The Roadmap – Stage 9 Process Review

Welcome to the TLS Continuum Change Maestro’s Roadmap newsletter. A new edition will be released every Tuesday on LinkedIn. It is by nature an interactive newsletter. What do I mean? My initial intention was the development of a dialogue pertaining to the concept of a change roadmap. I was looking for interaction between those of us here as to what each phase so far meant to you. It appears as though you would prefer to be passive readers, so be it. However, let me reiterate that as we progress through the roadmap if you have something you want to contribute, feel free to comment on any issue that perks your thoughts.

Take a look at our journey to date. We started with establishing our organizational value proposition. With that in place we established our cross-functional team and gained knowledge about our organizational processes. Remember, the roadmap asks us to change our focus from that of a function to that of a process.? The next phase asked us to complete a process kit which outlined all the materials, personnel and other resources needed to resolve the issue at hand.

?We then utilized the toolbox to identify and establish just what the problem is in the form of a system constraint. What is holding up the process which in turn is causing the problem. We developed the project charter to produce the overall roadmap for the project journey and introduced system thinking and design thinking to the thought process. We reached consensus on the problem through open dialogue rather than one sided discussion.

?We have identified the current state of the problem and what it should look like once we have resolved the system constraint.? We have identified the gap between our two states and taken steps to resolve the gap. Now it is time for the final process review gap. Tis final review contains six segments in order to complete it.

?Purpose

The Champion needs to reinforce what the purpose of the review gates are in general. They serve similar to triage in a medical scenario. They are designed to gain an understanding of the environment in which we are operating. It looks at all the potential factors that could impact our decisions.

?Entry criteria to process Gate

We begin by identifying why we are conducting the process review. What have we delivered to the stakeholders that we have resolved their problem(s). In addition to the charter the sponsor should also sign off the after-action review and concur that we are ready to review the entire project to its conclusion.

?Objective

The cross-functional team needs to arrive at a reason for this review. The last thing you need to do is call an unnecessary meeting of the team which serves no real purpose.

?Agenda

The Champion, leader and sponsor should establish a set agenda for the meeting. It should be explicit om what is to be accomplished during the review. This should include your communication plan and strategies going forward. We are not planning on a long meeting. Do not make it longer than a half an hour unless circumstances call for further dialogue.

?Review of process fill kit

Remember back in the early stages of the roadmap, we referred to the project fill kit. Take it ot again and review it to ensure that you identified all the resources and were they utilized when they were needed. Did you forget any resource that would have been of help, and you forgot about it

?After the Action Review

The final stage is the completion of an after the action review of the entire project. It is helpful to have an outline of the review to work from. You can download a copy of the form at https://netorg5223078-my.sharepoint.com/:x:/g/personal/dan_dbaiconsulting_com/EVu6ZLuxW4hNsRRRI3vFbagBW6QOrMgIBqwp0PS3rKhA8Q?e=AYcQUg.

Taken from the military, the purpose is to look at the project as a whole and respond to a series of questions, First, why are we here in the first place? What happened? What was the problem that was presented to the team? Once we have answered that question, we turn around the question and say okay we know what the problem is but why did it happen?

This leads us to a series of additional questions:

1.??? What did we do to resolve the problem?

2.??? Why did we do it that way?

3.??? What went right?

4.??? What went wrong and why?

5.??? What are going to do if the problem resurfaces?

6.??? What are we going to differently in the future?

This brings us to the end of the roadmap. Next week we will start a series of additional posts presenting a strategy guide for where you go next on this journey. In the meantime think back over the series and be sure to send us any questions you might have or areas you would like expanded on. You can find the links to the full series on our website under the Change Maestro’s Newsletter.

?Looking for the perfect model for improving your organizational processes? Order your copy of the TLS Continuum Field Guide - How the Theory of Constraints, Lean and Six Sigma will transform your operations and Program flow to be released in February of 2024

?About the author:?Daniel Bloom?knows HR and Change Management. He’s a speaker on transformational HR, a strategic HR consultant and trainer. Thank you for subscribing to this newsletter. The best strategy that I ever undertook was earning my SPHR and the Six Sigma Black Belt. You can take the same path with our Road to Organizational Excellence Seminar. For more information visit https://dbaiconsulting.com/tls-continuum-master-seminars or email us at [email protected]

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