How to revitalize the Organization Performance Management solution? Part 3

My last article on the relaunch your Performance Management Solution (Part 2) discussed how to use assessment results to begin to develop a recovery plan. In this article, we discuss how to develop a successful plan of the project.

After identifying the problems of inhibition to maximize the returns from the performance management solution, it is time to develop 1) the business case for "obtaining" the approval and funding for this project, and then 2) the plan Project outline the roadmap and strategies for the project.

A successful business case should address the following:

Or why the project is proposed. The assessment that you conducted should provide insight into some of the problems that prevent the organization from fully utilizing its performance management solution. It 'important that indicates that these issues are and the impacts on the organization, if these problems remain unsolved.

o The value for the organization that this project will provide. The value must be clearly indicated in a way that leaves no doubt why this project should be undertaken. For example, you can include a statement such as "Once implemented, this initiative will enable the organization to cut $ 50 million in operating costs."

o The vision of the project. The project vision should describe how the organization will be once the project has been implemented.

o The objectives of the project. The objectives for the project must be clearly stated, measurable and action-oriented. For example, if one of the objectives for the implementation of the revival of the performance management solution is to allow managers throughout the organization to make timely decisions and effective, then its measure of success would be "By December 31, 2008, all managers within the organization have access and use of real time management information for decision making. "

or costs required for the project. Keep in mind that your business case is not a detailed project plan, therefore, it is important to lay the high level cost estimates, but not the details of the cost of each phase of the project. Some costs may include high investment costs (ie costs of project development), operating costs once the project is implemented, and the benefits to be delivered post-implementation project.

Or risks and risk management strategies. All major risks that could affect your project and mitigation strategies to manage these risks must be specified. If a project risk is the buy-in from employees, you could propose a strategy for obtaining the support of management, which is typically one of the key success factors for an organizational plan.

or resource requirements. The type and extent of resources needed to accomplish this project should be included. This information is important for those who approve the project, especially for those projects extended resources. It provides an estimate of the project impact on the organization's ability to carry out their operational needs.

Ø Timing and deliverables. It should also provide a broad estimate of when the project will begin and end, and the major deliverables to be expected during the project.

Now that you have submitted and received approval for the project, you need to start developing the project plan, which has a strong impact on the delivery and project success.
A project plan should consider the following key elements:

1. Managing the expectations of your key stakeholders. Stakeholder management is essential to obtain the necessary "buy-in" to implement your initiative / project.

2. Develop a communication plan. Each project can have an impact on individuals within and outside the organization, including stakeholders, employees, suppliers, and sometimes even customers. It will be important to continue to inform all those who need to be informed.

3. Select your project team. I always found that the smaller the better team, ideally 6-8 people will be sufficient. Project members must be well respected throughout the organization and have a track record of doing things.

4. Bring a good facilitator. A good facilitator can help educate not only the project team, but all the others for organizing this initiative. Putting an effective performance management in place often requires changes in organizational culture, including people who manage as well as those managed. A good facilitator can make effectively cultivating this new "environment".

The project is now approved and its timetable are in place, all you have to do is work with your project team together to implement the solution for performance management.

This series of performance management is an integral part of a book I'm currently writing, your comments and feedback on these articles would be greatly appreciated ....