I’m not concerned with answering the question with a simple “yes” or “no.” It gives me the impact of commitments in projects or in collaboration with teams.
What is a commitment?
A commitment is an obligation to successfully complete a commitment and a commitment to a task on a given day or period.
Does this end up with a project meeting?
In a large round, a project is discussed, and individual tasks are assigned. The project is expected to be completed on a given day. The project manager makes the announcement of when they need the results from each team member. Because there is no contradiction, the project manager assumes that everything as he said will be done. The tasks are distributed, and the project manager sets the next meeting date. The meeting is over. Everyone has taken their notes and one or the other is quietly cursing, because he already knows why this project will not work again. The first results should be available at the next meeting. Details are discussed and often a statement is not consistently made about the status quo of tasks. Suggesting in front of the assembled team that solving the task is difficult and taking more time is not for everyone. There is still time for the completion … Each of you can imagine how the project will evolve.
How can things go better?
The sticking point are the commitments. It makes a difference whether the project manager announces when and in what period of time a task should be completed, or whether the team makes a commitment to member to complete a task within a certain period of time. This includes making the task clear and understood. Only then can I make a commitment. So, as a project manager before the meeting, I would distribute the tasks to the individual team members. Anyone can then think about their task before the first meeting and ask questions if necessary. At the first meeting, the project manager presents his schedule and the team members discuss whether the order and the scheduled duration are consistent. At the end of the meeting, the schedule is at the end of the meeting, and until the follow-up meeting, anyone can think about their task in context to the other tasks. On a Friday is the next meeting. The week after, the project starts. Each team member makes their commitments for their assignments at the meeting. Everyone has previously confirmed to the project manager that they have made their preparations for a smooth completion of their task. The project can start, and everyone has a good feeling.
What projects can I apply this approach to?
Basically, you can do that in any project where teams work together. I deliberately don’t mention a specific industry. A transparent, collaborative and collaborative approach does no harm in any project.
What prerequisites do I or my team have to meet?
Probably the most important requirement is that you have the willingness to change your previous approach to the design of projects. You must move away from the passive “you have to do the job.” To the active “I tell my team how to complete a task.” In this reversal lies the key to success. This most important requirement will be the biggest challenge for you at the same time. Transparency, collaborative and cooperativeness make every team member and the project manager more vulnerable. At the same time, however, it is also a question of not constantly demonstrating to others that you are the best or can only talk best, but of involving all participants equally, remaining objective and thus successfully implementing a project together. Wherever people work, mistakes are made. If errors are detected quickly, you can also correct the errors quickly. Look at it positively. Everyone can learn from the mistakes. This also helps to avoid mistakes. Ignorance is not a punishable offence. But permanently covering up or overplaying ignorance does not contribute to productivity.
Another prerequisite is the rethinking of management. Management, project managers and team members also need basic methodological knowledge in Kanban, Lean Construction and Last Planner. This methodical knowledge should be bought through external trainers. The consulting market is hotly contested and not every trainer suits every company.
How can I actively support change management and introduce new methods more quickly?
In addition to building a basic methodological knowledge, I recommend that you use software that allows you to actively shape and support the introduction. The choice on the market is not great. Most products only have a simple Kanban technology and perhaps still have a bar chart. Otherwise, you will also work with the confusing Explorer structures again. Well-known products are based on old technologies or on the further development of old products. You want a change in management. You can then also expect a change in the development of software products.
The combination of software and trainers is also the process of being difficult now. For the very first entry and for understanding, sticking notepads on the wall is fine. But once you start the first project, you should implement it completely digitally. Otherwise, you’ll end up using the usual tools such as Excel spreadsheets or graphical painting programs. Modern change management must be implemented with digital support. Otherwise, no chance for digitization in your company.
What, then, does a modern digital solution look like?
Now, there is only one really good solution with a digital implementation recommend. If you are interested, please contact me.