OE21 Guideline: A.3 Pre-Implementation

Strategic Objective:

Strategic Objective:

Prepare for a successful OE21 Implementation

Quality Objective:

Quality Objective:

Adopt the OE21 Standards bar for Organization Excellence

Responsibility:

Approved: DD-MMM-YY

Responsibility:

Approved by: (Name) Chair, Leadership Focus Team (LFT)

Lead: Leadership, Customer, Operations and Workforce Focus Teams

VALUE ADDED       

VALUE ADDED: - OE21 Pre-Implementation

Value of implementing A.3:

  1. Master Workforce Table is created for use in all OE21 surveys and many other data collection tasks

  2. OE21 Excellence Focus Teams are assigned (Leadership, Customer, Operations and Workforce teams)

  3. Decisions are made on using OE21 for Project Management and Performance Measurement tools (or to use existing or newly purchased project management and performance measurement programs

  4. The stage is set for commencing implementation of all OE21 Standards

Perquisites to Pre-Implementation

Before beginning this A.3 standard, the organization has completed OE21 A.1 Introduction and A.2 Setup  The outputs of A.2 Setup ensures that the organization has:

  • Sufficient Microsoft 365 licenses to use the OE21 spreadsheets and doc files

  • License to use SurveyMethods.com application (Advanced Account or higher)

  • Access to all OE21 surveys sent from the OE21 provider to the organization's Survey Methods account

  • A private (non-public) INTRANET with a page named MAIN with links to OE21 surveys sheets, docs

  • Verified all links to OE21 standards, surveys, spreadsheets, and docs 

  • Made a preliminary decision to use the OE21 Project Manager tool or use another project application

  • Made a preliminary decision to use OE21 PMS files, or use another performance measurement app 

When all perquisites are completed, the organization should proceed ahead with the A.3 Pre-Implementation Instructions. 

A.3 Pre-Implementation Instructions

Task A.3.1 Review Guidelines for assigning Managers and Leaders to OE21 Focus Teams – The OE21 Learning and Assignment process applies to all managers and senior leaders who will be involved in OE21 focus teams. Each Focus Team implements its unique set of OE21 Standards and decision support tools. OE21 Standards are written like standardized operating procedures. OE21 Decision Support Tools include surveys, spreadsheet models, and other docs.

 

The following are the OE21 Focus Team member selection guidelines:

Leadership Focus Team (LFT): These are senior leaders, directors or managers (e.g. CEO, CFO, CIO, COO, etc.). The Leadership Focus Team (LFT) is accountable for Leadership Excellence results, including financial performance, marketplace performance, strategy alignment and accomplishment, leadership and social responsibilities, and impact.

 

Customer Focus Team (CFT): These are managers of customer sales and relationships (e.g. VP Marketing, Manager of Sales, Manager of customer relations, etc.). The Customer Focus Team (CFT) is accountable for Customer Excellence results, including customer engagement, satisfaction and value, key stakeholder's satisfaction and value, product and service performance (in the eyes of customers), and program outcomes.

 

Operations Focus Team (OFT): Top managers of Product and/or Service Design, Production, Delivery and Customer Support, Project Managers, Quality Managers, Risk Managers and other managers who manage these operations. The Operations Focus Team (OFT)  is accountable for Operations Excellence results, including process management, product and service design, production, delivery and support management, supplier/supply chain management, quality management, and risk management.

 

Workforce Focus Team (WFT): Comprised of Talent Development, Learning Managers, Human Resources Manager(s), and Work Unit Managers. Work Units are small groups of similarly skilled people within Departments or other sections of the organization. The Workforce Focus Team (WFT) is accountable for Workforce Excellence results, including workforce satisfaction. engagement, workforce capability and capacity,  learning and development, and rewards-based workforce performance.

How Many Managers Should Participate?  At least one or two managers (or senior leaders) from each of the four Focus Teams (LFT, CFT, OFT, WFT) should participate in order to take advantage of all of the OE21 Standards and Decision Support Tools. The OE21 Program guides managers and helps the organization focus on achieving the key results areas important to the organization. Results include financial, market, customer, operations, and workforce results. 

After reviewing these guidelines proceed ahead to Task A.3.2.

Task A.3.2 Implement Master Workforce Table - The OE21 includes a spreadsheet model for used in implementing the Master Workforce Table. Go to the OE21 Main page to download a copy of the Master Workforce Table, then return to this task. 

Using the Example tab in the Master Workforce Table collect (from HR and/or Accounting) the names, email addresses, department, work unit or job title, education (in years) and experience (in years) and input these data into the Master Workforce Table (the tab with no example data). 

  • Note: Although the Example Master Workforce Table doe not include ALL employees, you should input all employees, outside contractors and - if appropriate - for regular volunteers if you have them.

The last column in the Master Workforce Table is named OE21 Focus Team. This is where you assign your individuals to the appropriate OE21 Focus Team. Use the guidelines presented in Task A.3.1 for these assignments. 

Task A.3.3 Decisions (cost collection, project and performance measurement tools) - At this point, the organization make a few quick decisions about this OE21 initiative:

 

  • Decision 1 Cost Collection - Should the organization collect costs for OE21 implementation? The alternatives are:

    • (A) Provide a charge number account for each OE21 Team and direct the teams to charge their labor hours and any material or other costs to these accounts. The CFO will report these costs on a monthly basis. 

    • (B)  No cost collection for OE21 implementation; tells the teams that OE21 implementation is part of their manager or leader jobs and responsibilities.

Note: The OE21 provider (AfCI LLC HPO Institute) can help your organization estimate the hours that each OE21 Focus Team will likely take during implementation. This can be a difficult estimate depending upon the size, complexity, resources and other factors that drive implementation time and costs. Contact: crm@hpo21institute.com

 

DISCLAIMER: Because each organization differs in the number of employees (managers and senior leaders) as well as variances in ongoing workloads, the estimates of implementation time and cost should be considered a "rough estimate." The organization costs will also vary by the rates/hour that the organization pays to the members of the Focus Teams.

  • Decision 2 - Project Management tools - The OE21 tools include a spreadsheet project management tool. If the organization has no project management tool, then the OE21 project manager may be adequate. Alternatives such as Microsoft Project Manager might be more appropriate for larger, more mature organizations.

  •  Decision 3 - Performance Measurement tools. The OE21 tools include four (4) spreadsheet workbooks that comprise the OE21 Performance Measurement System (PMS). If the organization has no performance measurement tools, then the OE21 PMS may be adequate. Alternatives such as Microsoft BI (Business Intelligence) might be more appropriate for larger, more mature organizations. Note: For PMS capabilities, see 7.1 Performance Measurement Requirements.

Task A.3.4 OE21 Budget Approval - At this point, the organization should finalize its internal estimates for budgets required for OE21 Implementation, Project Management, and Performance Measurement System tools. These budget estimates should be approved by the CEO or President and the CFO. The CFO should then integrate these new costs and budgets into the overall organization budget and account system. If costs are to be tracked, the CFO should provide the Charge Numbers and account titles to all members of the OE21 Focus Teams. 

  • PROGRESS: You have reached Milestone 1 (good work). Input the status [50%] on the organization's OE21 Intranet Main page alongside the title of this standard.

Task A.3.5 - Organization Results Assessment. After the team has finished OE21 Training, the next step is to work together (all four focus teams) in executing OE21 Standard B.1 Organization Results Assessment. To execute this standard go-to B.1 Organization Results page, and follow the instructions. When this assessment is complete return here and continues with Task A.2.11.

 

Task A.3.6 - Brief Organization on Results of B.1 Organization Results Assessment. This briefing is normally done online using standard online meeting tools (e.g., Zoom). This briefing is often attended by the OE21 provider (AfCI LLC dba HPO21 Institute). This assessment provides an initial measure overall of how well the organization is performing before OE21 implementation of all standards. 

Task A.3.7 - Assign Target Dates for OE21 Implementation Completion - At this point, the Leadership Focus Team (LFT) sets the target dates for implementation of OE21 standards. Figure A.2-2 associates OE21 standards with the focus teams. The general guidelines are as follows:

  1. Set a goal of six (6) months from this point until all OE21 standards are implemented

  2. Some teams have more standards than others (see Figure A.2-2) and will finish earlier or later

  3. Team members should collaborate together and seek help from the OE21 Facilitator as needed

  4. For each OE21 Standard, the organization may decide to use its own existing processes and tools instead of the OE21 process or tools (larger more mature organizations generally have mature tools for operations, supply chains, and advanced marketing processes).

PROGRESS: You have reached Milestone 2 (Congratulations). Input the status [100%] on your organization's OE21 Main page alongside the title of these standards:

  • A.1 OE21 Setup

  • A.2 Pre-Implementation

  • B.1 Organization Results Assessment

While still on your organization's OE21 Main page, insert the status [D] next to each of the following Surveys and Spreadsheets:

  • LFT B1 Leadership Excellence Results Assessment (survey)

  • LFT B1 Customer Excellence Results Assessment (survey)

  • LFT B1 Operations Excellence Results Assessment (survey)

  • LFT B1 Workforce Excellence Results Assessment (survey)

  • LFT_B.1_Results_Excellence_Dashboard (.xlsx)

  • B.1 Organization Excellence Assessment

  • P.1 Organizational Description

  • 4.1 Measurement, Analysis, and Improvement of Performance

  • 4.2 Information and Knowledge Management

Note: The status [D] means the survey or spreadsheet model now contains actual data that has been collected. Your survey data now reside inside the Survey Methods system and within your Survey Methods account, which means it is well protected. Your spreadsheet file is linked to your Intranet OE21 Main page (as A.1 Setup requires). Be sure that your organization keeps a backup copy of all OE21 spreadsheet models used throughout the OE21 system. 

The Road Ahead

Now that OE21 guideline A.2 Pre-Implementation is finished, your Focus Teams are staffed, trained and ready to begin implementation of their assigned standards, surveys and spreadsheet models. As you implement each OE21 standard, your teams should follow the same process as you did in your training, except that there will be no additional Training Workbooks with questions. Here are a few guidelines and suggestions for your Focus Teams:

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ALL FOCUS TEAMS (LFT, CFT, OFT, WFT) - Implement OE21 COMMON STANDARDS in this order: 

  • A.2 OE21 Setup, A.3 OE21-Pre-Implementation, B.1, P.1, 4.1, 4.2, 

LEADERSHIP FOCUS TEAM (LFT) - Implement OE21 standards in this order: 

  • 1.1, 1.2, P.2, 2.1, 2.2, 7.4, and 7.5

  • Suggestion 1: A key member of the LFT is the IT lead person. Consider naming that role LFT/IT.  The LFT/IT should lead the implementation of OE21 B.1, P.1, 4.1, and 4.2. Our suggestion is to follow the same general approach used in training: Read each section of the Standard, including header, value-added, commentary, policy, process chart, and implementation instructions. Use the surveys and spreadsheet models as the Standard requires. 

 

  • Suggestion 2: The LFT/IT should also support and maintain your organization's chosen Performance Measurement System (PMS), using either OE21 PMS tools or the organization's own PMS. The remaining members of the LFT implement the other standards.

 

  • Suggestion 3: The OE21 Standards also refer to the Facilitator (FAC) role. In small organizations, it may be feasible to have only one Facilitator. In larger organizations, we recommend that each focus team develop or recruit their own Facilitator to help their team.

 

  • The FAC should have completed the OE21 Training in A.1 and support the LFT, CFT, OFT, and WFT to assist them with all OE21 processes, surveys, spreadsheet models, and documents. In some cases, the FAC may have completed OE21 training outside the organization, following the OE21 provider's process for training new OE21 Facilitators and getting them ready to act as Internal Consultants for the organizations they work for or support. 

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CUSTOMER FOCUS TEAM (CFT) - Implement OE21 standards in this order: 

  • 3.1, 3.2, 3.2a and 7.2. 

  • Suggestion 1: Since the CFT members have completed the OE21 A.1 Training they have a good foundation of knowledge in how the OE21 surveys work with the spreadsheet models. These same techniques generally apply to most of the surveys and spreadsheet models in 3.1 and 3.2. Our suggestion is to follow the same general approach used in training: Read each section of the Standard, including header, value-added, commentary, policy, process chart, and implementation instructions. Use the surveys and spreadsheet models as the Standard requires. 

  • Suggestion 2: The OE21 3.2a Opportunity Marketing Guide is unique and should be used as a "benchmark" for the organization's marketing and sales process. Some of the processes and tools may replace or complement existing marketing and sales processes and tools. The CFT and the LFT should collaborate on any changes to the organization's marketing or sales processes.

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OPERATIONS FOCUS TEAM (OFT) - Implement OE21 standards in this order: 

  • 6.1a, 6.1b, 6.1c, 6.1d, 6.2a, 6.2b, 6.2c and 7.1.

  • Suggestion 1: Since the OFT members have completed the OE21 A.1 Training they have a good foundation of knowledge in how the OE21 surveys work with the spreadsheet models. These same techniques generally apply to most of the surveys and spreadsheet models in many of the OFT standards and tools. Our suggestion is to follow the same general approach used in training: Read each section of the Standard, including header, value-added, commentary, policy, process chart, and implementation instructions. Use the surveys and spreadsheet models as the Standard requires. 

 

  • Suggestion 2: The OFT should also manage your organization's chosen Project Management tools, using either the OE21 Project Manager tool or the organization's own Project Manager. In either case, we suggest that the OFT lead project management and be a Certified Project Manager, certified by the Project Management Institute (PMI).   

  • Suggestion 3: There are four key projects used by the OE21 standards. These projects are:

    • LFT_1.1_Leadership_Excellence_Action_Plan (.xlsx)

    • CFT_3.1_Customer_Excellence_ Action_Plan (.xlsx)

    • OFT_6.1a_Operations_Excellence_Action_Plan (.xlsx)

    • WFT_5.1c_Workforce_Excellence_Action_Plan (.xlsx)

 

Our suggestion is to integrate all four projects as "sub-projects" into one master project called Organization Excellence. A Certified Project Manager should lead this integration and might act as the top-level project manager. Each of the four projects main contains activities (tasks) with resources (labor and non-labor), along with scheduled start and finish dates for each task. The advantage of integrating all four projects into one master project is to have better visibility of how all resources (especially people) will work together in the most efficient way.

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WORKFORCE FOCUS TEAM (WFT) - Implement OE21 standards in this order: 

  • 5.1, 5.2a, 5.2b, and 7.3.

  • Suggestion 1: Since the WFT members have completed the OE21 A.1 Training they have both knowledge and experience in how to implement each of the WFT standards and how the surveys and spreadsheet models work. Our suggestion is to follow the same general approach used in training: Read each section of the Standard, including header, value-added, commentary, policy, process chart, and implementation instructions. Use the surveys and spreadsheet models as the Standard requires.

 

  • Suggestion 2: The OE21 Standard 5.2a (Workforce Engagement) is a critical standard for all the organization employees, especially managers and senior leaders. The OE21 Rewards Model in this standard will contain person-sensitive points used to allocate monetary or other types of rewards. The HR Manager is the logical role for managing the OE21 Rewards process. Since the engagement of employees and managers is a very large world-wide problem, we suggest either adding a new role to the HR Manager or to another person we call Chief Engagement and Rewards Officer (CERO). LFT and WFT should make this decision. Refer to OE21 5.2a for more information.

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 OE21 Desired Outcomes The desired outcome for the organization is to boost the existing performance of the financial, market, customer, operations, and workforce results, to high-performance organization levels which place the organization as "best in class and value" versus competitive or comparative organizations. 

 

REMEMBER: Focus Team leaders should take every opportunity to reinforce the OE21 Desired Outcomes and to motivate all involved to focus on boosting RESULTS!