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Human Performance Management Best Practice 13 – Independent Verification

StrategyDriven Human Performance Management Best Practice ArticleRecent industrial accidents remind us of the critical importance of proper equipment operation. While some operational errors result in immediate negative impacts, the consequence of other errors may be delayed for a time.[wcm_restrict plans=”41245, 25542, 25653″]

Latent errors are those mistakes that do not become manifest in an adverse impact at the time the error is made. Because latent errors can result in equipment damage, personal injury, or loss of life, actions should be taken to minimize/eliminate their occurrence. One latent error reduction technique is independent verification.

Application

Independent verification is a human error reduction tool used during those operations potentially having adverse consequences at some time after the initial system manipulation, equipment tagging, and/or document creation/alteration. Examples of these types of operations include:

  • changing the position of equipment controller settings (auto/manual/off, etcetera)
  • applying or removing removal of clearance/danger tags to equipment components
  • updating procedures, prints, or schematics

In order for independent verification to be effectively applied, organizational leaders need to identify those discreet activities both specifically and characteristically for which this performance tool should be used. Note that performing an independent verification for all activates diminishes its importance and so care should be taken when formulating the specific lists. (See StrategyDriven Human Performance Management Warning Flag article – Peer Checking Everything)

Definition

Independent verification is performed by an individual qualified to perform the initial operation who checks the appropriateness of the initial operation separated by both space and time. The person performing the independent verification uses the same error reduction techniques as the initial performer such as self-checking. (See StrategyDriven Human Performance Management Best Practice – Self Checking)

Independent verification checks are commonly documented to reinforce and because of the importance of this function. Typically, the independent verifier will sign/initial next to the initial performer’s signature/initials in the associated procedure, work instruction, tagging record, document change log, and etcetera. Fully mature error reduction programs will provide an independent verifier signature/initial space next to those specific steps to be verified in associated documents.[/wcm_restrict][wcm_nonmember plans=”41245, 25542, 25653″]


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Project Management Best Practice 5 – Define Success First

StrategyDriven Project Management Best PracticeProjects and the organizations supporting them share a key characteristic; they both deploy human, financial, and material resources to achieve defined goals. So like organizations, projects must have specific goals against which the project manager’s decisions and team member actions are focused. Like mission measures, results-based project goals should be defined before work begins and refined as scope and/or circumstances change. Only when this occurs can a project be effectively managed and efficiently completed.[wcm_restrict plans=”41104, 25542, 25653″]

‘Bring Me a Rock’ Projects

Shouldn’t a project’s specific goals and objects be defined within its scope document?

They should be. They frequently aren’t.

All too often a project’s scope document provides only general ‘pie-in-the-sky’ guidelines or targets for the project manager to meet. These vague project goals can be so non-specific that they could apply to almost any project; leaving so much up to individual presumption and judgment that decisions become difficult to evaluate and challenge. Under these circumstances, project managers tend to fall back on project performance measures, typically project cost and schedule adherence, to determine overall project success rather than the project’s resulting organizational impact.

Final Thought…

As amazing as this might sound, vague project goals have been applied to projects ranging from the thousands of dollars to the hundreds of millions of dollars to the billions of dollars. The lack of specific, time-bound project outcomes plagues project managers and their organizations not because a project is too small or too large for properly defined goals but because of insufficient planning discipline applied during the initiative’s formative stages. Thus, defining success first is a management best practice, not an administrative one. By exercising good management during the project scope definition process, the organization can avoid creating and discarding several undesirable rocks.[/wcm_restrict][wcm_nonmember plans=”41104, 25542, 25653″]


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Management Observation Program Best Practice 2 – Program Alignment with Established Performance Standards

StrategyDriven Management Observation Program Best Practice ArticleThe goal of any observation program is to promote adherence to the performance standard delineated by management in order to consistently achieve superior results. Additionally, observation program credibility exists when those being observed can expect both repeatable evaluations by one manager and consistent evaluations by different managers for a given job performance relative to established standards. Therefore, management observations must be aligned with and focus on those critical standards required to ensure outstanding performance.[wcm_restrict plans=”41892, 25542, 25653″]

Alignment between the management observation program and established performance standards needs to exist both procedurally and in observation performance. Procedurally, the management observation program, including all procedures and forms, should be founded on the well documented and communicated organizational values and performance standards. Consistent alignment of observation performance with established standards occurs when observers are well trained and themselves observed and provided feedback on the effectiveness of their observations in reinforcing organizational performance standards.

Final Thought…

A management observation program well aligned with the organizations performance expectations provides a great source of execution level information for the organization’s performance measurement system. In fact, data for cascaded performance measures at the working level may only be available from the management observation program.[/wcm_restrict][wcm_nonmember plans=”41892, 25542, 25653″]


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Project Management Best Practice 4 – Team Calendar

Project complexity seems to increase exponentially with team size. Larger teams require greater division of work and additional managers and supervisors to oversee these disparate efforts. Subsequently, the number of meetings increases to coordinate and align efforts between work groups, communication with stakeholders, and gather requirements and ideas from the organization’s subject matter experts. Absent meeting coordination, team members and line organization sponsors and participants become increasingly double and triple booked; causing individual frustration and diminishing the team’s effectiveness credibility.[wcm_restrict plans=”41098, 25542, 25653″]

These situations need not occur. While no solution will eliminate all conflicts, a team calendar against which all important, sizable team meetings are scheduled can significantly reduce meeting stacking. Such calendars are best maintained by a central project authority, typically the project management office or PMO, because sub-team activities and available meeting spaces are visible to this group.

Principles for Creating and Maintaining an Effective Team Calendar

The following principles provide guidance to creating and maintaining an effective team calendar:

  • a central authority having visibility to all team activities and meeting resources, such as rooms, conference phones, projectors, and easel charts maintains the team calendar
  • electronic communication method for invitation and response tracking such as Microsoft Outlook or Lotus Notes is used
Note that the expectation for attendees to respond positively or negatively to all meeting invitations and send their response to the meeting coordination group should be established and reinforced.
  • most frequently recurring meetings are scheduled first (i.e. daily, then weekly, then monthly, and so on)
  • all non-impromptu meetings to be attended by three or more people are scheduled
  • meeting invitations clearly indicate whose attendance is required and whose is optional
  • meeting invitations specify if a representative can be sent to the meeting instead of the invitee
  • team meeting coordinators are informed of all additional persons invited to a meeting by attendees so they can ensure adequate meeting space and that added attendees receive pre- and post meeting communications sent to participants
  • meeting invitations are categorized according to project area or topic
  • relative meeting importance is included within each invitation to help those experiencing conflicts to decide which sessions to attend
Note that a relative meeting importance scale should be developed by the team calendar coordinators. This scale should be broadly applicable to all sub-teams and be based on the meeting’s impact to the project’s overall outcome.

Final Thought…

What is the difference between a team calendar and the project schedule?

Project schedules coordinate team resources in the performance of work directly responsible for completing deliverables. Typically, routinely held management meetings, sub-team staff meetings, and worker prejob briefs as well as below task level workshops and unforeseen issue resolution meetings are not contained within the formal project schedule. All of these events, however, consume project resources. The team calendar serves to coordinate these below the project schedule level activities to ensure project and organizational resources are efficiently and effectively deployed.[/wcm_restrict][wcm_nonmember plans=”41098, 25542, 25653″]


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Project Management Best Practice 3 – Line Management Project Ownership

Whether creating a new product or service or upgrading an internal process or software application, all projects fundamentally represent a change to the way an organization does business. This change is represented by two components, the technical object being added or altered and the emotional acceptance and implementation of the new technical object by the workforce. While each change component is equally important to the project’s success, it is the later that often poses the most risk of failure. To reduce this risk and thereby increase the project’s likelihood of success requires strong line ownership especially on the part of executives and managers.[wcm_restrict plans=”41091, 25542, 25653″]

Executive and organizational manager project ownership is critical for implementation, adoption, issue resolution, and ongoing performance improvement. Only these leaders possess the organizational authority to drive the project’s change through impactful reinforcement. Unlike the project manager, executives and organizational managers have enduring authority, enabling them to sustain the project’s output over time. Thus, only executives and organizational managers will be perceived by subordinates as credible power brokers able to legitimize the project’s outputs.

How Can Executives and Organizational Managers Assume and Demonstrate Project Ownership?

Executives and organizational managers assume and demonstrate project ownership by behavioral example and through supportive decisions. These decisions often involve commitment of organizational resources including the resource of their time and attention. While not all inclusive, the following list reveals some ways executives and organizational managers assume and demonstrate project ownership:

Ownership Assumption

  • Personally sponsor the project
  • Providing financial resources to support the project’s execution and implementation
  • Direct involvement of the executive or manager and/or their subordinates in the project’s technical object design, design approval, testing, training, and launch activities.
Note that former employees, retirees, and consultants should not be substituted for personal and subordinate involvement.
  • Understanding and implementing needed organizational and individual actions including:
    • Providing subordinates with the opportunity to receive project related training
    • Implementing staffing and/or role and responsibility adjustments
    • Establishing compensatory measures to mitigate project implementation risks
  • Formal sign-off that the executive/manager’s organization is ready to implement the project’s output
  • Post implementation performance self assessment support

Ownership Demonstration

  • Routine public endorsement through personal communications both internal and external to the organization including one-on-one communications with end users
  • Participation in project related training
  • Kicking-off project related training sessions
  • Align the organization’s reward systems (i.e. compensation, bonuses) with the project’s successful implementation
  • Reinforcement of the project’s outputs by:
    • Publicly published performance goals and supporting KPIs
    • In-field observation and feedback given to subordinates
    • Incorporation of new performance expectations in subordinate personal performance evaluation goals
  • Personal use of the project created technical object

Final Thought…

While executive and organizational manager ownership is critical to the success of every project, it is a key project manager responsibility to help develop and maintain this sense of ownership within the leadership team. This role becomes even more important during periods of leadership transition when incoming executives and organizational managers not involved with the decision to launch the project now need to own the project and its outcomes. During these times, project managers must work diligently to establish the same strong sense of commitment and ownership by these incoming leaders as was exhibited by those departing to maintain their, the project’s, and the organization’s chances for success.[/wcm_restrict][wcm_nonmember plans=”41091, 25542, 25653″]


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