by enforcing change but by coaching people through it. When considering the needs of a coaching plan, our change management team takes the needs of all stakeholders into account.
Change managers need to be coached in the change, coached to coach the change, and then given the opportunity to coach their people. Only when these basics have been planned and achieved will ‘down-the-line’ coaching become truly effective.
Effective coaching will increase enthusiasm for change, tackle potential resistance early in the change process, and help identify internal influencers of change. This process begins with coaching the coaches, and ensuring that sponsors, managers, and supervisors have been prepared to coach down the line. Effective change management coaching requires a top down, whole of organization approach in order to reinforce change on willing participants and not enforce change on a resistant workforce.
Managing resistance is ineffective when it simply focuses on the symptoms. The symptoms of resistance are observable and often overt, such as complaining, not attending key meetings, not providing requested information or resources, or simply not adopting a change to process or behaviour.
While they are more evident, focusing on these symptoms will not yield results. To be effective at managing resistance, we look deeper into what is ultimately causing the resistance. Effective resistance management requires identification of the root causes of resistance—understanding why someone is resistant, not simply how that resistance is manifesting itself.
Change management best practices provide a nice starting point for understanding the root causes of resistance. among the top reasons for resistance:
With the knowledge of these primary root causes, change management teams can adequately prepare a compelling case for the need for change that is communicated by senior leaders in the organization. This simple activity targets the top cause for resistance (lack of awareness) and can ultimately prevent much of the resistance a project experiences.
Resistance is ultimately an individual phenomenon. While our team can research and analyse to identify broadly the root causes for resistance, it is important to ultimately address resistance by individuals at the individual level.
A change review board delivers support to a change management team by approving requested changes and assisting in the assessment and prioritization of changes. This body is generally made up of senior business representatives that include: a change manager, user managers and groups, technical experts and, possibly our consultants
The CRB members should selectively be chosen to ensure that the requested changes are thoroughly checked and assessed from both a technical and business perspective. The considered change will dictate the required personnel to convene in a CRB meeting, and can use electronic support and communication tools as a medium for information exchange. It is however advised that a periodical meeting is scheduled to review outstanding changes, sign-off on approved changes and discuss any future major changes.
A CRB offers multiple perspectives necessary to ensure proper decision-making. For example, a decision made solely by a single manager may fail to recognize the concerns of another. The CRB is tasked with reviewing and prioritizing requested changes, monitoring the change process and providing managerial feedback.
A CRB is an integral part of a defined change management process designed to balance the need for change with the need to minimize inherent risks.
Our services extend from simply assisting and coaching an organization to create a suitable CRB for managing the change process to actively participating in the CRB and taking executive responsibility for the facilitation and management of the change process as per the direction agreed to in CRB