Comments on: Crash, but Don’t Burn http://www.reformingprojectmanagement.com/2004/12/01/443/ The magazine for the project age Sat, 30 Aug 2008 05:44:39 +0000 http://wordpress.org/?v=2.0.5 by: Hal http://www.reformingprojectmanagement.com/2004/12/01/443/#comment-3027 Fri, 03 Mar 2006 16:23:28 +0000 http://www.reformingprojectmanagement.com/2004/12/01/443/#comment-3027 It's hard to argue with Peter Drucker, "What gets measured gets done." There does need to be a way to measure that learning is ocurring...that progress is underway. We live in a society that covers up mistakes. Speaking only for myself, some of the richest learning moments in life have been those where I performed poorly. Those were moments for breakthrough. Drickhamer is suggesting and I agree that organizations need to systematically embrace its failures for the learning of individuals and the organization as a whole. Toyota has accomplished that in their "no blame" evironment. They did that in the USA. The rest of us can do the same. It’s hard to argue with Peter Drucker, “What gets measured gets done.” There does need to be a way to measure that learning is ocurring…that progress is underway. We live in a society that covers up mistakes. Speaking only for myself, some of the richest learning moments in life have been those where I performed poorly. Those were moments for breakthrough.

Drickhamer is suggesting and I agree that organizations need to systematically embrace its failures for the learning of individuals and the organization as a whole. Toyota has accomplished that in their “no blame” evironment. They did that in the USA. The rest of us can do the same.

]]> by: B Samra http://www.reformingprojectmanagement.com/2004/12/01/443/#comment-3025 Fri, 03 Mar 2006 09:47:49 +0000 http://www.reformingprojectmanagement.com/2004/12/01/443/#comment-3025 Continuous Improvement needs to be measured in order to motivate teams that they are making progress and heading in the right direction. Breaking down a large task into much smaller tasks that can be measured on a more frequent basis is the energy team needs to continue on the path of continous improvement. Managers that can break down tasks and measure them with numeric milestones rather than G0-NOGO criteria allows team to stay motivated as long as they see progress being made and recognized by their peers. Continuous Improvement needs to be measured in order to motivate teams that they are making progress and heading in the right direction. Breaking down a large task into much smaller tasks that can be measured on a more frequent basis is the energy team needs to continue on the path of continous improvement. Managers that can break down tasks and measure them with numeric milestones rather than G0-NOGO criteria allows team to stay motivated as long as they see progress being made and recognized by their peers.

]]>