Visibility – “Identification”
Basic data collection process
- establish initial measurements – service level goal metrics
- collect data on work, resources, issues, and metrics
- analyze trends
- perform initial root cause analysis
Control – “Effective”
Implement standard processes
- implement standard and repeatable support processes
- review trends from data collected
- focus on enforcing process disciplines in specific areas as indicated by trends from the data analysis
- refine measurement goals based on data collected and trend analysis
- implement work quality control and team quality assurance processes
- begin process optimization review
Optimization – “Efficient”
Customize work process
- further refinement of measurement goals
- customize processes based on data collected and lessons learned from initial process implementation phases
- adjust team management techniques to accommodate optimized processes, lessons learned, refined metric goals and trends
When necessary the process implementation phases of “Visibility, Control and Optimization (VCO)” can overlap and need not necessarily be done serially – as standard processes are being implemented they may also be customized based on specific needs and the environment. Phased process change management (VCO) needs to be approached from an objective standpoint based in data collected, and lessons learned, not on personal likes/dislikes.
Process implementation and change must continually be reviewed to insure alignment with the strategic and tactical goals within the environment in which they are being implemented.
Process implementation goals must be clearly stated and communicated. Therefore, critical to process change management is the incorporation of a dynamic, effective communication feedback loop between management and all those involved with process change and evolution. Clear and timely communication insures that the appropriate process changes are be made at the right time, for the right reasons.