Contributions for August Issue of The Best Practice Magazine
Submit your article about (ENQ) Ensuring Quality; (RDM) Requirements Development and Management, (PQA) Process Quality Assurance, (VV) Verification & Validation, and (PR) Peer Reviews for next month's issue of The Demix Best Practice Magazine.
Improving performance (IMP) - Process management (PCM), Managing performance and measurement (MPM) & Process asset development (PAD)
IMP This CA focuses on measuring, analyzing and understanding an organization's or project's capability and performance along with their process improvement priorities and infrastructure needs. Once this is understood, the organization or project can identify performance and process improvement actions and assets needed to continually improve capability and performance.
PCM Process management develops capabilities and improves performance though planning, implementing, and deployment improvements based on a thorough understanding of the current strengths and weaknesses of the organization's processes and process assets.
MPM Managing performance and measurement involves:
Ensuring that benefits and business objectives are the leading factors driving performance and improvement
Changing the paradigm:
*From: process improvement leads to performance improvement *To: performance needs are the primary drivers of process improvements
Using the results of measurement and analysis to manage and control performance at various work and business levels
PAD Process asset development develops and keeps updated a useable set of organizational processes and process assets for performing the work.
Business needs for process improvement projects are changing. Organisations expect faster results from their investments; they want their improvement projects to adapt to and follow changing business needs and be more engrained with the organizational way of working. The agile way of working, used more and more in software development, contains several mechanism that support these business needs. So the question is: Could a process improvement project be performed in an agile way and what would be the benefits?
In this paper I start by looking back to my first software development project. I managed that project in a way that would now be called agile, to be able to meet the needs of my customer and of the organization. Next I'll give a brief description of process improvement, and of agile; just the basics needed to understand how they can be melted into an agile process improvement approach. Then I'll go into the reasons to do it process improvement in an agile way, and the benefits that can be expected from it. I will discuss a distributed process improvement project that has been managed in an agile way, to share the learnings and benefits. Finally I'll describe some "golden rules" that help to improve agile working along the way, and to become even more effective in it.
After an employee receives a poor performance review, management can give him a final chance to step up his game through a performance improvement plan (PIP or sometimes also called a performance action plan).
A performance improvement plan provides the employee with clear objectives to meet to avoid dismissal, demotion, or transfer.
What is a Performance improvement plan? The purpose and benefits of a performance improvement plan Performance improvement plan examples How to write a performance improvement plan How to respond to a performance improvement plan How to survive a performance improvement plan
Grow your company from within. When searching for ways to improve your organization, in many situations, the best place to start is from within. When executed properly, improvements within your company can be beneficial for driving performance and encouraging employee progress. Be engaging, learn the metrics, utilize training methods and place a focus on the business; all of these are simple ways to improve your organization. Organizational improvements are an ongoing process, and each organization has its own specific needs; however, there are common improvements that are necessary for many organizations on an ongoing basis, including:
Strategy and mission: Changes in strategy and mission are often difficult to map out, but, as a business owner, you need to continually monitor how well – or if – your organization is meeting your mission, and you need to be prepared to change strategies if needed.
Organizational structure: This concerns the roles, objectives, and responsibilities of individuals, departments, and teams. Structures change, some are relatively minor, while some such as mergers are considered extreme and intense.
People: Organizational improvements in regards to personnel consist of turnover, hiring, training and other changes that will be beneficial for the organization.
Knowledge: Changes/improvements to the knowledge of an organization is critical for process, progress and initiative.
Formal performance management programs have been around since the Industrial Revolution. In those days, the manager of a manufacturing plant would set a quota and give his subordinates annual goals. Those subordinates will give goals to their subordinates and those goals will trickle down as annual quotas for frontline employees. Work has changed substantially since that era, but annual performance reviews are largely the same.
Today, technology is knocking down the old methods to make room for an updated and more effective method to improve employee performance. Unfortunately, many government agencies are lagging behind. Their current systems are often paper-and-pencil based and don’t always focus on improving employee skill sets, achieving the agency’s mission or developing future leaders.
To meet the demands of the ever-changing performance management landscape in government, agencies must stay up-to-date with cutting-edge best practices and solutions. If you’re still completing employee performance reviews with a pencil, here’s a jumping-off point to get you caught up. The Power of Tech in Performance Management Using an advanced performance management system, employee and agency goals have a better chance of success; best practices can be implemented successfully; and they allow the entire process to be managed more efficiently.