Secrets to Successful Implementation

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Secrets to Successful Implementation
Executing with Standards

• Gary Card
• Lockhart Leadership Limited
• Ottawa, Ontario, Canada

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Katrina
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Katrina
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Mgt. System Standards

• BS 15000 Info. Technology Service Mgt. (ITIL)
• ISO 17799 - Information Security Management
• ISO 9001 Quality Mgt. System
• TL 9000 - Telecommunications
• TS 16949 - Automotive
• AS 9100 - Aerospace
• ISO 14001 Environmental Mgt. System
• OHSAS 18001 - Occupational Health Safety
  Assessment System

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How Shall We Proceed?
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Quality Management System

• As a means establish, maintain improve a QMS
• Define and manage processes necessary to ensure
  product or service conforms to customer
  requirements
• Prepare QMS documentation that describes the
  processes required to implement maintain the
  QMS
• Ensure clear communications to all affected
  parties
• Provide controls to ensure processes are
  completed
• Enable Continuous improvement through additional
  formal processes
• Measure and Monitor results, to allow for factual
  decisions and to set targets for improvement

Adapted from ISO 90012000
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BS 15000 (ITIL)
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ISO 9000 Process Model
Management Responsibility
Management Responsibility
Act
Act
Plan
Plan
Satisfaction
Satisfaction
Measurement Analysis Improvement
Measurement Analysis Improvement
Resource Management
Resource Management
Requirements
Requirements
Product Realization
Product Realization
Do
Do
Quality Management System
Quality Management System
Check
Check
ISO 90012000
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PDCA Cycle
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Barriers to buy-in

• Relevance of Project not meaningful to
  employees
• Inflation too much focus on benefits w/o
  explaining the hurdles risks
• Comprehension lack of understanding of complex
  problems and solutions
• Dilution - value is stripped out of solution by
  employees
• Implementation PM avoiding accountability /
  blaming employees

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Getting Buy-In

• Desired Outcomes Vision
• Establish Story line - Target employees concerns
  (understand have a plan)
• Call employees to Action (involvement is key to
  acceptance)

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Contrasts of Change
Programmatic Change
Task Alignment
Adapted from HBR article 2001
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Emotional Intelligence

• Optimism
• Control
• Achievement
• Initiative
• Transparency
• Adaptability

• Inspire
• Influence
• Collaborate
• Develop
• Bonding
• Catalyst 4 Change

Awareness Management

• Assessment
• Emotions
• Confidence

• Empathy
• Org. Culture
• Service

Self Social
Primal Leadership - Goleman, Boyatzis McKee
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GMP

• The Misguided Solution
• Sales Managers Time
• Snake Story

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The Wisdom of Age

• Oh Ive had my moments, and if I had to do it
  all over again, Id have more of them. In fact
  Id try to have nothing else. Just moments, one
  after another, instead of living so many years
  ahead of each day.
• - Nadine Stair, 85 yrs old, Louisville Kentucky.

Full Catastrophe Living Jon Kabat-Zinn, Ph.D.
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References

• Making Strategy Work (Leading Effective Execution
  and Change) -Lawrence G. Hrebiniak
• Generating Buy-in (Mastering the Language of
  Leadership) Mark S. Walton
• GMP The Greatest Management Principle in the
  World Michael LeBoeuf
• Creativity, Innovation and Quality Paul E.
  Plsek
• Primal Leadership (Realizing the Power of
  Emotional Intelligence) - Daniel Goleman, Richard
  Boyatzis and Annie McKee
• The Fifth Discipline The Art and Practice of the
  Learning Organization - Peter Senge
• Quality is Free The Art of Making Quality
  Certain - Philip Crosby
• Completeness Quality for the 21st Century -
  Philip Crosby Plume
• Behavior in Organizations - H. Joseph Reitz

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Questions?