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“In class when I mapped the freight process, I discovered that the operational process was not the main issue; instead we had some key decisions at the strategic level to consider. Back at work, I have already shared the maps I developed with others and I am developing some dashboards to collect data to focus our improvement efforts. Shelley asked some insightful questions that influenced my thinking and put me in a stronger position to demonstrate what needed to be done.”

Theresa Quinn Accurso
Director of Finance
Shure Inc.


Only Strategic Projects Get Resourced: Case Study

Screen Shot 2015-12-20 at 11.56.36 AMThis mid-sized B2C has a strong CEO with clear values. The number one value is that whatever the company does must benefit the customer. The CEO defines the vision and strategy and he and the execs turn the strategies into projects. They know there are only a small number of projects they can work on. When a new project idea gets introduced, the execs decide whether to take it on or not. They choose from 5 options: 1) make it a top priority 2) wait until resources are available, 3) buy it, 4) have someone else build it, and 5) don’t do it at all. Once they have made the choice, they execute and deliver what they promised on time.

This company is currently operating in the Maintain Improvements and Extend Reach stage. (See article Why Improvements Evaporate.)  It prioritizes operational projects and ensures they are critical to the top strategies. And then it invests in bringing these projects to fruition by providing the necessary human resources, budget, and a skilled project manager and process improvement facilitator to guide each project team. They manage backsliding (1) by keeping projects to a small number (2) by evaluating new projects company-wide, and (3) by collecting metrics on the delivery time misses.

They also follow an important success factor that comes from the EXPERIMENT stage (also in the article Why Improvements Evaporate): they use simple tools appropriate for the project. Excel spreadsheets are enough for project management of small projects—there is no need for more complex tools. Smart Sheets are now being used to help middle managers track employee availability for regular work and projects. Large companies as well as mid-sized companies benefit from keeping tools and techniques simple.

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1 comment to Only Strategic Projects Get Resourced: Case Study

  • For many organisations, traditional approaches to improve processes have failed to translate into expected benefits. Why? Successful process improvement is more than theories and analysis; it’s about changing everyday behaviours. Promapp’s unique approach is making process improvement simple for teams: it helps the teams that actually participate in processes – not the specialists that analyse them.

    Take a look at – simple, collaborative tool for process management.

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