Our ProcessTriage workshop (on a napkin here) is positioned to sync up a highly siloed team and generate a list of a dozen or two high value process capability improvements in one intense day. Typically , the sponsor is wanting to fix what’s broken by empowering those who do the work to lead the improvements.
The triage workshop is also an effective kick-off event for finalizing a complex project’s work breakdown structure, where experts from different departments — even companies, must sync up. The scope of work of requires multiple cycles of a similar project (such as touching multiple locations with the same changes).
We were pleased to lead such a pre-launch triage, hosted by Cisco Systems (CSCO), which included knowledge experts from their customer, T-Mobile (TMUS) and Cisco’s subcontractor, General Datatech (GDT). T-Mobile subcontracted Cisco to make certain changes in a number of network locations.
The triaging protocol is essentially the same as a break-fix triage.
The triage team maps a typical project cycle’s (the work of one iteration) work breakdown structure (WBS), as a Project is merely one cycle of a Process — so process mapping is essentially the same as outlining a project WBS.
The Process Capability Goal for a pre-launch triage focuses on delivering a sustainable level of quality after a few learning curve cycles, and then running additional project iterations on time and on budget.
The Points of Pain are what the team estimates will prevent a successful project launch initially, and inefficiencies to fight off after the learning curve.
The Small Now’s action item-size improvements and Big Now’s project-size improvements are, taken together, the specific deliverables in the project’s risk mitigation strategy. These Small’s and Big’s are front loaded immediately, especially the action items or projects that must be completed before the first project cycle or iteration.
Hat tip to James Farrell (executive sponsor) and Tom Tinsley (host) of Cisco Systems.