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Kotter’s Model (based on a Plan, Do, Check, Act cycle) suggests organisational change & improvement is created & sustained by work in 8 strategic focus areas:
However, these cannot be treated as sequential steps. All the eight focus areas need to be addressed simultaneously to realise effective improvement.
SLAMit! enables you to map how you are going to get from where you are now ("current state") to where you want to be ("future state").
It is difficult to plan how to get to a destination if you don't know where you're leaving from! SLAMit begins by defining your starting point and your destination, and then maps the route by which you plan to get there in a series of "sprints", run every 2-4 weeks. At the start of each sprint, the business priorities of goals and requirements are reconsidered, enabling the team to adapt to ensure the work products and activities remain in tune with the need to deliver business value to the client. Commitments to expenditure can be similarly reviewed each sprint and varied as the client thinks is desirable
In this way, the client always remains in control of the risks, the budget, and the objective and direction of the work.
The SLAMit approach addresses all the 8 focus areas in setting up and running the Sprints. This includes maintaining the engagement and commitment of senior management ("Create a guiding coalition") and using integrated teams to create a sustainable culture of change.
Rather than being something imposed on a busy team from the outside, process improvement then becomes integral to the way the project team - and the business - operates. Each section and indeed each individual is aware of the overall value stream and the impact of their activity on other parts of the end-to-end process. This encourages a problem-solving response to the issues and difficulties which arise.
The roadmap is linked to Kotter’s 8 Step Process and is customized specifically to fulfil the vision and mission using lean and agile methods to deliver rapid progress.
1. Urgency finalise agreement of scope, business priorities, timescales and plans
2. Guiding Coalition identify process ownership, obtain support and commitment
3. Vision & Strategy analyse capability gaps, establish a process baseline, measure
4. Communicate make gaps & performance visible, discuss & agree priorities, identify training needs
5. Empower assign Process Action Teams, agree Product Backlog and PAT charters
6. Quick-Wins use GIFPA’ Lean and Agile Method for Improvement Teams to iteratively deliver process modifications from the Product Backlog, closing the successive gaps
7. Consolidate perform periodic “quick-look” min-assessments, measure, analyse and document lessons learned from pilots & trials, review PATS, modify Product Backlogs
8. Institutionalise Publish progress against plan, celebrate successes, disseminate lessons learned, revise overall plan as needed to keep focus on goals and value
Continue the cycle of Plan, Do, Check, Act activities embodied in Steps 6 through 8
AppraisalAt a suitable time, a full-scale SCAMPI® Class-A appraisal can be performed to assess progress. The set of activities for this are typically scheduled over 12 weeks and include: appointment and training of the Appraisal Team Members; preparation of the Practice Performance Implementation Database; the Document Review; Initial Briefing; On-Site Period & Final Findings Presentation.
Benefits of the SLAMit approach:
Why use GIFPA?
You can read the principles of successful process improvement implementation for yourself. Delivering a successful implementation in the context of existing company culture and history is another matter altogether.
GIFPA consultants have supported numerous organisations through various stages of their journey to the "desired state". We can both anticipate the problems and barriers to change and apply successful strategies to resolving the issues which inevitably arise.
In the end, you will achieve your goal more quickly, more harmoniously, and more cost-effectively, by applying GIFPA expertise. When you are investing in process improvement, invest in a little insurance to keep you on course. To speak to one of our consultants contact GIFPA firstname.lastname@example.org
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