LEAN PROCESS ANALYSIS AND REDESIGN
Innovating on products and services inevitably requires a review of existing internal processes in order to ensure efficient delivery of your innovations. The systems and processes that we re-engineer will be designed for market agility so that your business will be able to react nimbly to customer needs on an ongoing basis.
Once your processes are defined, we also help you to define measurements to track your process behaviour and measure its effectiveness.
THE POINTPATH APPROACH TO PROCESS ANALYSIS AND REDESIGN
In many cases, businesses strategize and build their operations according to internal requirements. Your customer is the recipient of those decisions, built by your project team with a traditional “inside-out” approach. This means that, on a completely internal basis, your team has brainstormed ideas, aligned on strategies, and designed supporting processes, systems, and structures that align with their vision.
The only significant input usually taken into consideration is internal customer behavioural data, internal motivation, and opinion. But what’s missing is the actual viewpoint of the customer, a human element that even the most robust data cannot capture.
At PointPath, we lead strategic discussions and process reviews with an “outside-in” lens. This approach is driven and motivated by what your customers truly need, which is what your systems and processes should really be designed for.
THE DIFFERENCE BETWEN AGILE IMPLEMENTATION AND PROJECT MANAGEMENT
Now let’s examine the difference between a project run using Agile principles vs. a project following a traditional project management approach.
With traditional project management, decision making, workflow process, and system implementation follow the waterfall methodology, which means that each stage of the project has to be completed before moving on to the next step. This does not allow any requirements change once you get deep into the project, unless you want to start from scratch again.
Also, the project manager or management team take care of the problem solving, defining, resolution, and tactical work, rolling it out to those who are needed to execute the plan once it’s in place.
Agile processes are more iterative than sequential. The full solution is broken down into smaller pieces, which are tested and delivered to the customer one at a time. Customer feedback is considered, and priorities are re-evaluated accordingly, allowing for any problems to be quickly addressed before moving on to the next piece.
This approach to project management requires frequent iterations and evolutions of your work, rolled out in smaller steps to drive innovation internally and externally, positioning your company at the leading edge of your industry.
Agile organizations also employ a more collaborative approach that involves the entire team throughout the process, from research and conception to design and implementation, and focuses more on people and interactions as opposed to process and tools.
There’s also less focus on creating a comprehensive guide to define the path, giving way to a more humanized development that builds on collaboration, and responds to the actual working issues and changes as the project unfolds.
With this fluid approach, the timeline is concrete but the needs and processes evolve in response to actual events as they happen. This helps the entire team learn to be agile in their reaction to change instead of being intimidated by change, which can create a dramatic shift in procedural thinking overtime.
FOLLOWING AGILE PRINCIPLES WILL BREED A POSITIVE CORPORATE CULTURE
When the entire team is empowered to make decisions within general project guidelines, the output develops more naturally, and with fewer of the roadblocks that tend to limit your productivity, delay timelines, and hamper your end results.
Another important aspect of agile is that it tends to breed a more positive corporate culture. The atmosphere becomes more collaborative that command-and-control. Agile companies also encourage failure, and see it as an opportunity to improve, putting more emphasis on how your team solves problems as opposed to the tools they use to do so.
When you combine this new culture with an improved, people-centred approach to project management, agile organizations see a win-win when innovating in response to changes in their industry.
Head Office: 226-373-8226
PointPath has offices in London and Toronto, Ontario, Canada