This module is an overview of how to develop and deploy a world-class asset
management and/or materials management organization. We will review the
concepts of roles and responsibility mapping to define a best-in-class organization,
as well as a simpler, better way to define and apply a Responsible, Accountable,
Consulted, Informed (RACI) model. We will also discuss how to develop the
necessary skills within your team. Once the business process is deployed, we
manage it through meetings and control it through KPIs. We will discuss how to
develop meaningful meetings and KPIs, in support of the business process, and
how to use these to engineer an efficient and effective organization that is
sustainable and evolves with your organization’s needs and level of maturity.

Diary:

• Overview of the science
• Business processes
• Staffing and training principles
• Efficient meetings
• Effective KPIs
• Your role in an Organizational Engineering culture

Even if successful, an organization must also look at the long term and determine
how to sustain its success – and continue to improve – in perpetuity. Sustaining
successful initiatives requires improving our systems. That is, we must define the
best-in-class business processes that support our vision of the future, sustain these
processes with qualified resources, manage them through efficient meetings, and
control them through effective Key Performance Indicators (KPIs)

Diary:

• Why Define a Business Process?
• Asset Management Business Processes
• Materials Management Business Processes
• Steps in Defining and Mapping the Business Process Elements
• Quality Measures
• A Better Approach to RACI
• Macro and Micro Deployment Strategies

Human Resources (HR) is tasked, with providing quality resources to the
organization. This is achieved through its hiring and training practices, as well as
through overseeing the management of these resources and introducing a personal
performance measurement and development plan. HR is also responsible for
attracting, selecting, training, assessing and rewarding employees.
Organizational Engineering helps define the skills and abilities required to support
the business process, and links these to the training and coaching curriculum
providing HR with much needed tools.

Diary:

• The Role of Human Resources
• Developing Job Descriptions
• Defining Skills and Abilities at the Task Level
• Task-Specific Training and Coaching
• Developing a Training Program
• (Improving or Updating) the Training Program
• Effective Staffing

Why do meetings fail? Typically, our meetings and KPIs are only loosely linked to
our business process and do not produce the desired results. We have too many
meetings, and these drag on with little being accomplished. People show up
unprepared, many people are late, there is no agenda, or if there is one it is not
followed…
In this module we will discuss how to define and deploy meetings that are
structured, provide the needed management of your processes and are right sized
for your needs.

Diary:

• Why do Meetings Fail?
• Structuring Your Meetings
• The Four Types of Meetings
• Meeting Maps
• Auditing Meetings to Ensure Effectiveness and Efficiency

Most organizations put significant importance and effort in developing KPIs. Yet
many find it difficult to quantify benefits achieved using these same KPIs.

KPIs can be defined as quantifiable measurements that reflect the critical success
factors of the organization. They help organizations achieve their goals through the
definition and measurement of progress. Performance measurement is a
fundamental principle of management. It is important because it identifies
performance gaps between current and desired performance, as well as providing
an indication of progress towards closing these gaps. Carefully selected KPIs
identify precisely where to take action to improve performance, providing a valuable
focusing tool.

Diary:

• KPIs as Value Focusing Tools
• Normalizing Our Definitions
• KPI Categories
• Assuring Results
• Applying KPIs to Performance Management Plans
• Rules for Defining KPIs
• KPI Parameter Definition Template
• KPI Hierarchy
• KPI Examples

The Organizational Engineering Lead plays a crucial role in the development,
implementation and deployment of the Organizational Engineering Strategy. The
skill of the OE Lead, both as facilitator and coach, is key to the success of the
initiative. In this hands-on interactive workshop, you will learn how to guide a group
in the application of OE in addition to consolidating your own knowledge on the
subject.

Diary:

• The role of the Organizational Engineering Lead
• Defining the strategy
• Deployment versus Implementation
• Communication Plan
• Transition Plan/Maturity Plan
• Control Plan
• Facilitating the development of process maps, meetings and KPIs
• Deploying the process maps, meetings and KPIs
• Developing training matrices and job descriptions that are aligned with the
  business processes
• Sustaining the results