Business process reengineering requires project management practitioners to leverage various methodologies such as Lean Six Sigma, PMP and Prince 2 to deliver process efficiency and bottom line savings.
Although these methodologies are used for various purposes in solving for efficiency, there isn’t much focus on the psychological side of project management. My goal is to share key learnings across people, process, and tools that can help you in your business process reengineering efforts.
I realized the importance of understanding group dynamics when I managed my first project. The effort I was leading consisted of volunteers from other parts of the organization.
At first, the team members were excited about being on a high profile initiative. As the project progressed, however, I noticed the team’s energy declining. It started to impact the completion of tasks, and I was getting concerned that it could result in the project being delayed.
I couldn’t understand why they weren’t making their tasks a priority, especially since senior management was monitoring the initiative.
I decided to conduct a survey to understand what they thought of my leadership, what they thought of each other, and what they thought they could gain from this project.