By C. F. Manski
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Extra info for Analog Estimation Methods in Econometrics
BOSS: Well, okay. But in the future, make sure you copy him on any CM matters. He always has approval on things having to do with product configuration. Okay, you just learned a standard related to stakeholder buy-in on a certain aspect of your process improvement work. Write it down. Now, take it one step further. Go do some investigating and ask some questions. , review, approval, input). The document that results from your investigation — let’s call it a “Stakeholder Involvement Matrix” — will be of great value to you in two areas.
People in the organization simply assume that they know their roles and the roles of others. Those assumptions are valid except for all the times they are proven to be invalid. Why Defining Roles and Responsibilities Is So Hard Defining the roles and responsibilities in your organization is as difficult to do as it is critical to successful process improvement (and all other aspects of business). There are many reasons why this task is difficult, but the primary reasons are: There are no universal definitions for roles and responsibilities; there is only infinite variation on a theme.
So, we used a technique that has a high success rate, but which very few process consultants are willing to do: we, the consultants, rolled up our sleeves and did the work for them the first few times until they became “addicted” to the benefits. For several meetings, we produced the agendas and minutes. The client personnel quickly became accustomed to seeing and using these documents to structure their meetings. By the third instantiation, they had assigned a member of the group to take over the role of “scribe” to coordinate and publish the meeting agendas and to record and publish the minutes and action items.