How the Business Change Project Manager Benefits from R-pM
Business Change Project Managers have no foundation and little support
Have you ever managed or worked on a business change or business capital development project. If you have, and were successful, you deserve a big bonus. You deserve a big bonus, because your enterprise did not do its part to provide you with the foundation or environment for a successful project. Enterprises provide a “Rickety Foundation” for business change and capital development.
“Business change” projects do not change the business
“Business change” is a misnomer. “Business change” projects do not change the business. Business change projects change contrived organization and management structures laid over the business and capital development projects lay new systems, processes, facilities, or other structures over the business. Business change and capital development is not integrated with the business. Projects are ad-hoc endeavors that must be created out of nothing and somehow use reassigned personnel to improve the enterprise successfully.
Enterprises often turn business change projects over to consultants
Since there is no foundation for successful change, many enterprises turn the problem over to consultants. It is not the consultants business, so they cannot be responsible. Consultant’s methods may be worse than the enterprise’s methods. Likely, the consultant will define the business change need to fit a “proven” methodology and have consultants produce a proscribed deliverable for the enterprise to accept. The deliverable may or may not be what the enterprise needs.
Result-performance Management (R-pM) organizes the business for 21st century management
The means to understand the actual business that you must change is through Result-performance Management (R-pM). The enterprise business is defined by only two entities:
- Results: The economic outputs that create the value from the business
- Performance Solutions: The capital consumed in performance to generate the costs incurred by the business to produce result value
Only these two entities change in business change, but neither entity is defined in conventional structures.
R-pM organizes results and performance solutions into one integrated business structure. Normal business change is handled automatically by R-pM to update the business structure. “Business Change” with R-pM is “Result-performance Development”, to create new result value by developing and implementing the new performance solutions needed.
Result-performance Development builds on a strong foundation
R-pM develops the value of eliminating result symptoms. like sales are down or customer complaints, and producing new results. Result-performance Development is described in the strategic business structure to show the value of new strategic results to develop and the range of existing, improved, or new performance solutions to be utilized. The return on investment in new performance solutions is planned by the itemized result value, and the itemized development cost of each new and improved solution, compared with continued result value-added with no development.
R-pM organizes and manages the results and performance solutions to be developed. R-pM assigns the managers responsible for operation and development of new results and solutions, so all project participants carry out their normal role. Investment management results are produced to plan and manage capital development. Capital result management supports the capital developed and utilized, and performance management provides qualified solutions to produce new results.
R-pM organizes and manages development projects as a sub-business structure
Each completed and closed out Result-performance Development project is an enterprise investment management result. The result itself is organized and managed as a sub-business structure of project results and performance solutions:
- Project Results: A project result is defined for each new or improved solution to be implemented by the project and each new or improved result to be produced
- Performance solutions: All enterprise and external capital assigned to the project is organized and deployed to produce specific project results
All consultant and vendor assistance and solutions provided are organized as solutions in the project performance structure to produce assigned results. Normal R-pM operational management is used to manage the project business structure.
Result-performance Development is always the responsibility of the enterprise
Result-performance Development project management is the responsibility of an enterprise project manager. The project manager normally is an investment result manager. Project decisions are executed through a Result-performance Development Panel of ranking result, capital, and external managers participating in the project. User participation is required to produce assigned project results.
Result-performance Development projects are executed by two teams
Result-performance Development projects are organized into two inter-related teams:
- Result Teams: Responsible for specific results requirements, goals, interim improvement, solution testing and integration, and utilization to produce planned result value added
- Performance Teams: Responsible for the acquisition, development, and implementation of specific performance solutions as project results
Result teams normally include the users responsible for future result value. Performance teams include capital management members and performance managers responsible for the solutions. Teams are scaled to the size of the project.
Project results are implemented as performance solutions for costs and documentation
Each new performance solution is developed as a project result to capture all acquisition and development costs and to develop specific solution knowledge and documentation. The project result is converted to a performance solution through implementation to establish the solution in the enterprise business structure, to document the solution in the enterprise information base, to set up initial performance costing and expectations, to establish on-going capital and performance management, and to deploy the solution to new results to gain the return on investment.
Each new result is developed as a project result to implement the result and relationships to other results in the enterprise business structure and any result chain, to document the result in the enterprise information base, to provide initial result valuation and quality determination, to finalize result management plans and goals, and to assume responsibility for using performance solutions to produce result value.
In this way, R-pM ensures a smooth Result-Performance Operation-Development continuum. New result and performance improvement requirements begin to be documented and worked on in operation immediately after implementation to prepare for the next need for Result-performance Development.
R-pM takes the mystery out of business change and capital development. R-pM benefits project managers through the disciplined development of result value through the utilization on new solutions as a normal part of enterprise business operation.
R-pM provides the environment to increase your capital worth
If you want to be a Project Manager with R-pM, you will likely be responsible for investment management results. If you were seconded from a line organization, you could be a result manager. If you were seconded from IT, you could be a business capital manager. If you were seconded from administration, you could be an appropriate capital manager or performance manager. In any event, R-pM enables you to work where your capabilities are best utilized to produce results.
No matter what your result responsibilities are, R-pM provides the environment to increase your capital worth. R-pM eliminates wasteful activities performed today. You can focus on producing value-quality results. You are supported by performance managers for the business, human, facility, and management solutions you utilize. The integrated information solutions you need are delivered by result and performance solution. You are able to increase the known result value you provide to the total enterprise result value. You increase your human capital worth and the worth of those you manage.
21st Century Management eliminates 20th century problems
Eliminate the alignment problem and other costly 20th century problems by organizing your business for 21st Century Management. Slash costs, simplify business management, and boost your competitive advantage through Result-performance Management (R-pM), the conventional method for 21st century management.
Download your 21st Century Management Manual today
This article included only pieces of R-pM, and may have left you confused about R-pM. Go to result-performance-management.com to learn more under What is R-pM?
Your 21st Century Management Manual, The R-pM Toolkit, is available today and is under continual development to expand and refine 21st Century Management Learn more about the R-pM breakthrough for 21st century management and subscribe to your 21st Century Management Manual, including free updates through 2009, at result-performance-management.com.
