Business Process Management / Data Quality / internal customer expectations

Internal Client Expectation Setting or the Rubber Stamp Client Engagement


Internal Stakeholder Expectation Setting

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.

Motivational Factors

  1. We can expect our stakeholders to have the right intentions.
  1. In my experience 95% was a rule that worked.
  2. The playing field and players are far from the way they were before the technology wave took us from stovepipe to 3 tier architectures.
  3. My perspective has changed bringing the actual good intentions to a 50% mark at best.  I’m actually being very generous in this measure.
  • How do you know when they are thinking with there company or functional view?
The performance model converges industry to quality,tying together the architecture types with quality andfact based decision making.

Quality or Rubber Stamp (when your client has a different idea of quality)

  1. The only way I am able to make this determination; once I compare or benchmark the stakeholders performance against industry standards.
  1. This would be the Performance and Quality baseline to aspire in any certified ISO organization.
  2. 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.
  3. When the stakeholder falls below the standard; you can see the motivation for a rubber stamp project.
  4. 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.
  • When does quality at a lower threshold work?
  1. If the company or client has adopted an industry standard Corporate Performance Model (see above).
  2. If the company has a clear understanding of the connections, impact and dependency mapping of the information they influence.
  3. If all functions were in the room and agreed with the point in time measure for quality.
  • Let me share an example of when it’s okay to have lower quality;

Key to overcoming these barriers;

  1. Establish the performance model-Use a stakeholder matrix to record your engagement opportunities for future planning or to prevent similar projects in the future.
  1. Many executives will agree with discreet performance measures in these stakeholder groups.
  2. Seek subject matter expertise on the subject.
  • Consider a workshop on the connections or dependencies that each audience may recognize or avoid to meet their functional requirements which are in conflict with quality practitioner commitments.

References;

  1. Predictibly Poor Data Quality
  2. Jim Harris – Data silo’s versus sharing
  3. My own private data

Jim Harris makes my job so much easier, he gracefully writes on subjects near and dear to my complex points of view.  

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