Methods

Performance Operations consultants prepare a custom methodology for each project.  The bottom line with methodologies is that none of them will be effective if the appropriate human factors are not considered, such as teambuilding, communications, systems thinking and common mental models.  The specific methods outlined following are more important than the overall methodology.

Elements of Methodologies

Methodologies are the new name for System Lifecycles.  The term describes the way the application of technology is controlled during the systems integration process.  Traditional lifecycles typically follow a "waterfall" of sequential steps, each of which controls a single aspect of a systems integration effort.  Traditional lifecycles start with requirements (the "whats"), then move into design (the "hows"), on into detailed design (the "exactly how"), and then into the various steps of development, test, pilot test, systems proving, training, roll out and wrap up activities.  The level of detail in the lifecycle process is a function of the complexity of the system, the size of the team, the project duration and the degree to which the project can be implemented in phases.

Methodologies employed by Performance Operations are customized on a project by project basis, taking into account the specifics of each project and each client team.  Invariably, the methodology we create for a specific project will include the following important elements:

Business Alignment - It is absolutely vital that each project begin with an understanding of how the project fits into the business vision.  There are as many forms of doing this as there are projects, but suffice it to say that this step is enhanced with the consultant having significant experience in the client's area of business.  In any event, the time spent in the requirements and workflow definition processes is used to refine and double check the work done in the business alignment step.

Benefits:

	Requirements and Project Goals are aligned with the business needs
	We are setting out to solve the right problem
	Technology will be applied in a manner which fits the style and personality of the business

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Understanding Work - Before functional requirements can be discovered and documented, the existing work must be understood by the consultant.  The technique used most often by our team is storyboarding.  This is a graphic method of documenting how humans perform their work, and is of use to executives, management, operations and technology teams.

Benefits:

	Requirements are understood in the context of the operator's job
	Technology solutions which don't fit the workflow can be avoided
	Trust is built with users which leads to the users opening up and ultimately take ownership of the solution
	Solutions to problems outside of technology and systems are found and are immediately implemented

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Separation of Requirements and Design - The most important benefit of the traditional lifecycle is the way it dictates that requirements are kept separate from the design solution.  What this means is that the "whats" (requirements) need to be determined before the "how" (design) can be defined.

Benefits:

	Requirements are aligned with the business needs and project goals before the design solution is developed
	Technology doesn't "override" the need
	A simpler ultimate solution is created

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UI Prototyping - One of best techniques we use which was not part of the traditional lifecycles is prototyping of User Interfaces.  We have found that creating large documents for users to read simply does not work.  The problem is that users don't know what is or isn't going to work, and they have great difficulty detecting omissions in requirements and design documents.  The solution we have arrived at is to develop the Operator's Manuals first, including prototyping of all User Interfaces.  By creating the manual (typically an on-line, interactive web based document) before the software design, we have found that users can "try out" the system before it is created, leading to many improvements in the design prior to implementation.  Some of the best work in the industry on this topic can be found in the book "Contextual Design", which can be found on our booklist.

Benefits:

	Users understand the solution and improve the design before it is created
	User Documentation actually gets completed because it is developed sooner in the project
	Users are much more easily able to detect omissions
	User ownership is further enhanced

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Keep It Simple Stupid (or Keep It Super Simple) - Being a "product" of the Cal Poly university system, Gene Kaplan believes in the KISS adage.  Nowhere is this more true than in the application of technology to solve business problems.  While most systems overall ultimately end up being reasonably complex, there is no reason that 1) they cannot be broken down into small pieces which can be implemented quickly and which can be understood by everyone and 2) the simplest solution can be evolved in any given circumstance.  The more code there is, the harder the system will be to design, implement, test and maintain.  The more complex the screens and the more operator functions there are, the harder it will be for the users and technologists alike.  This is why it is imperative that more work be done before programming or systems configuration so that the ultimate solution is the simplest possible given the need.

Benefits:

	Simpler systems are easier to assemble, construct, add to and maintain
	A simpler solution is always more flexible
	Simpler is cheaper
	Simpler systems may be more quickly implemented, leading to quicker paybacks
	Users like simpler better
	A simpler system is easier to implement in phases
	Simpler systems are more easily understood by the users
	The risk of the system being successful is reduced

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Detailed Design - Performance Operations design teams always use detailed design documents to control software configuration or programming.  Despite the fact that many engineers, programmers and technicians do not like this approach, it is absolutely necessary to ensure 1) that the system does indeed meet the requirements, 2) that the technologist does not take shortcuts or unnecessarily embellish, 3) that the application and systems experience of the more senior design engineers is fully leveraged and 4) to maintain consistency in the configuration or code.  The amount of detail in the detailed design products varies depending on the experience and skill level of the technologist, as well as the complexity of the system.  Configuration and/or code reviews by senior design individuals ensure that the technologists are following the specifications of the detailed design products.

Benefits:

	Technology is implemented consistently
	The knowledge about the functional area possessed by the senior members of the team can be leveraged across the entire implementation team
	Code configurations are in fact complete
	Solutions are simpler

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Testing and More Testing - As with all successful technology implementation teams, we have found that testing of at least three types is a fundamental requirement of any systems implementation project.  The first test must be performed by the individual configuring or programming.  The second test needs to be performed by a peer technologist or senior design individual.  The third test needs to be by a member of the implementation team, but from the user's perspective.  The fourth test needs to be with the users, and may lead up to or include a Pilot Test, depending on the complexity of the system and risk of failure.  In summary, the three types are 1) programmer's test, 2) peer test and 3) user test.

Benefits:

	Technologists fix more of their constructs sooner, at less cost and impact to the schedule
	Less time from the users is wasted, leading to their time being of greater benefit to the project
	Fewer users are alienated
	Stress level within the user group is reduced
	Solutions are installed more quickly
	The resulting system is more coherent

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Implementation in Phases - Many traditional lifecycles required that systems undergo complete design before implementation, that all modules be implemented and tested together and then the completed system be installed when complete.  Many technologists today prefer this approach because it allows them plenty of time to think through all aspects of the system's operation prior to installation.  The funny thing is that no matter how much time is provided, there is never enough and most projects undertaken with traditional approaches are late and often don't measure up to expectations.  The Performance Operations approach is to perform the required preliminary engineering to fully understand the problem, develop requirements and a design solution which meets the whole need, but then to implement in phases.

Benefits:

	Paybacks are achieved sooner
	Users get benefit from their efforts sooner
	Management can measure the implementation's team successes sooner and at less cost
	Technology teams stay on track better
	The project keeps moving!

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Documentation First - Many technology teams do not prepare adequate documentation soon enough in the project to be useful.  It is fact that most systems are not documented sufficiently for the users let alone for maintenance.  The methods employed by Performance Operations teams ensure that user documentation is available sooner in the project (Operator's Manuals are developed before systems are configured or coded) and that systems documentation is actually developed (Detailed Designs are developed before software configuration or coding is allowed).

Benefits:

	Documentation is available to help users understand the system
	Training may occur sooner and is more effective
	Single technologists are less crucial to the system's maintenance or success

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Multiple Types of Training - We have found that people learn in different ways.  Some people desire the classroom setting, while others can't stand to sit through formal teaching processes.  Performance Operations teams employ three methods for training.  The first method is apprenticeship, which is an effective way to train technologists.  Senior members of the team help the more junior members learn the skills necessary while actually implementing portions of the system.  The second method is training one on one during systems implementation.  We have found that users who participate heavily in the design, testing and roll out processes need much less training when it comes time to turn on the system.  Finally, the third method is formal training in the form of classroom training and/or formalized training tools.

Benefits:

	Sufficient training and training of the correct type prevents users from using "no training" as an excuse
	Users are more effective with the system sooner, meaning that paybacks are more quickly achieved

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Measurement of Success - It is important that project teams know how the project will be measured at the outset of the project.  Then dedicated meetings must be held with the specific goal of discussing the successes and failures and determinations made of how to do better next time.  This is particularly true in today's projects with phased implementations so that improvements can be made sooner so that they can improve the next project phase.

Benefits:

	Team members are striving to achieve specific, documented goals
	Formal discussion of results leads to improvements in methods

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Professional Project Management - Our project management approach is a combination of leadership and management.   Several traditional project management techniques are employed.  Formal project schedules are maintained, typically in Gantt Chart format which are easy for everyone to understand.  Man-hours are tracked to individual tasks.  Activity lists are maintained and regular meetings are held to ensure everyone is progressing on their assigned activities.  Project costs are tracked to the budget. Much, if not all of this information is provided on-line on a project or company website so that managers and users can access the information in a timely manner.  The best book we've found on Project Management is "Critical Chain" and may be found on our booklist.

Benefits:

	Project costs and timeline are controlled
	Everyone knows where the project is at any given instant
	Because all information is public, the project tracking information is taken seriously by the technologists

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Cause and Affect Diagrams

At times it is necessary to diagram what is actually happening in a business in order to determine the true root cause of a problem.  Typically an organization develops ways of reinforcing certain behavior without this being the intent.  Often this behavior leads to problems which become apparent.  Sometimes company policies actually lead to undesirable results and this cannot become visible until the relationships are shown on a diagram.  Very often behaviors which are uncontrolled (look the other way), are part of the problem.  The result is that the problems are visible but the underlying behavior and reinforcing relationships between multiple causes and affects are not.  We have found that circular diagrams which describe these patterns of behavior are most useful.

Insert sample diagram here...

The best work on this subject may be found in the book "The Fifth Discipline", which is shown on the Booklist.

Benefits:

	The root cause of business problems is discovered
	The diagrams become a way for people in an organization to see what is actually happening so they can make better decisions
	Business programs, such as incentives, can be tuned up based on a determination of what is actually going to occur as opposed to what "might be"

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Storyboarding

When applying technology to plant or shop floor operations, the most important thing is to make sure the technology works in conjunction with the users' work flow.  This is because the users in a manufacturing or warehouse setting are focused on their work, not data collection or the automation of paperwork.  The technology must be integrated into the users' work flow in such a way that the technology is easy to use while continuing to perform the primary functions of the job task.

We have developed a very practical and useful Storyboarding technique which describes user workflow while documenting how technology will fit into this workflow.  These documents are useful to management because they can see, before investing in the system, how the technology will be applied.  Even more importantly, these documents are one of the ways the design team communicates with the users, optimizing the design and building trust.  Finally, these documents become on-line training aids which are part of the system.

Examples:

Shop Floor Storyboard

Warehouse Receiving Storyboard

Warehouse Shipping Storyboard

Benefits:

	Management understands how a project is going to work prior to making the investment
	Ownership is built with the users
	Technology approaches are optimized prior to expenditure of capital
	Omissions in a project's requirements are discovered
	Workflow is optimized

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Alignment of the Individual's Goals

One of the methods we use for leading teams is to work with individual team members to identify and clarify their professional goals.  Then we attempt to assign each individual's role in the project such that it optimizes their potential for personal achievement.  Ideally we are the catalyst for team members to commit to helping each other to achieve their individual goals during the execution of the project.

In the long term, we encourage individuals to maintain a portfolio of successful project accomplishments which detail professional growth.  We have found this to be an effective way of motivating individuals to push through the various obstacles which face any project team.

The defining work we have found on this topic is in Tom Peters' book "The Circle of Innovation", which can be found on the Booklist.

Benefits:

	Individuals become highly motivated
	Teams become more effective
	Misalignments between an individual's goals and the company's objectives are discovered so this issue may be addressed

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Understanding Personality and Improving Human Communications

Undoubtedly the most important method we use in teambuilding is the understanding of personality and human communications.  Everyone has different aspects to their personality and by getting team members to understand each other's motivations, how decisions are made, natural ways of approaching work and communications, we achieve superior teambuilding results.

The tool we have been using for almost 15 years is called PersonalysisÒ.  The tool provides a graphic way to see how a person prefers to approach their work, how they receive information, how they process information, how they are naturally motivated and more.  Because the tool provides a colorful graphic depiction of an individual's communication styles, the members of a team can use the tool to think about how they should best communicate with another team member so as to get the best result.  Additionally, we use the tool to build teams which contain all of the necessary human attributes required for a project to be successful while maintaining a fundamental compatibility within the team.

The PersonalysisÒ tool, combined with the expert consulting of the Management Technologies team, with whom we've been working since the early 1990s, is a key to how the Performance Operations team leaves the client team much more capable of addressing new projects, assembling new teams, hiring and managing.  The bottom line is that we've had incredible results combining the understanding of personality and human communications with technology project implementation.

Personalysis is a copyright of The Personalysis Corporation, Houston, Texas

Benefits:

	People who are thinking about how to communicate with each other become better communicators
	People become more tolerant and even appreciative of personalities different than theirs
	Teams become more "balanced"
	Better results assembling people in teams and adding people to work groups
	Improved alignment of people to their primary activities
	Incentive programs which work

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Optimizing the Opportunity for "Flow"

The term "flow" is being used here to define that mental conditions a person can experience when they are meeting a mental challenge by being more effective than usual.  Often people refer to being "in the zone" when experiencing this condition.  We believe that experiencing the flow condition on a fairly frequent basis is a requirement for most people to be satisfied with their work, and it has the added benefit of dramatically improving the movement of a project toward the goal.

Programmers typically spend many hours a day outside the "zone", but then accomplish 80-90% of their work in only a couple of hours.  Flow conditions are applicable to all project activities, including working with users, testing, management and documentation.

The Performance Operations approach is to encourage flow conditions by ensuring an individual's work environment is conducive to these conditions, and then by training people to be aware of the flow "zone", and teaching some methods of monitoring mental conditions so that flow can be achieved more regularly and for longer periods.

The best work we have found on this topic may be found in the book "Flow, The Psychology of Optimal Experience", which may be found on the Booklist.

Benefits:

	People become much more satisfied with their work experiences
	More and better work gets done
	Individuals provide more benefit to project teams

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Leadership and Management Mentoring

Performance Operations consultants provide practical professional development for leadership and management, particularly in areas which are related to manufacturing operations and technology teams.  Management of the knowledge worker, which means almost every individual in today's operations, is very different than the "classic" management techniques documented in most course books.  Management today requires much more leadership, more working with individuals and teams to understand the "whys" underlying objectives and much more interaction at a more "human level".  We have found that the biggest problems in operations management today is the continued application of outdated management techniques, which often leads to less management since the old techniques are no longer effective.

Mentoring by a Performance Operations consultant is typically provided in conjunction with other work so as to provide a context for the sessions, to improve our understanding of the specific business and people who make up the organization, and so as to produce measurable results.  The various methods, including PersonalysisÒ, mentoring on a one on one basis, work with "flow" conditions, alignment of individual's goals and learning from books, seminars and formal training programs become the fabric for leadership and management mentoring.

Benefits:

	Managers become more effective leaders
	Operations are enhanced
	Specific business objectives are achieved
	Teams become learning organizations so that future business challenges can be met

Personalysis is a copyright of The Personalysis Corporation, Houston, Texas

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Technical Development

In today's highly technical business world, everyone needs to continuously address their technical skills.  This typically cannot be done "on the job" without it being specifically identified as an objective.

The technical development of technologists is simply a matter of identifying the desired areas of technology, aligning the individual's skills and desires for improvement with these areas and then application of the appropriate learning mechanism.  We have found that learning "on the job", by doing in conjunction with a senior engineer in an apprenticeship environment is the most effective for most technologists.  Sending people to school tends to make them aware of the technology functions but isn't useful in applying the technology in an effective way.  Individual training mechanisms, such as computerized tutorials are cheaper, allow students to move at their own pace and yield the basic understanding of a technology.  Working alongside a senior individual on a real project then takes this basic understanding and turns it into a skill which is beneficial to the organization.

Executives and managers need a different type of technology training.  We have found that operations personnel in general respond better to training which is application specific.  The technologies beneath the application are of less importance to operations people and the basics can be picked up during the training in the specific application area.  This of course implies a basic understanding of computer operations, which if it doesn't exist can be provided initially.  By working within the context of a specific application area, operations personnel are more motivated toward the course work and can begin applying what they've learned right away.

Benefits:

	Technologists become effective at developing solutions for business as opposed to just applying technology
	Executives, managers and operations personnel get practical training, learning things they can use right away

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Sample Methodology

No single methodology is going to work in all situations.  This is why we have developed the elements of methodologies and principles.  The following is an example of a simple two phase methodology used for selecting and implementing a manufacturing or distribution software product.

Phase 1 - Starting with figuring out why the technology is going to be applied from the perspective of the business needs being solved, designing a solution at the high level and developing the ROI.

Click here to see a picture of a typical Phase 1 Methodology

Phase 2 - After the project is very well defined, grounded in documented business needs with a targeted ROI, then the technology implementation, changes to operations and all the "human work" can begin.

Click here to see a picture of a typical Phase 2 Methodology

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