We have already stressed the importance of several key factors in making integrated process-improvement work, including strong executive support and leadership; making use of best practices, process-improvement champions, and teams that are well prepared for their tasks; and an appraisal strategy that addresses the process-improvement goals of the organization. In this final section of the chapter, we present an additional collection of thoughts on integrated process improvement gleaned from the experience of pioneers and practitioners in many fields. We've divided them into two categories�those that describe practical approaches to integrated process improvement and those that document the benefits and opportunities that result.
Explicitly identify, recognize, and map legacy process-improvement investments to the integrated effort so they will not be marginalized or duplicated.
Select and tailor the model to the business. Use local language to describe activities rather than "model-ese."
An integrated process-improvement group is essential to success.
Enthusiasm is a plus, but manage "experts and zealots" carefully�they can sometimes raise more barriers than they overcome.
Integrate process-improvement reviews into project management reviews.
Capture the hearts of middle managers.
The devil's in the details�make sure that implementation is as strong and coherent as the vision.
Train to organizational processes rather than to models, so that model changes in the future will have smaller effects on the organization.
Continuous appraisal of projects emphasizes proactive process improvement, replaces the audit philosophy, and decreases the fear factor.
Maintain a consistent appraisal team for consistent findings.
Process teams of real process users can force the process definitions to be user-friendly and address real-world multidiscipline concerns.
A well-designed cost accounting system facilitates the collection of useful process metrics data, particularly for cross-functional activities.
Make a focused, continuing effort to identify common process opportunities.
Using a "workshop" approach to process engineering can result in a tenfold increase in productivity for typical meetings.
The early use of pilot projects with a draft version of an integrated process allows for testing and fine-tuning of the process. A good cross-section of projects gives early feedback on where improvements are needed.
Don't try to integrate disciplines that differ widely in their process maturity.
Fight the "Not invented here" syndrome. "Steal with pride" is a better motto.
Focus on the development of a straightforward and consistent method for tailoring standard processes, especially for organizations that include highly diverse project domains.
John Donne was right�"No man is an island." Remember that any change in an integrated environment will probably affect at least one other group.
