Joseph PanganSenior Principal Consultant| Genpact PhilippinesAngeles City, Philippines, Philippines
I am taking the word “responsibility” as the key in the question.
Process improvement is everyones’ business. Everyone is responsible. Saving Changes...
Shivaram Y.SDirector| Vivin SynergySharjah, Sharjah, United Arab Emirates
Optimization of Work Processes & Practices in Organizations is everybody's responsibility. Accountability may lie with Departmental Managers. Quality Management System might formally allow each employee to suggest improvement on existing work processes and procedures and changes. Even otherwise, an organization with positive thinking must allow everyone to contribute and be rewarded regarding process improvements through their supervisors or otherwise. Processes extend beyond what we reflect under project management, establishing corporate policies, authority establishment for budget management, processes involved in selection of board of directors, gender ratio guidelines setup, etc., for example.
Project Managers and Portfolio managers or Quality Control Department can participate in all its earnest and so are others from Business Management. Again leaders formal or informal in organizations might do so, and raise the organization's competitiveness and long term survival and growth. A must factor. Saving Changes...
All the organization should be responsible and committed to CI. Based on the organization structure, there may be a department or team who focuses on CI. However, everybody should contribute. Even specialized department or teams need the others contribution to go ahead and be successful. Saving Changes...
Mansoor MustafaSenior PM| Government DepartmentRawalpindi Punjab, Pakistan
Not a single person be left to blame for quality. it is i think every body if work together to priority and collaboration to give quality product Saving Changes...
Leonard ByrdProject Manager| Brican Inc.Mansfield Center, Ct, United States
I'm speaking from the AEC perspective and being lucky enough to manage both the design and construction on complex projects from the conceptual stage right through to commissioning and on going maintenance - I would say the questioned asked is the problem as everyone has to be responsible and "bought - into the process to achieve process improvement as the industry is so fragmented, evolutionary and communications challenged no one individual can hope to improve it by themselves. I have found over my career that if you take the basic tools (Schedule, Budget, Design Docs...) that you are in control of and try to fix the faults with each then the overall process will improve and the more staff working on the various phases - disciplines - the greater the overall impact. At the first meeting with new staff, I challenge them to identify anything in their purview that the think we could do better to submit their fix - it buys them into the process and you get great ideas on improvement which my specific environment (AEC) desperately needs.
If you take the tools and list the problems, you will find many opportunities. For example - The Schedule.
1- For a communication tool - its highly inaccessible. Only those with expensive software can access and modify.
2 - Ownership is difficult to delegate. Getting the correct data, ongoing updating and incorporating changes as they happen is next to impossible.
3 - Shear volume of task makes it unwieldy on large complex projects.
What you end up with is a 4500 task, fifty sheet fire log setting in the corner of your site office that the only action it sees is its replacement at the end of the month when a new one is printed. Can it be improved? absolutely - and in this case the solution has been available for decades and right in front of us - convert it to an excel spreadsheet, lock it to the schedule dates and the computer run date and delegate responsibility for maintenance to those responsible for the task in the field. All of a sudden you will you will see the field staff invested in maintaining their activities rather than blaming the scheduler.
Each tool has plenty of similiar opportunities that cost little or no money, stimulate process and gives a much higher level of control in a very hectic career. Saving Changes...
Deepa KalangiManager, Program Management, Author, Trainer| CVS HealthCharlotte, NC, United States
Process Improvement is really something that everyone should be putting focus on. It saves, time, money and energy- drives overall health of the company. Regardless of the position you hold and the role you are in, always ensure you have improvements to be shared with your peers or management related to the process. Whether they will be heard or not, is a different story. But minds should think that route for sure from everyone. Saving Changes...
MAZIN MADINIConsultant| KFSH&RCJeddah, Saudi Arabia
I believe it is the responsibility of both: the organizational quality as the owner of the improvement process and the business representatives as the owner of the business process. Saving Changes...
Mudassar KhanProgram (Project )Manager| Woodward Canada IncPeterborough, ON, Canada
In my opinion it is the responsibility of both individual and organization, Saving Changes...
Process improvement need be contributed from each project practices, good or bad. In turn, the origination process will be reference for future projects. So the process improvement has no specific owner, but owned by all who will get benefit. Saving Changes...
Practically, it depends on the structure of the organisation, some companies they hire third party to identify areas to be improved, other companies will have a manager of Process Improvement.
In general it the PMO Responsibility for Process Improvement. In many organizations, the PMO owns the overall PM methodology and the processes, tools and templates that make up that methodology. They monitor compliance, provide guidance and support documents and help new PMs to understand and interpret the process. Saving Changes...
