Discussions **Zeek the Geek**

LA 8-2 Discussion Response 1:

1) Knowing is half the battle. Get in the trenches with your people and learn about the existing process. Knowing and understanding the process' current state is the only way you can improve! Document and prioritize the processes--go after the big ticket items (i.e. those that will reap the greatest benefits) or what the organization will benefit the most from.

2) It doesn't happen over night.  Repenning & Sterman (2001), point out that you won't see change immediately and that you're going to have to do some digging to first uncover the causes, then figure out the best solution.  You're going to need to talk to the folks who are intimately involved, conduct interviews, walk through the existing process, and gather all of the pertinent information.  Then you can work on improvements (i.e. you can't cook a dish without gathering the ingredients)!

3) Identify your Critical Success Factors (CSFs). That is, identify the areas that need focus and attention in order to achieve your organizational objectives (MindTools, n.d.). This keeps your projects focused on what matters, spending less time on the things that don't (i.e. waste).

LA 8-2 Discussion Response 2:

1. Ask for the current work process documents as soon as you arrive on the job. You need to thoroughly review the current state of the situation. You might be able to quickly identify some of the challenges given your management knowledge and experience. This will help you move forward to the next step of improving unit performance. If you have to launch a process improvement project it will help you ask the right question during preliminary interviews with some of the employees before you request sponsorship for the project. It will also help you determine the type of team you will need for the process improvement project.

2. If you determine that you need a process improvement project, gain a prospective sponsor and move out. You will need a project charter (Esposito, 2016). Your charter should include all the critical elements, such as:

· Background and Process Issue

· Scope

· Critical Success Factors (CSF) and Key Performance Indicators (KPI)

· Key Stakeholders/Governance

· Schedule

· Budget

· Assumptions, Constraints, Risks and Dependencies

· Project Charter Approvals

The charter is a document that you and the process improvement team will use daily as a reference document, along with your project plan (that will have more details). The charter will help you get and keep everyone on the same page.

 3. My last recommendation is if you chair a business process improvement (BPI) project, be sure to identify and convince aSenior Executive to be the sponsor. Although the Exec won’t be an active team participant he/she certainly can have a major impact on the project and the outcome of the project. You need to gain buy in. Senior executives can also help you execute the change that is required (Moore, 2011).

In summary, review all the existing department/organization documentation, develop a solid charter, and get a Senior Executive behind the business process improvement (BPI) project!