Process Improvement

Optimizing Processes: Four Fields Mapping

What Is the Tool? Four-Fields Process Map

Originated in Japan, the Four-Fields Map is a graphical technique most commonly applied to cross-functional processes. Unlike more traditional project planning methods that apply work breakdown structures and critical path analysis, the Four-Fields Map emphasizes the elements of tasks, … [Read More...] about Optimizing Processes: Four Fields Mapping

Affinity Diagrams – Seeing What Matters

Henry David Thoreau: “It’s not what you look at that matters, it’s what you see.”

What’s New?

The affinity diagram is a graphical technique for seeing patterns and reaching a consensus in a group process that builds up from the details into a complete picture that provides insight based on facts. This diagram, which … [Read More...] about Affinity Diagrams – Seeing What Matters

Jump Starting Teams

What’s New?

New programs spin up every day, but most teams get off to a bad start. In a rush to get going, they forego a few simple steps that would help position their programs for success. What’s new is a simple nine-step process that will ensure that teams quickly establish a firm foundation from which they can successfully … [Read More...] about Jump Starting Teams

Dot Voting – Evaluating Ideas, Prioritizing Action

What’s New?

Within the course of managing a project to completion or evaluating the delivery of a program, brainstorming sessions can be useful to creatively evaluate and solve problems. Dot Voting is a simple tool that provides an equitable means for team members’ voices to be heard and to quickly reach a consensus on … [Read More...] about Dot Voting – Evaluating Ideas, Prioritizing Action

Circle Dots and the Directly Responsible Individual

What’s new?

This graphical technique can help you clarify who is charge of a given element of a program or project – eliminating confusion and building teamwork.  Distributed, global teams are now becoming the default way of organizing rather than a rare exception; however, with this kind of organization communication is … [Read More...] about Circle Dots and the Directly Responsible Individual

Managing Expectations & Managing Improvement

Have you often done some significant work to discover how to unlock the performance of your organization only to find that you have, after much work, uncovered many things which your peers already believed to be the source of the inefficiencies?  After so much work, you expected some blinding flashes of insight, but you got instead root causes … [Read More...] about Managing Expectations & Managing Improvement

Why Benchmarking Often Fails to Deliver Results

Like many things in life, benchmarking often fails just when you need it most.  In order to motivate organizations to improve, external yardsticks are often used to motivate action.  In many cases, this is framed by a point example.  For example, “…if HP can move from a computer company to a higher margin services company why can’t we?” might be a … [Read More...] about Why Benchmarking Often Fails to Deliver Results