One wonders. As a consultant, I have managed many a project where a subject matter expert is made to lead the project, versus a legitimate role of a driving project manager. I guess the theory is, given the subject matter expertise, it is a valid conclusion that this individual will be the best resource to recognize the business case for the project.
This may be true, but, if the skillset for driving a project forward is missing, it may be a good analogy to describe the subject matter expert as a passenger of a plane. You want to get there, because you would not be on the plane if you did not need to. But, truly, the pilot is the person skilled to fly the plane over. No desire of yours to move the plane towards your desired destination will make it go there if you do not have the skills to fly the plane there.
Saturday, February 12, 2011
Caveat: There are folks that use Six Sigma to legitimize the same old approach that could never work
Yes, I have seen where people jump into the Six Sigma bandwagon, only to legitimize the 'good old' approach that they were wanting to improve on in the first place.
How's this? Shop goes Six Sigma. Shop hires top-notch Six Sigma talent to revamp process. Six Sigma professional starts with the tough questions to put together the business case for the problem on the table by engaging the targetted customer. Customer pushes back.
Yes, I've personally run into this. I start to ask the questions to help put the business case together. Questions like: Why do we want to undertake this improvement? What metric gives the customer the perception that there is a problem? What level can we calibrate this metrc down to to say we have solved the problem? Who are the customers we are targetting to satisfy with the solution? These questions sound relevant, but, when targetted to an executive who, in many occasions, is the designated strategist for the problem-solving effort, it is perceived to be challenging the executive's direction instead of guidance toward creating the legitimate business case.
Many times, the process does not take off because the executive never had any intention of changing the good old approach. Instead, they only intended to change the moniker of the process they have always been used to, to add legitimacy and a perception of being progressive.
How's this? Shop goes Six Sigma. Shop hires top-notch Six Sigma talent to revamp process. Six Sigma professional starts with the tough questions to put together the business case for the problem on the table by engaging the targetted customer. Customer pushes back.
Yes, I've personally run into this. I start to ask the questions to help put the business case together. Questions like: Why do we want to undertake this improvement? What metric gives the customer the perception that there is a problem? What level can we calibrate this metrc down to to say we have solved the problem? Who are the customers we are targetting to satisfy with the solution? These questions sound relevant, but, when targetted to an executive who, in many occasions, is the designated strategist for the problem-solving effort, it is perceived to be challenging the executive's direction instead of guidance toward creating the legitimate business case.
Many times, the process does not take off because the executive never had any intention of changing the good old approach. Instead, they only intended to change the moniker of the process they have always been used to, to add legitimacy and a perception of being progressive.
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