Team:
I was networking the other day and the guy (looking for work) was telling me how great a job the MEP had done in implementing Lean into the organization. I asked him if he could quantify the savings, he look at me kind of funny, and said, "You know that's what our Finance guy was always asking!" He had a problem with the program in that we could never really tell him the return prior to doing the event. My reply was that the finance guy was right on.
I asked him if they had a charter, that simple 1 page document that scopes, and defines the opportunity prior to doing the event?
Well you can guess what his answer was...............
What are your thoughts of the power of using a event/project charter?
Subscribe to:
Post Comments (Atom)
1 comment:
Point right on! It makes absolutely no sense to change anything unless you can first determine what the problem is, what to change, and what to change to. Quantifying that change must be accompanied by a measurement. ROI impact is critical in gaining buy in from the organization to invest time and money. This is why either a charter or a scope is imperative in influencing both the investment and the commitment. Unlike a business justification, the charter and the scope is a contract that gives the pertinent information to prioritize, to align with organizational strategies, and to make an informed decision. The methodology behind the charter and the scope has been practiced and proven over time with some of the most successful companies. With the proper training, the charter and the scope are the most effective financial tools available today saving companies hundreds of millions of dollars while increasing capacity and assuring economic growth across the globe. As CEO/Consultant for Project Resource Services, LLC and Lean Six Sigma practitioner, I can assure you that investing the time with Fintek will be investing wisely in your future.
Post a Comment