Organizational Change Management – Is your Organization Effectively Leading Change?

In last month’s blog post If you build it, they will come. Really? we highlighted the discipline “Organization Change Management” (OCM), which addresses “the people side of change.”

Organization Change Management is defined as the process, tools and techniques to manage the people side of change to achieve a required business outcome.

In order to stay relevant and thriving, companies must respond to changing markets, technical advances and customer demands.

Change management is one of the disciplines that is applied to a variety of organizational changes to improve the likelihood of success and return on investments.

To effectively manage change within a company, two perspectives are required: an individual perspective and an organizational perspective. The organizational perspective is the process and activities that project teams utilize to support successful individual change, according to Procsi.

Change can only be successful if the change takes place simultaneously on both levels – individual and organizational, according to Management Skills, Personal Effectiveness and Business Communication expert, Patty Mulder.

It is often said that an organization is only as strong as its leadership. As a leader in your organization, are you effectively endorsing, advocating and managing change? Below are a few traits of effective change leaders. How well do you measure up?

  • Leaders understand they are ultimately accountable and responsible for the successful implementation of change, which is ensuring the benefits of change are fully realized.
  • Leaders are role-models. Leading by example; providing visible, active support of the change.
  • Leaders embrace change management disciplines and create a strong network of sponsors throughout the organization.
  • Leaders support change management throughout the project lifecycle in various ways, to include assessing the need for specific change management skills and training and/or acquiring the necessary resources.

 

No company or organization is exempt from organizational changes. Change has become a constant. However, with change comes the natural reaction of resistance from employees that organizations and leaders must be prepared for; a proactive resistance management. Resistance to change is one of the top obstacles to successful change.

By outlining the goals and outcomes of successful change, the Prosci ADKAR® Model is an effective tool for planning change management activities, equipping leaders facilitating change, and supporting employees throughout the change.

The model helps leaders and organizations identify why change is difficult and why some changes succeed while others do not. The model also helps leaders determine what steps to take to prevent or mitigate employee resistance before it emerges and impacts the project and the organization.

The Prosci ADKAR® Model is a goal-oriented change management model that iSeek change management professionals trust and execute to develop thorough change management plans that mitigate resistance and ensure successful change.

Our next blog will discuss more insights on the Prosci ADKAR® Model and the individual/employee perspective of Organizational Change Management. So, stay tuned for more! Check out our website, subscribe to our blog, or follow us on LinkedIn. Again, if you’re about to kick-off a new project, or perhaps you’re already in the midst of one, and you want to ensure a thorough change management process exists to mitigate change resistance, contact us today at info@iseeksolutionsinc.com to get started on a change management plan.

If you build it, they will come. Really?

As Project Management Professionals, we’re experts at ensuring projects are delivered on time, on budget and meet the predefined scope and level of quality. Our project management methodology also advocates for well-defined project metrics and manages benefits realization. Often, our role entails managing “the people side of change”, which has its own professional discipline known as “Organizational Change Management”.

Far too long organizations have operated using the metaphor from the movie FIELD OF DREAMS, “If you build it, they will come.” Well, the statement is not exactly as it was quoted in the movie and the sentiment is not the answer to ensuring intended project outcomes are achieved. This reality is true whether the project is internal business transformation, a new product, or technology innovation.

Prosci | The Global Leader in Change Management Solutions states, There is a common denominator for achieving the intended outcomes of your initiative: people. Your initiatives impact how individual people do their work: their processes, job roles, workflows, reporting structures, behaviors and even their identity within the organization.”

We happen to agree with Prosci, which is why we became Prosci ADKAR® Certified. As was stated earlier, as project managers we were already managing the “people side of change”, so becoming certified change managers, better understanding the science behind it, and acquiring the tools and techniques elevated our game to a new level. We’re now better equipped to help our clients enhance change adoption, decrease change resistance and achieve the people-dependent portion of the project’s return on investment (ROI).

Our next 2 blogs will contain more insights on Organizational Change Management. So, stay tuned! Check out our website, subscribe to our blog, or follow us on LinkedIn. If you’re about to kick-off a new project, or perhaps you’re already in the midst of one, and you want to mitigate change resistance and ensure you achieve the people-dependent portion of the project’s return on investment (ROI), contact us today at info@iseeksolutionsinc.com to get started on a change management plan.

Black History Month 2020: Innovator, Booker Taliaferro Washington

Founder of the Tuskegee Normal and Industrial Institute (now known as Tuskegee University) in Tuskegee, Alabama in 1881, Booker Taliaferro Washington (1856-1915) was an educator, orator, author, and one of the most influential African American leaders of the late 19th and early 20th centuries.

Washington was committed to improving the lives of African Americans after the Civil War. He advocated economic independence through self-help, hard work, and a practical education. His drive and vision built the historically black college of Tuskegee University into a major African American presence and place of higher learning. The university focused on training African Americans in agricultural pursuits, grew immensely, and became a monument to his life’s work. Through progress at Tuskegee, Washington showed that an oppressed people could advance.

On April 5, 1856, Washington was born into slavery on a plantation in Franklin County, Virginia. His mother, Jane, worked as a cook for plantation owner James Burroughs and his father was an unknown white man from a nearby plantation. At an early age, Washington went to work carrying sacks of grain to the plantation’s mill. With his size, hauling 100-pound sacks was hard work for a small boy, and he was occasionally beaten for not performing his duties satisfactorily. Peering into a schoolhouse near the plantation seeing children his age sitting at desks and reading books was Washington’s first introduction to education. He wanted to do what those children were doing, but he was a slave, and it was illegal to teach slaves to read and write.

After the Civil War, Washington, his siblings, and his mother moved to Malden, West Virginia, where she married freedman Washington Ferguson. Coming from a poor family, nine-year-old Washington went to work in the nearby salt furnaces with his stepfather instead of going to school. Washington’s mother noticed his interest in learning and got him a book from which he learned the alphabet and how to read and write basic words. He was still working at the time, so he got up nearly every morning at 4 a.m. to practice and study before work. It was around this time, Booker took the first name of his stepfather as his last name, Washington.

In 1866, Booker T. Washington got a job as a houseboy for Viola Ruffner, the wife of coal mine owner Lewis Ruffner. Mrs. Ruffner was known for being very strict with her servants, especially boys. Ruffner saw something in Washington — his maturity, intelligence and integrity — and soon warmed up to him. Over the two years he worked for her, she understood his desire for an education and allowed him to go to school for an hour a day during the winter months.

Determined to educate himself, in 1872, Washington left home and traveled 500 miles under great hardship until he arrived – broke, tired, and dirty – at Hampton Normal Agricultural Institute in Virginia. Along the way, he took odd jobs to support himself. He convinced administrators to let him attend the school and took a job as a janitor to help pay his tuition. The school’s founder and headmaster, General Samuel C. Armstrong, soon discovered the hardworking Washington and offered him a scholarship, sponsored by a white man. Armstrong had been a commander of a Union African American regiment during the Civil War and was a strong supporter of providing newly freed slaves with a practical education. Armstrong became Washington’s mentor, strengthening his values of hard work and strong moral character.

Washington graduated from Hampton in 1875 with high marks and taught at his old grade school in Malden, Virginia. In 1879, he was chosen to speak at Hampton’s graduation ceremonies, where afterward General Armstrong offered Washington a job teaching at Hampton. Two years later, in 1881, the Alabama legislature approved $2,000 for a “colored” school, the Tuskegee Normal and Industrial Institute. General Armstrong was asked to recommend a white man to run the school but instead recommended Washington. Classes were first held in an old church, while Washington traveled extensively all over the countryside promoting the school and raising money. His achievements at Tuskegee earned him widespread support. An assertive, hands-on principal, Washington attended to every detail, from overseeing faculty and students, to school publications. He monitored the quality of instruction, inspected campus grounds and buildings, and scrutinized students. The university grew immensely and focused on training African Americans in agricultural pursuits.

Washington personally made sure that Tuskegee maintained its excellent reputation. On the other hand, he also reassured whites that nothing in the Tuskegee program would threaten white supremacy or pose any economic competition to whites.

A skilled politician and major political force, Washington developed relationships with blacks, whites, farmers and businessmen in the North and the South, but not everyone agreed with his views. Washington urged blacks to accept discrimination for the time being and concentrate on elevating themselves through hard work and material prosperity. While politicians and presidents sought him out, some in the African American community, such as W.E.B. Du Bois, saw him as a traitor and criticized the extent and use of his power and influence. President William McKinley visited Tuskegee. In 1901, Washington dined at the White House with President Theodore Roosevelt making him the first African American to be so honored. However, the fact that Roosevelt asked Washington to dine with him (inferring the two were equal) was unprecedented and controversial, causing an uproar among whites. Both President Roosevelt and his successor, President William Howard Taft, used Washington as an adviser on racial matters, partly because he accepted racial subservience.

Washington’s controversial Atlanta Exposition speech in 1895 (Atlanta Compromise) appeared to support separate development as a “”necessary condition for economic cooperation between the races.”” He said “”In all things that are purely social, we can be as separate as the fingers, yet as one hand in all things essential to mutual progress.”” The speech brought him fame as well as criticism. Many believe that Washington’s address laid the ground for state supported segregation. Dedicated to the continued existence of Tuskegee, Washington secretly supported many black causes for equality. For Washington, education and hard work led to economic independence, and then to political rights.

Washington remained the head of Tuskegee Institute until his death on November 14, 1915, at the age of 59, of congestive heart failure. Washington’s funeral was held on November 17, 1915, in the Tuskegee Institute Chapel, and was attended by nearly 8,000 people. He was buried on campus in a brick tomb, made by students, on a hill commanding a view of the entire campus.

Under Washington’s leadership, Tuskegee became a leading school in the country. At his death, it had more than 100 well-equipped buildings, 1,500 students, a 200-member faculty teaching 38 trades and professions, and a nearly $2 million endowment. Washington put much of himself into the school’s curriculum, stressing the virtues of patience, enterprise, and thrift. He taught that economic success for African Americans would take time, and that subordination to whites was a necessary evil until African Americans could prove they were worthy of full economic and political rights. He believed that if African Americans worked hard and obtained financial independence and cultural advancement, they would eventually win acceptance and respect from the white community.

In addition to his contributions in education, Washington contributed to the Progressive Era by forming the National Negro Business League. It encouraged entrepreneurship among black businessmen, establishing a national network. Washington also authored and co-authored many books that reflected his ideas on education and society. Up Slavery, his autobiography written in 1901, has been translated into many languages and is still widely read today. He was awarded many honorary degrees, including degrees from Harvard and Dartmouth Universities. The American people recognized his extraordinary achievements with a commemorative US postage stamp in 1940; in 1956 when his birthplace became Booker T. Washington National Monument; and again in 1974, when his residence at Tuskegee Institute, The Oaks, became part of the NPS Tuskegee Institute National Historic Site.”

His work greatly helped blacks to achieve education, financial power, and understanding of the U.S. legal system. This contributed to blacks’ attaining the skills to create and support the civil rights movement, leading to the passage in the later 20th century of important federal civil rights laws.

At iSeek we admire Booker T. Washington’s passion for education and hard work and understand the importance of professional and personal development. We are proud to recognize and celebrate Washington’s accomplishments, legacy, and leadership.

To learn more about Booker T. Washington and his contributions to history visit: https://www.tuskegee.edu/discover-tu/tu-presidents/booker-t-washington

To learn more about iSeek Solutions and our contributions, visit our websitesubscribe to our blog, or follow us on LinkedIn!

Black History Month 2020: Innovator, Annie Jean Easley

Raised by a single mother who told her she could do anything she wanted as long as she worked at it, Annie Easley (1933-2011) born in Birmingham, Alabama became one of the first African American computer and rocket scientists. She became one of the first African American women to be hired by NASA, specializing in computer programming and alternative energy technologies over the course of her 34-year career.

The daughter of Samuel Bird Easley and Mary Melvina Hoover was born April 23, 1933 and grew up in pre-Civil Rights Movement Birmingham. From the fifth grade through high school, Easley attended Holy Family High School, a private, Roman Catholic high school in the Ensley neighborhood of Birmingham, where she was valedictorian of her graduating class.

In 1950, Easley attended Xavier University of Louisiana in New Orleans for two years where she majored in pharmacology. In 1954, the Birmingham native briefly returned home and used her college education to help African Americans pass a Jim Crow-era discriminatory literacy test on Alabama’s history to secure their right to vote. Also, while in Birmingham, she briefly served as a substitute teacher in Jefferson County, AL., before marrying and moving with her husband to Cleveland, Ohio.

After moving to Cleveland in 1955, Easley was informed that the only pharmacy program in the region had just closed, so she had to find a different career. Easley ran across an article in a local Cleveland newspaper about twin sisters who worked as “human computers” at the National Advisory Committee for Aeronautics (NACA) that piqued her interest. Easley applied for a job the next day and was hired two weeks later – she was one of four African Americans of about 2500 employees. Easley began her career as a mathematician performing complex mathematical calculations for the engineers by hand at the NACA Lewis Flight Propulsion Laboratory, which is now known as the NASA John H. Glenn Research Center in Ohio. She continued her education while working for the agency, and in 1977, obtained a Bachelor of Science in Mathematics from Cleveland State University. As part of a continuing education, Easley worked through specialization courses offered by NASA.

Letting nothing stop or discourage her, when human computers were replaced by machines, Easley evolved along with the technology and learned computer programming. She developed computer code for analyzing alternative energy technologies for electric vehicles, and some of her work led to battery development for hybrid cars. She was a leading member of the team which developed software for the Centaur, a booster rocket that launched spacecrafts such as Cassini. While at NASA, Easley also took on the role of equal employment opportunity counselor, helping address discrimination complaints regarding race, gender, and age.

Easley’s work at NASA provided the technological foundations for some of the most important inventions of the 20th century including launches of communications, military satellites, weather satellites, and storage batteries. Her work contributed to the 1997 flight to Saturn of the Cassini probe, the launcher of which had the Centaur as its upper stage. Throughout her career, Easley contributed to numerous programs as a computer scientist, inspired many through her enthusiastic participation in outreach programs, broke down barriers for women and people of color in science, technology, engineering, and mathematic (STEM) fields, and won the admiration and respect of her coworkers. Many who knew her would say that it was not just the work that she did that made a difference; it was her energy and positive attitude that had a tremendous impact.

Similar to Easley’s tech work at NASA, iSeek’s technology consulting professionals develop winning strategies that align the right technologies with business goals. At iSeek Solutions, we exceed for our clients when we are tasked with analyzing and enhancing hardware and software investments when performing technology evaluations and benefit analysis, architecting and deploying technology to ensure alignment between business and technology, and optimizing performance and managing expenses.

Easley retired from NASA in 1989. She skied, played tennis, and volunteered. She worked part-time in real estate and occasionally tutored. She passed away at age 78 in 2011, but her legacy, impact, contributions, and groundbreaking work continues to shape and advance our world today.

At iSeek, we admire Annie Easley’s tenacity and understand the importance of contributing and giving back to the community. We are proud to recognize and celebrate Easley’s accomplishments.

To learn more about Annie Easley and her contributions to history visit: https://www.nasa.gov/feature/annie-easley-computer-scientist

To learn more about iSeek Solutions and our contributions, take a look around our websitesubscribe to our blog, or follow us on LinkedIn!

Cyber Security

Cyber Security: The Insider Threat

In an article posted by RSA Conference, the premier provider of global events and year-round online cybersecurity content, the contributor stated,

“In 2019, worldwide spending on information security products and services is estimated to reach over $124 billion.

However, the lack of internal collaboration contributes directly to data breaches in a number of ways. Studies of recent data breaches reveal that 70 percent of breaches are actually caused by people and process failures within the company. Contrast this with the fact that 60 percent of C-level executives believe that their current company solutions protect them well enough against hackers, vs only 29 percent of IT pros who believe the same.”

According to IBM’s 2015 Cyber Security Intelligence Index report, human error is almost always a factor in breaches. Although only 23.5% of cyber-attacks were carried out by inadvertent insiders (compared to 31.5% by malicious insiders), 95% of all breaches involved someone making a mistake.

And, in its 2019 X-Force Threat Intelligence Index report, IBM researchers observed that two of the most prolific ways inadvertent insiders leave organizations open to attack is by falling for phishing scams or social engineering, and through the improper configuration of systems, servers, and cloud environments, and by foregoing password best practices.

According to a Dell study which surveyed cyber security professionals, 59% listed managers as one of the biggest insider threats in cyber security, followed by contractors (48%), regular employees (46%), IT admin and staff (41%) and 3rd party service providers (30%).

So, what do all these quotes and statistics have in common? Cyber Threats and People, e.g., Insider Threat.

An insider threat is defined as a malicious threat to an organization that comes from people within the organization, such as employees, former employees, contractors or business associates, who have inside information concerning the organization’s security practices, data and computer systems. The threat may involve fraud, the theft of confidential or commercially valuable information, the theft of intellectual property, or the sabotage of computer systems.

The insider threat comes in three categories: 1) malicious insiders, which are people who take advantage of their access to inflict harm on an organization; 2) negligent insiders, which are people who make errors and disregard policies, which place their organizations at risk; and 3) infiltrators, who are external actors that obtain legitimate access credentials without authorization.

Of the estimated $124 billion spent on Cyber Security, how much is aimed at protecting your organizations information and systems from unauthorized insider misuse?

iSeek’s Insider Threat (InT) Assessment is an in-depth health check that identifies potential vulnerabilities, gaps in or lack of adherence to business processes, policies, procedures and governance, and management issues that open the door for insider threat incidents.

Our team of experts will devise a Roadmap to Develop, Adjust or Improve your organization’s Insider Threat program to proactively mitigate or recover from insider threat incidents.

For details about our Insider Threat (InT) Assessment, contact us today at info@iseeksolutionsinc.com. To learn more about iSeek’s solutions, check out our website, subscribe to our blog, or follow us on LinkedIn!

iSeek is Seeking Active and Effective Collaborators

A few years ago, I wrote a blog on Business Collaboration: Embracing a Holistic Approach. For iSeek, the holistic approach through collaboration remains an effective tool for us, our clients and our business partners. Now, we’re broadening the meaning of “collaboration”. In other words, we’re expanding “collaboration” to include business development; a necessity for growing our business.

In her article, 6 Reasons Collaboration Can Help You Grow Your Business, Alyssa Gregory, states that Collaboration is a powerful tool for all small business owners, regardless of the industry you are in or the type of business you have. It is the connections you form with others, and the different ways you collaborate with those people you formed connections with, that will help you grow your business to new levels. If you are not convinced that collaboration is really worth the time and effort, here are five reasons you should care about collaboration in your small business.

1. Collaboration Will Inspire You
2. Collaboration Helps You Grow Your Network
3. Collaboration Is Educational
4. Collaboration Can Help You Save Money
5. Collaboration Solves Problems
6. Collaboration in Action Is Win-Win

So, you’re probably wondering, what are “Collaborators”. I’m glad you asked. For iSeek, our broad definition of “Collaborators” are professionals who are well-networked and/or work with an existing product or line of services whose client-base will find value in the expert management consulting services delivered by iSeek. As an iSeek “Collaborator”, you will partner with us in a non-traditional business development capacity to cultivate new clients and grow our business.

If that description fits you, and you’d like to learn more about becoming an iSeek “Collaborator”, contact us at info@iseeksolutionsinc.com!

 

Annie Allen

An Easy Framework to Follow for Organizational Shared Governance

How do we define Organizational Shared Governance?

Organizational shared governance is an enterprise framework that aligns people, process and technology in order to ensure that there is accountability, equity, and ownership in the process of organizational decision-making. Organizational shared governance enables the engagement of the appropriate stakeholders who would otherwise be disengaged in business decisions that greatly affect them.

In an organizational shared governance process, there is a streamlined method performed to make and operationalize decisions and carry out the resulting strategic initiative(s) with ongoing oversight and valuation.  A streamlined shared governance process typically consists of oversight teams with the authority to evaluate and approve business needs based on the organization’s shared goals and objectives.

Why should Organizational Shared Governance be important in your organization?

The shared needs between business units and/or technology are often unrecognized; therefore, co-authorship does not happen frequently. In organizational shared governance, co-authorship of solutions between stakeholders is vital to expense control and risk reduction. This approach prevents individual stakeholders and groups from entering into solutions discovered and implemented independently without collective consultation from all dependent areas within the organization.

The Organizational Shared Governance framework illustrates the central role of stakeholders who must be accountable, equitable, engaged and owners in this process. The key deliverables of organizational stakeholders include oversight, collaboration, valuation and decisioning.

To learn more about Organizational Shared Governance and how iSeek Solutions can help develop or enhance shared governance in your organization, contact us today. Subscribe to our blog and follow us on LinkedIn for future insights.

Shared Governance? What Is It?

Our blogs endeavour to inform and educate our audience on the principles of Organizational Alignment (OA). At iSeek, we meet our clients where they are, elicit their goals and objectives, then deliver frameworks, methodologies, or other approaches that deliver transformational results.

Today, our focus is Shared Governance and Stakeholder Engagement. Together, these OA principles create structure, engagement, teamwork, trust, and accountability that organizations require to achieve collaborative and transformational business goals.

Let’s examine what industry colleagues are saying about Shared Governance and Stakeholder Engagement.

Gen Guanci, consultant at Creative Health Care Management, addresses a key question in her post, Shared Governance:  What it Is and Is Not

She writes, “I often hear people say they have shared governance. They then go on to share an example, that for me, is clearly participatory leadership. There is no doubt that clarity about the difference between participatory management and shared governance is needed as organizations implement or strengthen their shared governance culture. Let’s take a closer look at the difference through the following example.

 Scenario: A group of staff is asked to trial several versions of the same product. The group completes this trial by comparing the various products, and then they forward their feedback to leadership. Leadership reviews the staff feedback and makes the final decision on what will be purchased. Leadership may or may not take into account staff feedback, yet, the staff did have the opportunity to participate in the product decision. This is clearly participatory management. 

Using a shared governance approach, let’s re-run the same scenario. A group of staff is asked to trial several versions of the same product and identify the product to be purchased. Leadership articulates the parameters or criteria that must be met by the product for it to be purchased. These parameters often include things such as budget amount, vendors in the organization’s buying group, quantity needed, etc. Upon completion of the trial, staff forwards their feedback to leadership. In addition to this feedback, staff informs leadership that the product they have chosen meets all the articulated parameters/criteria.

Upon receiving this information, leadership thanks the group and proceeds to order the product identified by the shared decision-making staff group. Because of the articulated parameters/criteria, the response from leadership in a shared governance culture would be “thank you,” and the purchase is processed through the system. This is true shared governance… leadership shared the parameters/criteria, and staff made the decision.”

In the article, Exactly What Is ‘Shared Governance’, author Gary A. Olson, provost and vice president for academic affairs at Idaho State University, explains that “shared” doesn’t mean that every constituency gets to participate at every stage. It also does not mean that any constituency exercises complete control over the process.

 

Continuing the discussion on shared governance in higher education, AGB President Rick Legon answers the question, What is shared governance? He states that, although governing boards hold the ultimate responsibility, they must share governance duties while respecting academic freedom and soliciting input from a broad campus constituency. Shared Governance is not a process of giving away their ultimate authority, but rather it is a demonstration of respect for the professionalism and the leadership of the other critical stakeholders inside the academy and even for some eternal stakeholders.

The key to genuine shared governance is broad and unending communication. When various groups of people are kept in the loop and understand what developments are occurring within the university, and when they are invited to participate as true partners, the institution prospers, according to Olson.

The end goal of true shared governance and stakeholder engagement is to balance maximum participation in decision making with clear accountability.

 

To learn more about Shared Governance and Stakeholder Engagement, contact us  today, and allow iSeek Solutions to better align your organization to achieve its desired outcomes. Subscribe to our blog and follow us on LinkedIn for future insights.

Achieving Business Outcomes by Managing Project Benefits

Today, most organizations lack a measurable way to strategically align projects to their corporate objectives.  Business cases are scarcely used. When they are, they often include only an idea or a proposal but no justification that can be described, measured and tracked.  Initiatives are typically justified by executive demand. I.e. an executive or business leader demands a business process be enhanced to reduce waste, increase effectiveness or comply with regulatory or market pressures.  Before starting the project, rarely is there a defined framework in place where the intended business outcome and benefits are evaluated for alignment to the overall corporate objectives. Neither is there a process that monitors the attainment of benefits during the course of the project to substantiate the project’s continuation and completion. 

Traditionally, organizations have used key indicators such as scope containment, budget management, and scheduling to measure the progress or lack of progress performed on a project.  However, these indicators do not inform or involve the monitoring of benefits attained or business outcome to be achieved. Today’s leaders can transform their organizations by recognizing the need for tracking benefits in order to achieve business outcomes.

According to a 2015 Corporate Executive Board (CEB) study on project value and benefit realization, the need for tracking benefits is illustrated as a vitally important factor in realizing the true value that projects bring. The study stated that an analysis of the PMO Executive Council project database revealed a disturbing reality: even among those projects that are delivered at least 90% on time and on budget, the majority fail to deliver business outcomes.  In addition, the top-performing projects in terms of budget and schedule compliance attain on average only 53% of their expected business outcome. This illuminates two shortcomings that most organizations have: 1. Lack of a best practice framework to determine the strategic alignment of corporate objectives to project benefits and 2. Lack of best practice processes to measure and track the expected benefits for the project.

Business Outcome Management (BOM) is a measurement-driven framework for tracking project benefits as a critical component for the success of every organization. In the BOM framework, there are four core principles: 1. Defining clear strategic alignment, 2. Prioritizing projects, 3. Quantifying benefits, and 4. Tracking benefits. Utilizing these 4 core principles can address shortcomings by enabling the organization to establish clear linkage between corporate objectives and projected project benefits, selecting clearly aligned projects to be executed at the right time based on risk, complexity & benefit, measuring benefit value to justify the start and continuation of projects, and managing performance visibility for executive oversight and corrective actions. 

The application of all four core principles in addition to tools developed by iSeek Solutions such as the Decision Matrix (iDMX©), can be effectively used to establish a framework focused on tracking the expected benefits for an organizations portfolio and achieving its strategic business goals and objectives. 

To learn more about how iSeek Solutions can help you track your organizations’ benefits to help achieve business outcomes, contact us today; subscribe to our blog and stay tuned for future insights.

Project Management Methodology – An Out-of-the-Box Solution!

The primary goal of a Project Management Methodology (PMM) is to ensure that the objectives of each project are aligned to the people, processes and technology that support the strategic purpose of the business.  In our previous blog post PROJECT MANAGEMENT METHODOLOGY: WHAT IS IT? WHAT ARE THE BENEFITS?, we defined and explained the benefits of a PMM. A project management methodology provides an overall structure, a set of procedures, and a process flow for managing projects. A PMM guides you throughout the project, giving you steps to follow and targets to meet from the start of the project to its completion.

Now that you know the benefits of a PMM, let’s talk about iSeek Solutions’ approach to project methodology. The iSeek Project Management Methodology provides overall guidance and processes for successfully managing projects.  

As a highly skilled consulting firm consisting of certified project management professionals, iSeek has created a detailed methodology, iPMM©, to serve as an out-of-the-box resource for organizations of all sizes lacking the commensurate expertise to deliver a holistic framework for executing projects. iPMM© is easily customized to meet the needs or project management maturity level of your organization. 

iPMM© is a culmination of industry standards and best practices that provide an overall guidance and process for managing strategic projects through the project management lifecycle (PMLC). It includes the necessary processes, steps and procedures for establishing a standardized PMLC to enable a Project Manager (PM) to take a project from ideation to implementation.  The iPMM© can be applied to various types of projects of any size across multiple departments within an organization.  It is not subject to the adherence of one department, domain or industry. The iPMM© provides customers with a customizable framework that is cross-functional for developing robust project plans and strong solutions required for the execution of consistent and reliable project management across any enterprise.

Leaders at the City of Birmingham identified 6 strategic goals and 92 related initiatives to be accomplished during the Woodfin administration.  These goals and initiatives are captured in The Woodfin Way.​ City leaders realized a need to implement a formal project management methodology in order to ensure optimum success. 

Beginning with iPMM©, iSeek was able to customize a set of standard processes for managing projects at the City of Birmingham. The main goal was to provide a repeatable process with project-specific methods, best practices, rules, guidelines, templates, checklists, and other features for building quality systems that are manageable and deliver value to the organization. 

To learn more about iPMM©, Project Management Methodology, and how iSeek Solutions can help your business manage its next project, contact us today. Subscribe to our blog and stay tuned for future insights.