Organizational & Business Process Improvement

Using Value Methodology for

Organizational & Business Process ImprovementAshley Carson, MSOD, CVS, LEED Green Associate, ENV SP

Value Management Strategies, Inc.

Sample Projects

• Caltrans –Traffic Census Program Improvement Study

• Caltrans – D‐7 Planning Organizational Alignment

• DoS‐OBO – Cost, Continuous Process Improvement Study 

• Caltrans –OBEO / DES‐OE Process Improvement & Partnering

• Caltrans –Unbalanced Bid Analysis

• USACE ‐Huntsville Center Ordinance & Explosives 

• Caltrans – SR‐710 R/W Property Management

• Caltrans – Construction Standards Process Review

• Caltrans – SHOPP Project Initiation Document Streamlining

• Sound Transit – Design Manual Study 

IntroductionKey differences & context

Job plans

Tools and techniques

Key Differences of Process & Org Studies

Human behavioral systems ≠ engineering systems

Organic vs planned evolution 

Often not well understood

Presenting problem is usually a symptom

Objectives typically unclear

ROI is more difficult to calculate

What we know about change

41% Success rate* 44% Did not meet time, budget or quality goals 15% Missed all goals or were stopped

Most significant challenges: 58% Changing mindsets and attitudes 49% Corporate culture 

*Making Change Work, IBM, 2008

Formal Aspects (Overt)

Informal Aspects (Covert)

The way we say we get things done

The way we really get things done

Policies & ProceduresStructureTechnologyGoals

Beliefs & AssumptionsPerceptionsAttitudesFeelings ValuesInformal interactionsGroup norms

Resistance

Benefits of Using VM

Cross functional teams help to reduce silos

Using internal team members develops buy in

Builds capacity within the organization to help sustain change

Job Plans

Typical Consulting Model

Understand

Analyze

Recommend

Plan

Act

Evaluate

Using VM for Processes 

Understand  Data Collection

Analyze Sense Making ‘Current state’

Recommend• Idea Generation & Evaluation• Recommendation Development• Preliminary Report 

Plan & Act• Decision & Implementation Planning• Final Report• Communication & Implementation 

Evaluate• Follow up session• New ‘Current State’• Adjust Plan as Needed

Pre‐workshop Info Gathering sessions 

VE Study

Decision & Planning MeetingsImplementation Assistance

Review Session

Feedback Session

Typical Project Study Element Durations

Preparation

Information

Analysis

Speculation

Evaluation

Development

Presentation

Preparation

Information

Analysis

Speculation

Evaluation

Development

Presentation

Complexity

Prestudy

Stakeholders

Team Members

Roles & Responsibilities

Scope, Schedule & Deliverables

Study Charter

Information Phase 

Methods, Tools & Frameworks

Surveys 

Interviews

Focus Groups

Process Mapping 

Influence Analysis

SWOT

Organizational Assessment Models

OCAI

Work Breakdown Structure 

RACI

Benchmarking 

Communication Activity

Project comms

Ecomms Business ownerProgram 

PMProgram Sponsor

IKM Change Mngt

Employee Comms

Project PM

Communication plan

R C A A A I/C I/C I/C I

Targeted communication  (site owners/ authors)

R/C C/R/I A A I I I I I

Targeted communication

R I A A I I I I I

Communication to all visitors

R/C C/R/I A A I/A I I I/A I

Cutover communication

R C/I A A I/A I I I I

Internal Project Communications 

I I C/R/I R/C I I I I C/R

Program Communications 

I I R/C R/C I I I I I

Communications RACI for SharePoint 2010 upgrade/homepage redesign Responsible > Approver > Contributor > Information

Information Phase 

Tools

Strategy

People Structure

Rewards Processes

Behavior

CulturePerformance

Environment

Galbraith’s Star ModelThe McKinsey 7S Model

Products

ProcessesPeople

Market Leadership

0

5

10

15

20

25

30

35

40

45

50

Flexibility &Discretion

Adhocracy

External Focus &Differentiation

Market

Stability & Control

Hierarchy

Internal Focus &Integration

Clan

Sample OCAI Profile for a Team

Now Preferred

Adhocracy Dynamic, entrepreneurial, and creative workplace

ClanFriendly place to work that feels like an extended family 

Market Results‐oriented workplace 

Hierarchy Formalized and structured place to work 

Organizational Culture Assessment Instrument (OCAI)

Data Analysis

Making Sense of the Data

Getting the Client to Own the Data

Remember primary challenges: Changing mindsets & attitudes Corporate culture 

Idea Generation, Evaluation & Development 

Engage the whole system 

Develop buy in

Build alignment 

Alternatives to Brainstorming: Appreciative Inquiry www.LiberatingStructures.com

Define“What to learn about”

Discover“What gives 

life? The best of what is…

Dream“What might be?” The Preferred Future

Design“What should be? The ideal 

structure, form, process….”

Deliver“How to 

empower, learn & adjust / 

improvise?”

Presentation

Implementation

Compelling Call to Action

Compliance versus Accountability

Implementation Planning: What, Who, When, How, etc

Communication and More Communication 

Capacity Building

Takeaways:

Leveraging VM for Processes & Org Change

Most challenges are people‐based

VM’s team focus builds buy in, breaks silos & bolsters communication skills

Greater complexity requires more in depth information phase activities 

Embrace resistance, it will help identify underlying issues

Questions