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1.Determine area of focus for benchmarking project 2.Develop project brief 3.Form project team 4.Train project team 5.Understand benchmarking code of conduct 6.Prepare Terms of Reference 7.Develop documentation system 8.Review project progress and TOR 9.Obtain approval to start the next stage of TRADE
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WorkshopOctober 2015
Stage 1
Terms of Reference (plan the project)
1. Determine area of focus for benchmarking project2. Develop project brief3. Form project team4. Train project team
5. Understand benchmarking code of conduct6. Prepare Terms of Reference 7. Develop documentation system
8. Review project progress and TOR9. Obtain approval to start the next stage of TRADE
Step 1 – Determine area of focus for benchmarking
projectSelected because: Level of strategic importance Pressure to improve performance in
this area by customers or other stakeholders
Performance can be significantly improved
Improvements will result in significant benefits
Ask yourself “is this benchmarking study worthwhile doing?”
Will your benchmarking project answer questions and provide solutions that are critical to the success of your organization? YES/NO
Is your organisation willing to change your current processes and systems if the findings from the study point towards changing direction? YES/NO
If the responses to these questions are ‘NO’, your benchmarking project will likely have a low Return on Investment and you should reconsider pursuing it
Source, adapted from:
Step 2 – Develop Project Brief
Consists of: Name of project sponsor Size of project team (No. of people) Members of the project team (Names) Aim of the project Scope of the project (clear description of
the area of focus for the project and what is included and excluded from the project)
Step 3 – Form Project Team
Project Team members: Team Leader Benchmarking expert Administrator Team member (s)
The Project Team reports to the Project Sponsor
Project Sponsor
Role Description Ideal Skills Project Sponsor
Acts as liaison between senior management and the project team
Ensures the project is consistent with organisational objectives
Ensures that the expected project benefits provide a good return in comparison to the level of resources invested
Ensure that appropriate resources are available to undertake the project
Monitors the progress of the project and helps the project team overcome any obstacles that are encountered.
Leadership skills Senior management Benchmarking experience
Project TeamRole Description Ideal SkillsTeamLeader
Liaison point with the project sponsor and project team
Leads the team and ensures that the TOR is created and executed
Manages project risks, resources and issues
Monitors and reports progress of the project
Leadership skills Project management
skills Communication skills Benchmarking
experience
Benchmarking Facilitator
Provides specialist advice and training on how to implement TRADE
Ensures all TRADE steps and stages are followed
Updates TRADE Spreadsheet Assists in finding
benchmarking partners through developing strong networks
Trained in TRADE Benchmarking
expertise Analytical skills Networking skills
Project TeamRole Description Ideal Skills Administrator Supports the Team Leader and
Benchmarking Facilitator in completing administrative tasks as required.
Organises project team attendance at meetings and books meeting rooms
Maintains project files and documents (may update TRADE Spreadsheet if not undertaken by the benchmarking facilitator)
Records minutes
Experienced administrator
Team Member(s)
Provides technical input, experience and ideas
Undertakes the assigned project work
Communicates to Team Leader if any issues
Process owner /stakeholder
Technical expertise Benchmarking experience Team skills Highly motivated to
complete work on time
Step 4 - Train project team
Minimum training requirements for all team members:
Introduction to benchmarking Overview of the benchmarking
methodology Roles of project team members Benchmarking Code of Conduct
Step 5 - Understand benchmarking code of conduct
Codes - “Guide Benchmarking encounters and advance the professionalism and effectiveness of Benchmarking”.
APQC and EFQM Codes of Conduct Benchmarking Agreement
"Principle of Confidentiality
Treat benchmarking findings as confidential to the individuals and organisations involved. Such information must not be communicated to third parties without the prior consent of the benchmarking partner who shared the information. When seeking prior consent, make sure that you specify clearly what information is to be shared, and with whom. An organisation's participation in a study is confidential and should not be communicated externally without their prior permission".
Benchmarking Code of Conduct
"To infinity ... and beyond!"
" That wasn't flying! That was... falling with
style!”
Benchmarking is “learning from others” with style!
Benchmarking Code of Conduct provides the style!
Step 6 - Prepare Terms of Reference
Project name Project sponsor Team members Project aim Scope Background Project objectives Expected benefits Expected costs Project stakeholders
Task management Training requirements Risk management Communication plan Change management Project audits Benchmarking Code of
Conduct TRADE timeline Actual benefits Actual costs
Terms ofReferenc
eshould
consider:
What we don’t want to happen in a benchmarking project is that projects are
commissioned with unrealistic expectations
First understand what is “really” required
Project aim
Relates to improving a:process activity/task
business improvement tool equipment
strategybehaviour
Scope
What is included and excluded? What is the end point of the project? Are there time and resource constraints?
Project aim/scope can be broad (wide)
Use a broad aim /scope when..Understanding of area is low &
difficult to prioritise opportunities for improvement
Output Major recommendations for change across multiple areas
(Project team often not involved in implementing changes)
Recommended project approach:Exploratory/shallow – overview comparison data,
searching for ideas/ best practices across many areas
Project aim/scope can be narrow
Output New practices implemented and improvements monitored
(Project team involved in implementing changes)
Recommended project approach:Detailed/deep – focussed comparison data,
searching for ideas/ best practices in a specific area
Use a narrow aim/scope when..Understanding of area is high & you know what needs to be improved
Background
Why is the project needed? Why selected? Who identified the need for the
project?
Project objectives
Specific, significant, stretching Measurable, meaningful, motivational Agreed upon, attainable, achievable,
acceptable, action-oriented Realistic, relevant, reasonable,
rewarding, results-oriented Time-based, timely, tangible,
trackable
Develop Milestone and Outcome Objectives Related to each stage of TRADE
• Objective 1 – To decide and obtain sign off on the Terms of Reference by 15 November 2015
• Objective 2 – To review our current processes and systems by 30 December 2015
• Objective 3 – To identify best practices in X by 25 March 2016
• Objective 4 – To implement best practices by 1 July 2016
• Objective 5 – To evaluate the outcomes from the project by 1 October 2016 with an expected increase in performance from X% to X%
Expected benefits
Financial % decrease in costs Increase in revenue
Non-Financial Time saved % increase in productivity Qualitative (e.g. improved
communication and knowledge).
Expected costsDescription of Resources Labour - Expenses – Capital –
Cost of Resources Labour ($) - Expenses ($)– Capital ($)– Total -
Is the likely resource input worthwhile in return for the expected benefits?
Stakeholders?
Who will be impacted by the project? How will they be impacted?
Tell me I may forget
Show me I may remember
Involve me and I will understand
“Buy-in” isn’t the same as “ownership”
“Buy-in” indicates that you have an idea that you didn’t involve others in but you want them to embrace it anyway.
“Ownership” is what people feel around an idea, improvement or decision because they’ve been part of the process of coming up with it on some level, at some point.
Task management
• How will tasks be managed?(Project tasks/work can be managed through using the TRADE Task Worksheets in the TRADE SPREADSHEET)
Scope out project and likely tasks as soon as possible. E.g. number of meetings, intention of surveys/site visit etc.
Training required?
Benchmarking TRADE methodology Analytical skills Research skills Project management Communication
Risk ManagementRecord any risks that may stop you completing a successful project on time.
Communication plan How is progress of the project communicated
and who to?
Change management What is the process for agreeing changes
to the TOR?
Don’t get in “transmit only” mode when dealing with stakeholders –
invite them to participate on some level.
Opportunities for stakeholder involvement:
Input into the Terms of ReferenceReview of current process (brainstorming, process walk-throughs, fishbone diagrams)Visits to benchmarking partnersAction planningProgress presentations
Project audits Will an audit be undertaken, if so when?
Benchmarking Code of Conduct
Has it been read and understood? Refer to benchmarking agreement form
TRADE timeline
How long will each TRADE Stage take?
Projects usually take from 3-12 months
Actual benefits
Financial % decrease in costs Increase in revenue
Non-Financial Time saved % increase in productivity Qualitative (e.g. improved
communication and knowledge).
Actual costs
Description of Resources Labour - Expenses - Capital -
Cost of Resources Labour ($) - Expenses ($) - Capital ($) - Total -
Step 7 - Develop documentation system
The following information should be filed and stored:
Terms of Reference (all versions) Minutes of meetings Benchmarking Code of Conduct Signed Benchmarking Agreements Literature research information Company reports and documentation relevant to the
project Partner related documentation Site visit reports Presentation slides Benchmarking report
TRADE Spreadsheet is a ready-made documentation system
Record your ideas and identified best practices as you proceed through the
project
Date Name of Improvement Idea and/or Best Practice
Description (how will such a idea/practice improve on the current situation?)
Where/who can provide more information on this idea/practice? Reference any information documents as appropriate.
Should this idea/practice be Parked (P) for later review or Actioned (A) immediately?
Improvement Ideas and Best Practice Form
Benchmarking provides a winning formula
Your knowledge and experience
+best practices
= NEXT PRACTICES!!!
Step 8 - Review project progress and TOR
Examples of questions: Was the benchmarking training or mentoring
support satisfactory in order to be able to undertake this stage?
Does everyone understand their role? Does everyone have enough time to spend on the
project? Was the Terms of Reference completed to your
satisfaction? Are there any issues that we should raise with the
Project Sponsor that he/she could help to resolve?
Step 9 – Obtain approval to start the next stage of TRADE
Approval by Project Sponsor
Do the expected benefits provide a
good return on investment?