As we continue to assist organizations in deploying ManagePro, we've come up with a number of lessons learned. We wanted to share ten of them with you today, to help spark your own thinking and deployment success. But before we get to the 10 lessons or guidelines, take a look at the map we use when working with organizations and imagine applying it to your own organization. It both looks at current work effort and the technology tools used to support that effort.
ManagePro is a means of improving the organization and coordination of work by moving it from a task based focus to a goal+plan structure. It also represents an improved method of leveraging information. In our experience, improvement is always a driven process, otherwise, entropy settles in and the effort slides back to the lowest required effort. In the process of driving utilization, the often unspoken question that needs to be addressed for each of its users is "What's in it for me?" To address that question, both personal and leadership drivers are critical for a successful deployment. Take a look at how we address that in the 10 lessons learned (below the graphic).
Lessons and Assumptions gathered in the process of multiple deployment engagements:
1. The typical organization starts with the deployment at a low/low rating. Low collaboration outside of work groups, and work organized around task completion and fulfillment of job and time requirements.
2. Motivation is impacted by leadership but is ultimately personal and routinely under-assessed as to importance. What?s in it for me is key.
3. Goals aren?t a personal driver for work unless they have a personal meaning/payoff or are simply the preferred mode of operating (small %).
4. Any consistent separation between written goals and daily operations (between goals and what actually drives day-to-day tasks)? means a goal based tool is dead in the water? and that ManagePro is just a burden from top management until the motivation is raised to drive a new connection.
5. Double whatever the effort you think it will take to raise motivation to get the organization out of a low/low rating.
6. Organizations that manage collaboration in the low to medium range transfer information in their own ?language?. That includes their preferred tools, tied to agenda items they deem important, not overall structures such as outcomes or goals.
7. Being task based is not results based, it?s completion based, hence scoring is considered mostly irrelevant. Things like ?I worked hard, I put in my time, I checked off the to-dos, I fulfilled the job requirements? are a central part of the activity/time based accounting mentality.
8. Keep it focused, less is better. Limit top priority goals to no more than three, key action plan steps to no more than six when-ever possible.
9. Keep it simple by emphasizing 3 steps: 1) Focus on the goal (or deliverable), 2) Work the plan (to get there), 3) Document your results (regularly).
10. Remember high(er) performance is a habit and discipline to be maintained? actively. Don?t let non-performance slide.
If you are interested in taking advantage of PST's deployment services as you start the New Year, contact Patti at or .