Information Technology Reference
In-Depth Information
To b e s u c c e s s f u l , w e n e e d t h e s p e c i f i c
checkpoints
continuously
starting
Example Checkpoints
Use the following examples to help
develop your own checkpoints:
early
(i.e.,
requirements
reviews,
design peer reviews).
Examples of “specific checkpoints”
addressing GEAR's specific weak-
nesses include:
• Minimum required attendees at key
meetings
• Reminder to keep design work
aligned with requirements
Checking on the minimum required
attendees at specific required meet-
ings (i.e., product reviews, team
meetings, project kick-off meeting)
that had been agreed to and docu-
mented. This check reminds the
organization to include the “right
people” and not to hold the meeting
if the right people don't show up.
This addresses the specific weak-
ness identified with respect to the
effectiveness of meetings at GEAR
being dependent on “who shows
up.” Another example is providing
a documented checklist for design
reviews, which includes ensuring
traceability back to requirements
exists for components identified
during the design activity. This
check reminds the organization that
design work must remain aligned
with the agreed-to requirements scope. This addresses the tendency in the
engineering organization to give the customer capabilities that might be
beyond the agreed-to scope, which in the past had caused GEAR to get into
cost and schedule overrun difficulties.
However, as I learned with the golf improvement project, checkpoints must
do more than detect. They must also include timely correction if they are to
make a real difference.
• Reminder to ask yourself each
morning, “What should I be work-
ing on today given my role and
responsibilities?”
• Reminder to ask the questions
ahead of time that Senior Manage-
ment will soon be asking
• Reminder to involve the full team in
assessing work
• Reminder to communicate status
accurately up the chain
• Consider placing key checkpoints
in visible places (e.g., hang them on
the wall in your office) to help you
not forget during times of crisis
That is, don't just observe the left thumb moving in the wrong direction.
Actually move it back! Don't just observe that critical attendees are miss-
ing at a review. Cancel the review! Don't just observe work going on
