OK. So you have decided that your organization has to improve the way in which it works. You have chosen to implement a methodology as the best way to achieve this goal. And now you ask yourself, where do I start?
Whatever the discipline you are trying to model (from software development to supply chain management), it is highly probable that a standard framework exists, that can serve as the basis for your own methodology.
What is a standard framework?
A standard framework is a set of best practices, normally expressed as a set of repeatable processes created by an organization (a professional association, university, public administration, etc...). These frameworks are sometimes referred to as bodies of knowledge, methodologies, etc...
Standard frameworks cannot be applied out of the box. They are aimed at a wide spectrum of organizations and thus cannot be detailed to a level at which they are ready to use. In order to have an executable set of processes, a project has to be undertaken in order to fill the gap between the framework best practices and your methodology executable processes. This gap is filled when you have translated the best practices into concrete procedures and policies that take into account the characteristics of your organization and its environment.
For example, when the framework says “determine which risks might affect the project and document their characteristics” the methodology can say “the project leader registers all project risks in the risk list and documents its characteristics”. The methodology also provides a link to the excel spreadsheet that is used as a template for the risk list, and a description of the project leader role in the organization (skills needed, minimum experience, etc...)
Some of the existing frameworks that can be used as a base for a methodology are the following:
IT Service Management: ITIL / COBIT / MOF
Project Management: PMBoK / PRINCE2
Software Development: RUP / OPEN Process Framework
etc...
Advantages of using a standard framework
You can take advantage of the work made by experienced professionals in the field.
It establishes a standard terminology, that enhances communication both internally and externally.
It facilitates process benchmarking, so that you can know how well you are performing compared to other organizations.
Software vendors create products that are compliant with the framework, so you will be able to find software that automates your processes smoothly.
Your employees are motivated. They learn something that adds value to them professionally.
Mainstream frameworks evolve over time, so you will be able to enhance your methodology.
Which framework should I choose?
When choosing a framework the following must be taken into account:
Research and investigate. It is normal that several frameworks exist for one discipline.
Determine which standard best meets your needs in terms of industry, size of the organization, etc...
Determine how the standard integrates with standards of other disciplines.
Evaluate the structure of the framework. Does it have a uniform structure and format for all process descriptions? Does it name roles consistently?
Evaluate scope. Does it contains all the processes you need to describe? Does it make reference to the supporting systems? Does it contain guidelines and templates?
Evaluate accordance to your company characteristics. You might find that one standard is too heavy for your needs. Having said this, please note that processes that seem very complex in the framework can be implemented through very simple processes that embed the most value-adding best practices.
Suggestions
Implement processes gradually and start with those processes that demonstrate most value.
Choose a wining framework used by a big number of organizations.
Choose a framework that maps to a Capability Maturity Model. This way you can have a roadmap and gain visibility on where you want to be.
Understand the framework
Once a framework has been chosen it is time to start building the methodology. The first step is to acquire a general understanding of the framework, a holistic view of its components. You must have a clear idea of its scope and boundaries. It might be useful (if you already have some formal processes in place) to carry out a mapping of your processes to the standard and perform a gap analysis. This is not necessary if you approach the project as a reengineering project, building the new processes from the ground up.
Build a roadmap
Once you have a clear vision of the standard framework's scope and your current situation, you have to define where you want to get (the scope of your methodology). This means that you must have a clear vision of your organization once the new methodology is in operation. You might find that some processes do not apply to your organization or are too sophisticated for your needs.
Be realistic. Take into consideration the resources you have available for the project and the timeframe. Be sure that this strategic vision is known by all people involved in the project and understood and shared by the initiative sponsor.
Now you know where you want to get and the objectives of the project have been defined, it is time to plan how you are going to get there. You can face the project in two ways:
Once-off delivery. The methodology is only only deployed once the full scope has been achieved.
Incremental delivery. The methodology is deployed in several iterations, each of which releases a set of processes.
Although the once-off approach can make sense when the scope of the change is limited, I believe an iterative approach increases the probability of success of the project. Try to get some quick-wins by choosing for the first iterations those processes that add visible value or solve a known problems. You will learn with each release and apply that knowledge in subsequent iterations.
Adapt and detail the processes
Standard frameworks are general purpose. In order to be useful to a wide and heterogeneous set of organizations they provide best practices expressed in general terms. It is your task to convert that into actionable pieces of work. After understanding the process as described in the framework, you will have to determine how you want it to be carried out in your organization's context, determine the roles that will be responsible of executing it, the tools that will be used to facilitate it and the documents, information, objects, etc... that it must deliver.
Document the processes
Once the new processes are clear, they must be documented in order to facilitate their communication to the people that will be executing them. The objective now is that the process is executed in the real world according to the new process definition. This can only be achieved through process understanding and buy in of the people who carry out the process, and good process documentation is key for this.
Process can be documented in a wide variety of formats with several tools (from MS word or Smartdraw to metoCube). Whatever format and structure you choose for your process documentation, always try to keep the following in mind:
Process documents must be easily accessible. If they're not, people won't spend time searching for them.
Process documentation must be easily navigable. If people don't find the concrete piece of information they are looking quickly, they will probably desist or waste valuable time.
The tools and templates needed to carry out the work described must be easily accessible from the documentation.
Complement textual process descriptions with diagrams.
Deploy the methodology
This phase is always crucial for obtaining the return on all the resources invested in the process improvement initiative. The last objective of process deployment is that processes are executed in the real world as close as possible to how they have been designed.
One critical issue is to obtain the buy-in of people executing the processes. Be sure to make clear all the advantages of working with a methodology during deployment. Some arguments could be the following:
The new methodology is based on a widely accepted standard framework.
Knowledge of a standard framework adds professional value to workers in the marketplace, so it is interesting for them to learn it.
Processes are based on industry best practices that will make their work more productive. In the medium term productivity improvements lead to higher wages.
An adequate deployment should include providing the necessary training (not more, not less) and making sure that the methodology documentation is available and that workers know where to consult it.
Improve the methodology
One of the most interesting advantages of creating a methodology based on a standard framework is that lots of content is published following conventions that the framework establishes (from terminology to process structure). This content may include new interesting concepts, ideas and best practices that you might want to incorporate into your methodology.
Some sources of content are:
Official content delivered by the group in charge of the framework (new versions of the framework, additional articles, RFPs, etc...)
Industry specific web sites (such as techrepublic or ittoolbox for IT Service Management, ganttead and allpm for Project Management, etc...)
Forums, mail groups, blogs, podcasts, etc...
This makes it easier for you to:
Better understand what you read and put it in the context of your own organization.
Incorporate tools, templates and work aids that you find in web sites specialized in the framework which your methodology is based on.
To take ideas from your peers that are applicable in your companies' context.
Compare some standard indicators to your own KPIs in order to know how well your organization is performing.
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