(Part of the Simple Checklist Series)
The simple Measurement Readiness Checklist will be useful for any major measurement initiative, but is tailored toward beginning a measurement program. The checklist will provide a platform for evaluating and discussing whether you have the resources, plans and organizational attitudes needed to implement a new measurement program or support the program you currently have in place.
I have divided the checklist into three categories: resources (part 1 and 2), plans, and attitudes. Each can be leveraged separately. However, using the three components will help you to focus on the big picture. We will address each component separately over the next several days.
Here we continue the checklist with the section on plans and planning. If you have not read the first two sections of the checklist please take a moment see (Measurement Readiness Checklist: Resources Part 1 and Measurement Readiness Checklist: Resources Part 2).
Planning for the implementation or support of a measurement program can take many forms — from classic planning documents, to schedules, Kanban boards or even product backlogs. The exact structure of the plan is less germane here, rather having an understanding of what needs to be done is most important. There are several plans that are needed when changing an organization. While the term “several” is used, this does not mandate many volumes of paper and schedules, rather that the needs and activities required have been thought through and written down somewhere so everyone can understand what needs to be done. Transparency demands that the program goal is known and that the constraints on the program have been identified (in other words capture the who, what, when, why and how to the level required).
Scale and Scoring
The plans category of the checklist contributes up to eighteen total points. Each component contributes up to 6 points (6, 3, 1, 0).
Organizational Change Plan
The Organizational Change Plan includes information on how the changes required to implement and/or support the measurement program will be communicated, marketed, reported, discussed, supported, trained and, if necessary escalated. This level of planning needed to include tasks such as:
- Develop activity/timeline calendar
- Identify topics newsletter articles
- Create articles
- Publish articles
- Identify topics for education/awareness sessions
- Schedule sessions
- Conduct sessions
6 – A full change management plan has been developed, implemented and is being constantly monitored.
3 –An Organizational Change Plan is planned, but is yet to be developed.
1 – When created, the Organizational Change Plan will be referenced occasionally.
0 – No Organizational Change Plan has or will be created.
Support Note: Even when a program reaches the level of on-going support, an overall organizational change and marketing plan is needed. Adding energy to keep the program moving and evolving is necessary, or entropy will set in. Any process improvement will tend to lose energy and regress unless they continually have energy added.
The backlog records what needs to be changed, listed in prioritized order. The backlog should include all changes, issues and risks. The items in the backlog will be broken down into tasks. The format needs to match corporate culture and can range from an Agile backlog, a Kanban board to a Microsoft Project Schedule.
6 – A prioritized backlog exists and is constantly maintained.
3 – A prioritized backlog exists and is periodically maintained.
1 – A rough list of tasks and activities is kept on whiteboard (but marked with a handwritten “do not erase” sign).
0 – No backlog or list of tasks exists.
Support Note: Unless you have reached the level of heat death that entropy suggests will someday exist, there will always be a backlog of new measurement concepts to implement, update and maintain. The backlog needs to be continually reviewed, groomed and prioritized.
Any measurement program requires resources, perseverance and political capital. In most corporations these types of requirements scream the need for oversight (governance is a friendly code word for the less friendly word oversight). Governance defines who decides which changes will be made, when changes will be made and who will pay for the changes. I strongly recommend that you decide how governance will be handled and write it down. Make sure all of your stakeholders are comfortable with how you will get their advice, counsel, budget and, in some cases, permission.
6 – A full-governance plan has been developed, implemented and is being constantly monitored.
3 –A governance plan is planned, but is yet to be developed. .
1 – When created, the governance plan will be used to keep the process auditors off our back.
0 – Governance . . . who needs it!
Next . . . Attitude. You have to have one and you have to manage that attitude to successfully lead and participate in organizational change.