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CHAPTER 4 ASM652 EFFECTIVE TEAMS JULIZA JOHARI BA2324B - Coggle Diagram
CHAPTER 4 ASM652 EFFECTIVE TEAMS
JULIZA JOHARI BA2324B
3 Core Competencies
Political Savvy
BPR brings change – eg: Centers of power & authority can be wiped out, job positions can be eliminated, work can change dramatically, & new technology requires new skills.
Resistance appear all levels.
Commited persistence
Ability to maintain a committed persistence throughout the life of the project.
Obstacles - Members will be reluctant to pay continual and absolute attention to implementation details and refuse to inspire people.
Members must be able to analyze obstacles and develop workable, practical solutions.
Ability to learn
Learn how to function as a team.
Execute a business reengineering methodology.
Ability to learn is critical.
Seek solution through systematic discovery
and learning based approach.
IS/IT ROLE IN
BUSINESS REENGINEERING
The need for a new system.
Productivity requires more than automation/technology.
IS/IT ignites the need for BR.
Must be aligned/embedded with the business.
BUSINESS REENGINEERING TEAM STRUCTURES
Team structure must be flexible
(to accommodate membership changes and size)
Advantages:
Puts the ownership for the reengineering project in the hands of those who will live the results
Increases knowledge and buy-in.
Provides the driving energy and focus to keep the project from splintering during implementation
Teams members have different skills and knowledge
Members of a team structure comprised of:
Core Coordination & Support Team Members
Provide coordination and support to the champion decision makers (3 – 7 members).
Frames project, builds the original business case, obtains funding for reengineering design and implementation.
Assigned to the project full-time.
Project Champion Team Members
Decision-making team members (3 – 20 members)
Each member represents a distinct business unit.
Consists of middle managers who understands business processes, scope, issues, problems at organizational operational levels.
project Director
Tremendous amount of leadership.
Accountable for the success of the project.
Must be an employee
Advisory Team Members
Participate in meetings and workshop sessions to validate ideas, provide additional perspectives, or offer additional input.
Ad hoc basis, part time participation, not accountable for the project.
During implementation, they can become implementation SWAT group & accountable for the project success.
Business Executives Sponsors.
the beginning create vision, develop reengineering design and plan the implementation execution.
during implementation, form a sponsor team, sponsor team, becomes more action centered.
Implementation SWAT Groups
Specialized group during implementation of the project to produce common project products & then be installed across the total organization.
Report to core group or project champion.
Possess well-developed technical skills to act quickly & effectively.
A CLOSER LOOK AT
CORE GROUP ROLES
Business Specialist
experienced, personal, in-depth knowledge of the processes & people affected.
Line or field persons, not necessarily at
managerial rank.
Not decision-making champion, but very theoretical and idealistic.
IS/IT specialist
Expert on systems, technologies, & communication networks.
Works with external vendors and internal IS/IT groups.
Designs technology for the reengineered project.
Project Facilitator
An expert in leading groups to achieve their own objectives.
Creates the process, structure, and climate for project meetings and sessions.
Manages emotional reactions.
Financial Specialist
Finds money to fund the activities.
Helps analyze financial data, create business cases for funding, present data, track actual costs against budget.
Not necessary full-time commitment.
Project Operations Manager.
Responsible for day-to-day project management
Has excellent management & follow-up skills
Coordinates all project tasks and promotes good relationship & communications.
Knowledge Coordinator
To ensure the project runs smoothly.
To maintain project information.
Project outcomes must be created & maintained
project Team
Operational Techniques
Critical Success Factor:
Commitment.
Communication.
Training.
Support.
Information.
More characteristics:
Healthy interpersonal relationships.
Willing to change long held attitudes and beliefs.
Share knowledge and expertise.
BPR team characteristics:
Well-trained, fully responsible, self-managed, cross-functional skills, greater authority, decision making powers, decide work approach, set priorities, organize and coordinate work with others, evaluate itself, corrective actions, solves personal problems, schedule and assign work task