Organization Goal Management: Goals and Engineers (Part 3)

We continue the cycle of publications on Pulse Management - Project Organization Management (Pulse Method). We have already dealt with the organization model , with the basic principles of the Method . Now is the time to talk about the Rules. Rules program the organization, which means they must be defined. The method determines the Rules based on the prerequisites of the environment, if your situation is similar, then you can apply these rules, otherwise, adapt to your environment.



First basic rules: Rules of the Goals. Engineers are people who can achieve any goal, but if they don’t set a goal, they will achieve their goal. And it may not quite meet the goals of the organization.

Goal Management

A goal in an organization is such an entity that someone “needs to achieve” and time and resources are spent on its achievement. In addition to the goals, there are “Initiatives” or “Ideas”, they differ from the “Goals” in that they are in the “desirable to achieve” category. Usually, if “desirable”, this means that decisions on financing the achievement of such a goal have not yet been made, and such an initiative may not come first in the organization’s development map.

Principles of Existence of Goals

1. The thought is material. The more highly paid a person voices a thought, the higher the likelihood that a voiced thought will become a goal for employees.
2. Creative people tend to come up with more interesting tasks. The task in general is easier to solve, and the most interesting thing for an engineer is to find a “general view”.
3. The work that was invented independently becomes a goal and is more readily accomplished.
4. We never know how many goals an organization has.
5. An idea not fixed on paper (in a document) spends energy on holding it in the head.
6. The many Goals in the organization lead to multitasking at the engineer level.

Goal Management Rules

Based on the principles of the existence of goals, it is necessary to apply the following rules for managing goals:

1. Agree on the rules for launching the Initiative.
2. If the Initiative is not approved as a goal for fulfillment or other Objectives are already in the work, then the engineer must refuse to take the Initiative into work. (However, there are managers with the gift of persuasion, so it’s difficult for an engineer to refuse if he does not create an environment favorable to him, for example, through a bonus system)
3. Agree on the rules for working with Initiatives. It is possible to share ideas with management engineers, but there must be a clear understanding of why this should be done and what result you want to get as a result of voicing the idea.
4. Have an idea - write in the wiki. The idea, being recorded, will lose its luster a little, but will be suitable for discussion.
   
   
5. The goal of a commercial organization is to create value for shareholders, customers, company personnel and society. This means that any Initiative must be evaluated from the point of influence of the result of the Initiative on the increase in value brought by the organization.
6. When launching the Initiative into work with other Goals incomplete, it is worth remembering that resources have already been spent on previous goals and you need to either recognize them as a loss or complete them before launching a new Initiative.
7. Having voiced the idea and defining the goal, let the engineers themselves come up with a route to the goal. Help them come up by asking questions: What will happen if ....? And how would we also take into account this factor ... What needs to be done before this? What prevents us from reaching the goal?

Part conclusion

The rules are simple, but if you haven’t agreed on them yet, you may suddenly find that the engineer is “sawing” some kind of framework instead of taking the finished one or making the task the easiest way. Or instead of making a project on which there are external obligations, the engineer is busy with the realization of an idea that the owner of the company thought out loud.



Tell us in the comments about your occurrences of “hidden” goals in your organizations. How do they appear in you?



To be continued.



PS: But, if you want everything at once, then there is a manual “Pulse Management: Project Organization Management”