EFFECTIVE BUSINESS REENGINEERING TEM Chapter 4 Don t Walk

EFFECTIVE BUSINESS REENGINEERING TEM Chapter 4: Don’t Walk Alone

OBJECTIVES 2 At the end of this topic you will be able to: 1. 0 Describe three core competencies that an effective business reengineering should possess. 2. 0 Explain the structure for a business reengineering project team and their roles. drmasanom

COMPETENCIES OF AN EFFECTIVE REENGINEERING TEAM 3 1. 0 Ability to Learn - It is critical to the nature of the business reengineering itself. - Team members both learn from and teach one another. - The team must be structured to nurture this learning relationship throughout the project. drmasanom

COMPETENCIES OF AN EFFECTIVE REENGINEERING TEAM 4 This learning competence must consist of the following skills, knowledge, and abilities: • Ability to listen carefully to others and to ask questions to uncover assumptions, biases, and perspectives • Ability to let go of old “proven” practices and ideas, which can prevent the reemergence of good ideas that were stifled in the past. • Ability to work in a systematic way – the ability to gather and carefully analyze data, to develop and test alternatives; learning requires the ability to discriminate patterns and trends, anticipate problems, and translate experience into principles and ideas for future behavior and situations. drmasanom

COMPETENCIES OF AN EFFECTIVE REENGINEERING TEAM 5 2. 0 Political Savvy: The BR team must have the political smarts to manage change from the project’s inception through implementation. The BR team must possess the skills and knowledge to: • Create trusting relationships and alliances throughout the organizational hierarchy – the team must be able to determine who needs to brought into the fold, who needs to be approached one-to-one, and what sequence should be followed to talk with people so no one will feel offended or bypassed. drmasanom

COMPETENCIES OF AN EFFECTIVE REENGINEERING TEAM 6 • Keep from making unnecessary compromises in the reengineering design and implementation plans – the team must operate from a position of strength and inclusion rather than of weakness and exclusion • Tell a story that captures the imagination – there is an ongoing need to increase awareness and educate people about the project; people need to hear the message repeatedly. drmasanom

COMPETENCIES OF AN EFFECTIVE REENGINEERING TEAM 7 3. 0 Committed Persistence – is the ability to maintain a committed persistence (tenacity of religious zealots) throughout the life of the project. Problems: team members reluctant to pay continual and absolute attention to implementation details, refuse to inspire people to action; when there times when only the team members believe that the project can succeed; managers will resist, erecting roadblocks, etc. • Reengineering always bring some ambiguity and chaos. • The project team must be able to analyze obstacles and develop workable, practical solutions. drmasanom

BR PROJECT TEAM STRUCTURES 8 BR Project team consists of these members: • Business executive sponsors for vision creation, reengineering design, and implementation execution. • Project director. • Core project coordinator and support group. • Business unit champions. • Advisory and subject-matter experts. • Implementation SWAT groups. drmasanom

BR PROJECT TEAM STRUCTURES 9 The advantage of this team structure is that • it puts the ownership for the reengineering project in the hands of those who will live the results; • increase knowledge and buy-in and • provides the driving energy and focus to keep the project from splintering during implementation. drmasanom

BR PROJECT TEAM STRUCTURES 10 Executive Sponsors must demonstrate commitment to the project through a variety of actions: • Speaking to reluctant peers and subordinates to encourage and direct their involvement in the project. • Walking the new vision by participating in education and awareness-building sessions in persons or on video. • Making the necessary policy decisions in a timely manner so the reengineered operations can be implemented. • Communicating upward to ensure organization-wide approval. drmasanom

BR PROJECT TEAM STRUCTURES 11 Project Director is accountable for the success of the project. • He or she must be an employee of the organization. • He or she must inspire all of those involved to action • He or she must build relationships and commitment across organizational boundaries – communicating and negotiating. • He or she must make sure that the project remain a high-priority in the eyes of executives to ensure ongoing funding. • • He or she must be action-oriented. He or she must know when to push the various groups into alignment and when to let them be on their own. This is a special role requiring an experienced and skillful leader. drmasanom

BR PROJECT TEAM STRUCTURES 12 Core Coordination and Support Team Members (Core Group) • The project director selects the core group; normally contains three to seven people who run the project. • The group frames the project, builds the original business case, and obtains the funding for the reengineering design and implementation planning work. • Members are normally assigned to the project full-time. drmasanom

BR PROJECT TEAM STRUCTURES 13 • Members must fulfill the following roles: project operations manager, and administrative specialist, IS/IT specialist, project facilitator, financial specialist, two or more people may fill one role. • There should be a formal job description for each role, and performance evaluation based on the individual’s performance of that job as well as on the team’s overall achievement. drmasanom

BR PROJECT TEAM STRUCTURES 14 It is the job of the core group among others to: • Provide the project strategy and process. • Coordinate all internal and external communications. • Plan and conduct all decision-making and review meetings. • Produce all project documentation. • • Coordinate the design, development, production and communication of all common usage implementation materials (systems, procedures manuals, training, and change management programs). Communicate with and seek approvals from business sponsors. The core group is a fundamental part of the project team, however, the core group does not make decisions. drmasanom

BR PROJECT TEAM STRUCTURES 15 Project Champion Team Members • They are the decision-making team; normally consists of 3 to 20 members. • The champion role is normally filled by middle manager who can communicate up and down their organization. • Formally appointed to the project team by the executive sponsor or their management. drmasanom

BR PROJECT TEAM STRUCTURES 16 • They have influence and are recognized as people worth listening to. • They understand the business processes that are within the scope and the issues and problems that exist at the organization’s operational levels. • They participate in all design, planning, and implementation activities; approve all project designs, plans and products; direct and manage the implementation of the reengineering design in their own organization. drmasanom

BR PROJECT TEAM STRUCTURES 17 Implementation of SWAT Groups • Established to produce common project products that can then be installed across the total organization. Their assignments may include such implementation tasks as: • Design and/or develop new systems and technologies. • Install new systems and technologies. • Design and develop skills training. drmasanom

BR PROJECT TEAM STRUCTURES 18 • Members must possess well-developed technical skills that fit the work requirements so they can act quickly and effectively. • The group must establish strong and healthy working relationships with the core group and champions. drmasanom

BR PROJECT TEAM STRUCTURES 19 In order to succeed, the BR project team must meet these critical success factors: • Commitment: Executive sponsors must empower the team; team members must be willing to take risks and share information among themselves; they must have access to skilled help when they need it and enough time and resources to accomplish the tasks. drmasanom

BR PROJECT TEAM STRUCTURES 20 • Communication Project team members must establish and maintain realistic expectations among all stakeholders; must educate others about the project, its benefits, risks, and needs; most importantly, they must model the behavior they wish the rest of the organization to adopt. • Training The team members must be trained to conduct a BR project independently; training should include formal classroom as well as on-the-job skills development drmasanom

BR PROJECT TEAM STRUCTURES 21 • Support The team must have the support from management. The organizational infrastructure, including systems, policies, and procedures, must allow the team to operate in a selfmanaging environment. • Information The team must have access to both corporate and business unit information; must have the authority to access information without going up the hierarchy each time to get permission. drmasanom