― What is the most important thing in an engagement strategy?
― The main factors influencing the development of an engagement strategy are the company's reputation in the market and an attractive HR brand, employees' confidence in the company's success in the future, and a strong motivation system.
It is very important to form partnerships with employees, select employees who share the values of the company, and work together.
― Who can develop it: budget, milestones, performance criteria, personalities?
― Developing an engagement strategy is a collaborative effort for all leaders. Of course, the HR specialist is key figure in this matter: plans the budget and stages, develops performance criteria.
― How to prevent the idea and the project from “burning out”?
- The project must be “alive”: the market is changing, the company is changing, new employees are coming. Therefore, it is always necessary to monitor the changes taking place in the company, conduct surveys, talk about the plans and prospects for the development of the company, about how important everyone's opinion is.
― What can ruin the work of the HR team in an engagement project?
- If there is no support CEO or HR decides to do everything alone - this will definitely not lead to success and may even ruin the project. The joint work of leaders at all levels of management is important.
- Age differences - is it hardly equally possible to involve companies of veterans and the "Pepsi generation" in business? What to do?
- They need to be given the role of leaders in this project, appointed as mentors, show how important their work experience and experience of making changes in the country (development of virgin lands, BAM), connect with values - first of all, this is the value of the company, which is passed down from generation to generation , which is important to convey to generation X, Y and even Z.
― Sociocultural differences - how to take them into account in practice?
― Socio-cultural differences are important to consider, especially if the company is international and combines Western and Eastern national cultures. In this sense, what is the object of lively discussions for the West (the role and significance of group norms, group consensus, etc.), for the East, the issue has long been resolved and self-evident. Therefore, to combine these views and adapt them to the cultural characteristics of individual national divisions of the company is not an easy task for international management. The same applies to issues of power, leadership and participation in decision-making. At the poles in these issues are democratic and authoritarian styles of governance.
The company needs to develop socio-cultural competence - the ability and willingness to take part in the dialogue of cultures in the conditions intercultural communication based on the principles of cooperation, mutual respect and tolerance for socio-cultural differences and overcoming cultural barriers.
- The gamification project team at Euroset at the UP Business Club revealed in detail the secrets of the project's success (sales growth - 70%), but why did many companies, having taken up gamification, not succeed in it?
- It's connected with corporate culture company, age composition, readiness for change. Look, in Sberbank, Russian Post it is difficult modern approaches. A special corporate culture has been built in them for decades. Euroset is a fairly young and dynamic company with a rapidly changing product, which is why employees have such competence as readiness for change, high level. Norilsk Nickel is a company with extensive experience and serious engineering technologies, so “gamification” is only suitable for certain categories of employees (sales, marketing, for example). Here it is necessary to approach differentially, and success, undoubtedly, will be.
― Corporate holidays - how not to turn them into a formality, but to build them into the engagement system?
- Here it is necessary to organize them together with employees, discuss ideas, distribute tasks during preparation. This is very important, then at these holidays they are not guests who sit at the table, but the hosts.
― The scoreboard used to work! How can you inspire people with examples today?
- The Board of Honor is still working today, it has passed the rejection period and is now one of the motivation factors for employees who have been working in the company for 1-5 years. For generation X and Y, recognition is essential motivational factor. Our company has a Board of Honor, and it works successfully. I see how the Board of Honor works in other companies: VTB24, Komandor, Siberian Generating Company LLC - and, as a client, I will never pass by, I am always interested in what the company lives inside, what values.
- Role, form of punishment and involvement. Is that a stick and a stick? How can punishments not spoil the huge work of engagement?
“Punishment and involvement seem to be incompatible concepts. Punishments? For what? For refusing to participate in an engagement project? If employees are not motivated to participate in the project, this is not their fault, this is a top management flaw.
Tops are special people. But it is they who must first be involved in the matter and encouraged to involve people. But sometimes they are just cool and irreplaceable specialists. Well, they do not want to get involved - what to do?
- Top managers in the company are a role model. They are responsible for the choice of decisions, ways of development of the company. To motivate their involvement, it is good to set ambitious goals, provide professional growth, develop competencies, promote strengthening in the role of inspiring leader. It is important to recognize the personal success of a top manager in the success of the company. Achieving high results cannot but affect the personal capitalization of the top in the labor market, and this is a significant motivation factor.
- “Tribes” are everywhere (according to D. Logan). How to take into account the opinions and behavior of the leaders of the “tribes” in the engagement project?
- The opinion and behavior of leaders, of course, must not only be taken into account, they must be managed. It is the leaders who can involve employees in the company's projects, create a culture that reflects the company's values, and effectively implement its strategy. Therefore, it is necessary to work with leaders first of all, motivating them with your own expertise.
― What kind of training can help unite people?
- I respect team coaching trainings and team coaching itself. I tested this tool myself. After such trainings, strangers open joint businesses. And successfully.
What's the secret? In the coincidence of values and shared experience during teamwork, in joint decisions taken. In addition to trainings, work in joint projects unites teams well.
― Crisis, falling orders - how to reduce staff without destroying engagement?
- Here it is very important to understand what was done by the company before the crisis. It’s hard to reduce staff, it’s necessary to speak in a human language, people can’t always adequately react at this moment, but then they say thank you simply for talking to them.
― One HRD told the OP that after the crisis they had only the most engaged employees, but they were only "0" good. How not to overplay with involvement?
- It is important to maintain a balance between engagement and current results, to keep them in focus all the time. And to involve first of all those who give stable results of work.
Irina Uvarova, HR Director, Iskra Group of Companies
The material was prepared by Kristina Firsova
How to involve employees in building a strong brand?
Technologies and tools
M. Yu. Semenov
A. V. Boyarkina
T. I. Mironenko
© M. Yu. Semenov, 2017
© A. V. Boyarkina, 2017
© T. I. Mironenko, 2017
ISBN 978-5-4485-2637-4
Created with the intelligent publishing system Ridero
book structure
Introduction
Book reviews as a preface
Chapter 1 Clarifying the Brand Idea
1.2. Results of workshops to clarify the content of brand DNA
Chapter 2
2.1. Characteristics of the position of a specialist responsible for involving employees in the brand
2.2. Technology "Micro-trainings for the office" 36 minutes with the brand ", or Brand School"
2.3. Technology "Thematic Weeks"
2.4. Brand auction technology
2.5. Technology "Corporate Portal"
2.6. Technology "Corporate language of our brand"
Chapter 3: Reinforcement: Brand Valuation
3.1. Pyramid of employees and activities in relation to the brand
3.2. Brand scoring technology
Chapter 4 Feedback
Project retrospective
Bibliography
Introduction
This book describes a case: the experience of implementing a project by TIM-CONSULTING (team-consult.ru) in 2013 to involve employees in a new company brand.
Every brand has a set of ideas that form the brand's internal structure, or brand DNA. We borrowed this term from the book by J. Barlow and P. Stewart “Brand-Oriented Service”.
The birth of a brand is most often insight and history, after which it is necessary to analyze and understand the brand, isolate its meaning, structure and create tools for translating brand ideas into the work of the company. Brand carriers are the people who created the brand, its ideologists and inspirers. They can evaluate whether an action or phenomenon fits the brand or not. Brand carriers can describe the brand idea in words, highlight the closest and, conversely, contrasting concepts. In this way, the semantic field of the brand is formed - a set of words of different parts of speech, the meanings of which have one common semantic feature - brand ideas are close.
Then, on a selected basis, the brand DNA is formed and a program is developed to “infect” all employees with the idea of the brand.
A strong brand is not only advertising, it is, first of all, people broadcasting it. What should leaders do to engage employees in building a strong brand? How can you do it in a modern, incendiary, interesting, easy way.
book context. The customer company has been working in mobile retail since the 90s. At the start of the project, the company employed about 60 people in the office and about 250 people in retail. Approximately 40 stores.
More than six months ago, before the launch of the project, the company underwent rebranding, reformatting part outlets However, this did not bring the expected dividends in the form of profit and increase the motivation of the staff.
The objectives of this project were to convey the idea of the brand to each employee and involve in the implementation in such a way that each employee strengthens in his daily work brand ideas in interaction with customers and employees.
The project was implemented in the following stages:
1) Clarifying the brand idea
2) Engaging employees in the brand
3) Cementing: fixing brand ideas through evaluation, feedback and stimulation.
book form– report: only the most important to understand brand engagement activities and their meaning. I remember the statement of Igor Mann: “What books do you choose? “Short!” Therefore, less than 100 pages of this book can be read in 2 hours, in one trip.
The book will be useful for those who work on employee engagement, create a strong company brand and manage the HR brand, corporate culture and internal communications. If you need to solve a similar problem, you can find some useful ideas in the book.
Appendix to the book - Grading Tables - can be downloaded by filling out the form at [broken link] https://goo.gl/k7PjuL
If you need a training program "Brand School" and workbook, write to the author
Semenov Mikhail- project manager, management consultant, business coach, managing partner of TIM-CONSULTING. Specialization: management and HR consulting, business training, organization of training and employee assessment, intracompany communications, development of customer focus, research consumer behavior. Leading Russian expert on the psychology of money, Ph.D. psychological sciences, associate professor.
Boyarkina Anna- business trainer. Specialization: sales trainings, management skills trainings, organization of in-company training, assessment and certification of personnel, intra-company communications, HR-consulting, development of the company's service.
Mironenko Tatiana- business coach, coach, head of "TEAM-CONSULTING". Specialization: business coaching for top managers, strategic sessions, team building trainings, project management, leadership, situational management, b2b sales management, telemarketing and telephone sales, training sales representatives and supervisors.
Reviews as a preface
Baybakova Olga: " Very capacious, interesting and practical material. While reading, I admired the scale of time and intellectual expenditure during Brand Engagement Weeks. In conclusion, I saw that these activities were abandoned. In vain, they could just reduce the frequency. The Executive Assessment Questionnaire is very strong. I was surprised that they even went for it. And ... again they refused.
Once again, I admire the projects of your team, your global systemic vision, combined with a clear study of details! It costs a lot! Thanks for sharing!
Baibakova Olga, consultant in the field of production management (quality management, Lean, development production staff), business coach, organizational change facilitator
Gladysheva Svetlana: " The information in the book is a great tool! Take it and do it. The whole process of involving employees in the brand and values of the company is described in detail. It is indicated what went well and what did not take root, what was applicable and what was not. Simple and accessible text, and it is very good that there are applications.
The book is really very interesting. I read it in one breath. I am sure that it will be a success among professional readers. Good luck to you and your colleagues!”
Gladysheva Svetlana, business coach, business consultant in the field of recruitment, adaptation and development of personnel, facilitator
Brychenkova Natalia: " If you want to understand how to form a single spirit among the people with whom you are doing a common thing, and at the same time achieve your personal business goals, you should definitely read this book. The title fully reflects the content of the book, reading it, you are involved in the process of studying and learning, and, most interestingly, there is a desire to try the technology in your company.
The authors managed to present a complete and understandable algorithm of actions, logically completed and implemented on a specific real business. Reflected are large methodological blocks with specific tools, recommendations and implementation methods.
Lack of reflection in the book economic efficiency application of technology, final hr-metrics, allowing you to see the picture "Before" and the picture "After".
The book will be useful to those who are interested in professional development and formation of a unified corporate environment. I would like to note the advantages: accessible, understandable material, visibility, clear instructions, concrete examples, opportunity practical application in any area of business.
Brychenkova Natalia, HR Director, Santelecom LLC
Chapter 1 Clarifying the Brand Idea
1.1. How we clarified brand DNA
The clarification of the content and structure, or DNA, of the brand took place with the top managers of the company during a series of seminars.
We proceeded from the fact that the DNA of a corporate brand is the main corporate values expressed as a company brand. That's why this technology can be used to clarify company values.
In order to build a strategy for increasing the involvement of managers in important projects for the company, I would start by defining what exactly we mean by involvement.
The generally accepted concept of involvement – This an emotional and intellectual state that motivates employees to do their job to the best of their ability. If we break the involvement into components, then in addition to the euphoria from participation in the project, that is, when we like the very nature of the work, we will get a degree of personal responsibility, a sense of belonging to the company and what is happening in it, self-realization through participation in the project, understanding the similarity of their personal goals and the goals of the project. If we dig deeper, we will find many other components of engagement, but these are clearly on the surface.
The next step is to analyze the level of engagement. And here I would analyze the reasons for the lack of involvement of each leader separately. Through interviews or questionnaires.
My experience shows that the reasons can be very individual. For some leaders, the lack of engagement is indeed linked to an unwillingness to take on additional responsibility. Others can take it, but the level of this responsibility is directly proportional to the level of salary. And, it would seem, why get involved in something else if you are not paid for it? By the way, now this is a fairly common category of leaders, and people in general.
There are leaders who are confident that their efforts " average temperature by the ward” will not change, and their work is just a drop in the ocean that no one will notice. Then why try even harder? Of course, here we are not talking about the motivation of the leader, but the transparency of communications in the company, about encouraging the initiative that really exists in the company, about the feeling of belonging to decision makers. In this situation, it is worth thinking about the functionality of the employee as a managerial unit and about his ability to make independent decisions. Because if your leaders feel like just cogs in a big system, then he will either put up with it or run away, but his involvement will never grow.
The next category of leaders are those people who are successful and effective when their activities give them the opportunity to grow personally along with the project. The project develops, and the leader develops, because in parallel he solves his internal personal tasks.
And there are managers who “want, but cannot”, because their level of competence does not allow them to feel confident in the project. By the way, for most leaders, the fear of appearing “not the smartest” and, in connection with this, losing authority and trust is a fairly common fear. Once at Company X, where I was training, I was surprised by the general reaction of the leaders. They were supposed to start the exercise, but as one they remained in their places, looking at each other. They were afraid to take a step and make a mistake, so they gave in. Later it turned out that the company's culture was built on the principle of ancient Sparta - people had no right to make a mistake, because they were immediately thrown off a cliff. Like ballast. Therefore, they were not wrong. And they didn't participate.
The first step to take is to talk to the key people that HR plans to rely on for the project. The purpose of this conversation is to understand why the manager might be interested in participating in the project, as well as to explain to him how he can realize his personal goals by participating in the project. It has long been proven that the ownership of personal goals and the goals of the organization is one of the most powerful motivators. Remember Golden Rule sales - speak the language of customer benefits. Talk about his personal benefits. Even when there are major negotiations between companies, an experienced salesperson always remembers that he is not sitting in front of a company, but a living person with his own desires, expectations and character.
In other words, if the HR department is going to “sell” the idea of the project to the manager and motivate him to participate in it, then you should always remember that we are facing a living person with his own expectations, goals, dreams. Of course he loves company. But he loves himself more. Therefore, it is worth building a strategy to involve managers in a project by selling the idea of the project itself, based on the personal motives of each leader.
The next tool that effectively increases engagement is the demonstration of intermediate results obtained with the participation of the manager, or better, his personal results in the project. How often? As often as possible. For what? This tool helps you see the value of your work, get rid of the feeling of a small cog in a big machine and see your contribution to the work of this machine. It is desirable to support the results with a positive feedback. Positive reinforcement is a powerful tool for developing an achievement mindset.
If several managers are planned to be involved in the project, then the evaluation of intermediate results should contain a competitive moment. The competitive game is inspiring. A good game is always played by the rules. These are certain restrictions that are mandatory for all players. It's the limitations that make the game so interesting. There are restrictions in any game - say, the football field is limited, the number of players in the team is limited, the time is limited, and so on. And these restrictions spur excitement. In addition to restrictions in the game, there should be freedom - a place for creativity and maneuver. Moreover, the more restrictions, the more freedoms. If there are only rules in the game, then it is not interesting to play it. Look at everyone successful leaders that achieve high employee engagement. They skillfully use the idea of competition, limiting it to limits and increasing it with freedoms.
The training of managers is essential to the effectiveness of the project in which they are planned to be involved. After all, competent training, training created specifically for new project, will allow you to avoid fears associated with your own incompetence in a new issue for yourself. It will allow managers to feel ownership, to see themselves in the project, to see their points of growth and opportunities. And, of course, one of the functions of training is to motivate employees. Companies know this and actively use training as a form of employee motivation and engagement. For example, last week I conducted a training for a large Russian company, which started a new all-Russian project. And this project staff met with skepticism. I was given a priority task - to motivate staff to successful start project, having previously been intimidated by the fact that employees openly resist participation in it. This is what I focused on. And honestly, I think that the success of the project is largely due to the fact that the company chose the right training format and conducted this training on time.
To summarize, the implementation of the task of increasing involvement begins with an analysis of the situation - after all, before building a policy, it is necessary to collect information and analyze the reasons. The next step is to "sell" the idea to executives based on their personal motivations and interests. In this case, training, monitoring of intermediate results, creation of competition, rules and freedoms will be effective.
“Our employees treat project activities according to the “residual” principle. How do we get our employees to complete the tasks set by the project manager on time?, is a question I often hear in project management seminars. And it is usually set by the heads of companies with functional organizational structure where the culture of project management is still low.
How do you motivate them to work on projects?
- We pay them a salary for the performance of their duties, what other motivation is needed?
Put yourself in the place of a simple performer of work in a project. He has dozens of tasks for the week (well, if for a week, someone has dozens of tasks for the day), and his bonuses (if he has any) depend on the performance of the unit. And here comes the task from some project manager. Will he change priorities in such a way as to implement it on schedule? Who set the target date for it?
Common situation?
So, what needs to be changed in the management system so that project tasks are completed by employees on time?
Let's go through each point in more detail.
1. The system of bonuses for project activities should motivate employees to participate in projects. But at the same time, it should take into account the performance of the unit in non-project activities, that is, there should not be a bias in the motivation system. The task of building such a bonus system is not trivial, but very creative and interesting.
The easiest to measure, but fair for the payment of a premium for project activities, is the coefficient of trust (the name was invented by myself).
The coefficient is calculated very simply:
- Deadlines for tasks are agreed by the project manager with the performer
- The indicator is recorded on the basis of available data in an accessible place, and you can always check the correctness of the calculations
- Bonuses are paid on time and in accordance with the calculated value of the coefficient
Bonuses for the project can be paid in a certain amount of the salary and at the same time multiply them by the coefficient of trust. If the coefficient is equal to 100%, then the performer receives 100% of the maximum possible bonus, if less, the bonus is reduced. At the same time, it makes sense to introduce restrictions on the value of the coefficient at which the premium is not paid at all.
2. Deadlines for the tasks of the project should be planned together with the future executor: only he can adequately assess the labor costs. And after the project manager, based on labor costs and restrictions on the task and resources, calculates the deadlines for the implementation of the task, a competent step on the part of the project manager is to coordinate these deadlines with the contractor. The rationale for this step is simple - by agreeing on the deadline, the contractor assumes obligations. Well, obligations, backed up by indicators in the motivation system, increase the likelihood of completing the task on time.
3. The most difficult thing in the implementation of the three points I have described is the creation of a system of unified task prioritization for the performer. When building a priority management system for tasks, you need to take into account that an employee will have both project and non-project tasks, and his time resource is limited. In addition, you need to build a task priority management system so that every morning it is clear to the contractor: how many tasks he must complete by the end of the day, what are the requirements for each task and how many man-hours are allocated for its implementation.
It would be strange to expect the executors to complete the project tasks on time in a situation where the three requirements described above are not implemented in the company's management system. In my opinion this the necessary conditions to motivate employees to work in projects, the implementation of which will increase the performance discipline in projects and, as a result, will give a good economic effect.
Good luck with your projects!
Project Initiation How a project is started depends on the type of project, the type of organization, and the personality of the initiator. There are two types of project initiation: – Top Down (project initiator – project manager or sponsor); - From the bottom "Bottom Up" (the initiator can be any ordinary employee who came up with interesting idea). www. tat plan. en 2
Pros and cons of "Top Down" and "Bottom Up" project types Pros of "Top Down" vs. "Bottom Up" Project ideas tend to have top support; A clear project initiation structure means that there are clear procedures followed by the people involved in the project. - - Ideas born at the level of middle and lower management are initially subjected to a much better preliminary assessment for potential viability than those launched "from above"; In the case when its author becomes the project manager, his motivation for success is initially very high www. tat plan. en 3
Pros and cons of "Top Down" and "Bottom Up" project types Cons of "Top Down" - - This method generates a lot of meaningless projects - no one is interested in their actual value, profitability and required resources before the project begins. The project manager can be involved in it already after the “scope” stage, which reduces the level of his involvement, motivation and responsibility. Another risk factor may be excessive interest and attention from management and the sponsor. "Bottom Up" - If the author does not have a clear idea of how he will enlist support from sponsors and management, the project may never take place, despite its potential and real value - whatever they may be. www. tat plan. en 4
- What is the uniqueness of your idea? - What is the benefit of your idea for the organization (sponsors, investors)? - Who can help you improve the idea? - Who can you sell it to? - Can they help you sell it to someone else? www. tat plan. en 5
How to Initialize a Bottom Up Project 1. 2. 3. 4. Involve Others Find a Sponsor Let Others Get Involved Don't Give Up www. tat plan. en 6
How to Initialize a Bottom Up Project 1. Involve Others Many worthwhile projects never materialize simply because their authors didn't want to share their idea with anyone. They probably did this for several reasons, including fear of resistance from others and plagiarism. It is important to realize that any project will sooner or later become public and it is better to start winning their support and understanding as early as possible. www. tat plan. en 7
How to initialize the project "Bottom Up" 2. Find a sponsor You do not need a sponsor - in case you are able to finance the project yourself. In other cases, find someone to fill the role. To do this, you will have to spend time creating a presentation that shows your project in a favorable light, the center of which should be a cost/benefit analysis. www. tat plan. en 8
How to initialize a “Bottom Up” project 3. Let others take part in the development of the project Sometimes the author of the idea flatly refuses to take any advice and make changes to the project. However, other project participants can not only improve the quality of the project, but also get additional motivation to work on the project, as they will feel their involvement and co-authorship. www. tat plan. en 9
How to initialize the “Bottom Up” project 4. Don't give up! As Einstein said, if an idea does not have an element of absurdity, most likely it does not deserve to be implemented. Unfortunately, the more novel an idea is, the harder it is to sell it (and get investments for its implementation). Many revolutionary ideas, such as post-notes and the Walkman player, were able to materialize solely thanks to the patience and perseverance of the authors and project managers. If you think your idea is worth doing, don't let obstacles stop you! www. tat plan. en 10
How to involve others 1. 2. 3. 4. We have already talked about the need to involve others in order to participate in the project. Now we will look at how this can be done. Brainstorm Conduct a pros and cons analysis Conduct end-user research Conduct a cost/benefit analysis. www. tat plan. en 11
Analysis of driving forces (“for” and “against”) This method analysis was invented by management theorist Kurt Lewin in 1951. It is based on an analysis of the driving forces acting both "for" and "against" the project. This analysis will provide an opportunity to assess the forces and factors influencing the implementation of the project, as well as strengthen positive and weaken negative forces. Most effective method using this method is to include it in a brainstorming session where all project participants can take part in the identification of forces. www. tat plan. en 12
Cost / Benefit Analysis integral part presentations to potential investors. At first this species analysis was exclusively financial instrument However, later the analysis of profits began to include not only monetary terms, but also such aspects as improving the quality of work, life, and even improving moral qualities. Regardless of the type of profit, you should conduct this analysis before starting a project, as it gives an answer to the question of whether this project is worth implementing. - Expenses. They should be given in financial terms, including direct costs (money), material costs and the cost of time of the personnel involved in the project. - Profit. As a rule, it is not difficult to determine exactly how this project will be profitable. The difficulty lies in determining exactly when profits will start to flow, when the break-even point will be reached, etc. When calculating potential profits, it is important to take into account possible risks. www. tat plan. en 13
Making a Decision Once you have performed a cost-benefit analysis (in financial aspect), you can determine if this project is worth implementing. There are several ways to conduct this analysis - many organizations use accounting formulas for this, such as Return of Capital Employed. Even if behind you financial education, always try to involve the financiers of your company in the analysis - this way you will not only get the opportunity to re-check your financial calculations, but you will also be able to attract the finance department to your side at the initial stage. However, the final decision on the fate of the project will always belong to the sponsor or investor. www. tat plan. en 14
"Why? » Another recognized method of project analysis is the Five Whys? » » . If costs are relatively easy to estimate, problems can arise in estimating profits. Method "Five" why? » » is used to define and correlate project strategy and tactics. To the question "why? » can be answered in one of the following ways: - because. . . - in order to. . . The answer is "because. . . " tends to reflect the past, the answer is "in order to. . . » on the contrary, refers to the future and is proactive. The essence of the Five Why? » » in building a logical chain of proactive responses. In the event that one of the questions does not receive a logically sound answer, this most likely means that your project does not correspond to the strategic interests of the company as a whole. www. tat plan. en 15
Five reasons why we should develop a computer scheduling system in a company 1. - Why do we need a computer scheduling system? - To coordinate meetings of working groups. 2. - Why do we need to coordinate working group meetings? - To speed up the decision-making process. 3. Why do we need to be able to accelerate decision making? - To respond faster to customer requests. 4. Why should we respond faster to customer requests? - To work more efficiently than our competitors. 5. - Why should we work more efficiently than our competitors? - In order to increase our profit in line with the company's development strategy. www. tat plan. en 16
The definition of the scope of the project should include: - Definition of the objectives of the project; - Determining the time frame of the project; - Determination of the amount of money and personnel (resources) required for the implementation of the project. One of the excuses for project managers not wanting to be clear on any of these points is that we can't foresee how the project will go and how much money and time it might take to complete it, so we have to leave room for maneuver. This is one of the most dangerous misconceptions. Fixed parameters do not mean that we will not be able to maneuver in the future, but they provide a good platform for future changes, allowing you to keep them under control. www. tat plan. en 17
Determining the Scope of a Project The key questions for defining a project scope are time, cost, and quality. The first two questions are quite obvious: TIME. How long can we work on a project? / How long will the project take to complete? PRICE. How much can we spend on a project? The third question requires much more careful study. www. tat plan. en 18
Determining the scope of the project Key issues QUALITY. Determining the quality of the final product that will emerge as a result of a project is a combination of science and art. Success depends on being able to ask the right questions to the right people, understand their answers, and capture them in an accessible and understandable way. You can not ask questions, the answers to which are "yes" or "no". Questions starting with “Why? " , "What? " , "Who? " , and when? » will help you get more detailed and detailed answers. www. tat plan. en 19
Examples of Key Questions What? What exactly will be the result that will satisfy all the requirements? What exactly do we need to implement the project? Why do we need this particular result? Why is it needed right now? Who is the end user of our product (result)? Who will support the product? Who will manage it? How will our product be implemented? How long will it be used? Where will it be used? www. tat plan. en 20
