This week's entry is a continuation of my previous posting regarding what Dr. Stephen Covey calls the "4 Disciplines of Execution". This text is taken directly from FranklinCovey's "The 4 Disciplines of Execution Quick Reference".
Discipline 2 - Create a Compelling Scorecard
Measures and a scoreboard ensure that people have the same understanding of goals. Turn your measures into a compelling scoreboard that is accessible, visual, engaging, doable, and concise.
Key Things to Remember
Types of Measures
* Lagging - provide an historical look at past performance
* Leading - provide measures that are predictive of future results.
* Real-time - show where things are right now. They allow corrective action to be taken immediately to affect the outcome.
Measurement Credibility Checklist
* Accurately tracks progress toward the goal
* Inputs cannot be easily manipulated
* Can be influenced by the team
* Drives the right behaviors
* Tracks outcomes as well as activities
* Is truly achievable
* Has no unintended consequences
* Value of measuring exceeds cost of measuring
For more information on the "4 Disciplines of Execution", click here.
Thursday, July 27, 2006
Thursday, July 06, 2006
The 4 Disciplines of Execution
Dr. Stephen Covey is one of my favorite authors. His books, writing, lectures, and course offerings are well worth reviewing. As I was looking through my bookshelf I came across a CD and short brochure around what Dr. Covey calls the 4 Disciplines of Execution.
Over the next few weeks I will go through each Discipline. Today, I will talk about Discipline 1.
As taken from the "4 Disciplines of Execution" brochure:
Discipline 1 - Focus on the Wildly Important
To achieve results with excellence, you must focus on a few wildly important goals and set aside the merely important. Choose to do a few things with excellence rather than many things with mediocrity.
Key Things to Remember
Too many goals, conflicting or not, lead to confusion, burnout, decline in quality, and loss of focus".
Align your goals with those of your organization as well as the key teams you work with".
Use the Importance Screen (reference to CD) to help identify your wildly important goals
Click here to view Importance Screen
Create Sell-Crafted Goals
* Specific and clear
* Explicitly linked to corporate strategy
* Plain language
* Bite-size chunks
* measurable
* Deadline-driven
For more information click here to go to Franklin Covey's website.
Over the next few weeks I will go through each Discipline. Today, I will talk about Discipline 1.
As taken from the "4 Disciplines of Execution" brochure:
Discipline 1 - Focus on the Wildly Important
To achieve results with excellence, you must focus on a few wildly important goals and set aside the merely important. Choose to do a few things with excellence rather than many things with mediocrity.
Key Things to Remember
Too many goals, conflicting or not, lead to confusion, burnout, decline in quality, and loss of focus".
Align your goals with those of your organization as well as the key teams you work with".
Use the Importance Screen (reference to CD) to help identify your wildly important goals
Click here to view Importance Screen
Create Sell-Crafted Goals
* Specific and clear
* Explicitly linked to corporate strategy
* Plain language
* Bite-size chunks
* measurable
* Deadline-driven
For more information click here to go to Franklin Covey's website.
Tuesday, June 27, 2006
New PMI Standards
The Project Management Institute has released two new standards. They are:
The Standard for Program Management
The Standard for Portfolio Management
As stated in the Standard for Program Management, "The Standard for Program Management aims to provide a detailed understanding of program management and promote efficient and effective communication and coordination among various groups. With its ability to help assess the variety of factors linking projects under one program and provide the best allotment of resources between those projects, this standard is an invaluable tool for program and project managers alike."
In the introduction the Program Management Standard states: "The Standard for Program Management provides guidelines for managing programs within and organization. It defines program management and related concepts, describes the program management life cycle and outlines related processes. This standard is an expansion of information provided in A Guide to the Project Management Body of Knowledge."
It appears on first glance that both Standards will be an excellent resource for all project managers. You can purchase them both at the PMI website
Your comments are always welcome
The Standard for Program Management
The Standard for Portfolio Management
As stated in the Standard for Program Management, "The Standard for Program Management aims to provide a detailed understanding of program management and promote efficient and effective communication and coordination among various groups. With its ability to help assess the variety of factors linking projects under one program and provide the best allotment of resources between those projects, this standard is an invaluable tool for program and project managers alike."
In the introduction the Program Management Standard states: "The Standard for Program Management provides guidelines for managing programs within and organization. It defines program management and related concepts, describes the program management life cycle and outlines related processes. This standard is an expansion of information provided in A Guide to the Project Management Body of Knowledge."
It appears on first glance that both Standards will be an excellent resource for all project managers. You can purchase them both at the PMI website
Your comments are always welcome