Internal Stakeholder (Customer) Expectation Setting
- How do you attain a common outside in perspective when you have a different measure of quality according to different stakeholder groups?
- Personally, I need to have a clear understanding that the client realizes the difference between their choice and decisions made for them.
- Then I need to be clear on the companies position around their profitability impacts to the bottom line and outcomes that people rarely connect in the current cultural models.
- We can expect our stakeholders to have the right intentions.
- In my experience 95% was a rule that worked.
- The playing field and players are far from the way they were before the technology wave took us from stovepipe to 3 tier architectures.
- My perspective has changed bringing the actual good intentions to a 50% mark at best. I’m actually being very generous in this measure.
|The performance model converges industry to quality, tying together the architecture types with quality and fact based decision making.|
Quality or Rubber Stamp
- The only way I am able to make this determination; once I compare or benchmark the stakeholders performance against industry standards.
- This would be the Performance and Quality baseline to aspire in any certified ISO organization.
- Only when you have a global benchmark to align the stakeholder position with a performance beyond the industry standard; will you be able to provide value. do you have a chance to take the stakeholder from a silo to quality.
- When the stakeholder falls below the standard; you can see the motivation for a rubber stamp project.
- The most difficult part of this type of project would be that the manager would be the one promoting lower quality to mask their own preference or the survival mechanism.
- The company had a solid SYSTEM scenario although your stakeholder would have benchmarked their corporate Performance Model to the industry standard.
- If all functions were in the room and agreed with the point in time measure for quality.
Key to overcoming these barriers;
- Establish the performance model-Use a stakeholder matrix to record your engagement opportunities for future planning or to prevent similar projects in the future.
- Many executives will agree with discreet performance measures in these stakeholder groups.
- Seek subject matter expertise on the subject.
Jim Harris makes my job so much easier, he gracefully writes on subjects near and dear to my complex points of view.