No matter how sound the
plan, with a well thought out, ambitious and anticipated vision, a strong,
clear, measurable and attainable mission, and executive directives tracking
projected, stated and promised improvement in standards of living, it is the
enactment and resulting performance which judges success. It is the permanently
employed personnel that are charged to implement such change policies. It is a
well designed process that instructs and maintains order. It is efficient
communications to transmit work orders and receives prudent progress reports.
It is the original strategic plan or the initial scope of work, with limited
changes, which starts and controls progress. Recognizing, however that numerous
examples of failed implementation exist, as repeatedly mentioned in executive
summaries and budget statements year after year after year.
The choice of personnel needed to execute each and every
stage of the plan is a most serious matter and will be the difference between success
and failure. Personal loyalties, ambition and the required skill set, must be
examined, in and out of the work environment, using performance and formal
education records, to judge commitment to the job. Such personnel should be
motivated via a system of rewards and penalties to achieve positive results,
rather than employment promotions based on a system of seniority. Sabotage can
only be avoided with tight timelines, close monitoring and supervised reporting
back along the chain of command.
The process, with set measurement periods; percentage of
completion, stage of implementation timelines, financial disbursements points,
audit or review reporting times, must be designed using project management
skills to improve effectiveness and efficiency. Such processes must utilize the
best available state-of-the-art technology for data gathering, procurement
analysis with strong security and internal checks and balances, to keep focus
on the stated mission straight through to the finish lines. Noting that, identifying
known and suspected weak points in the process is to avoid delays and over
budgeting issues.
The communication chain, with skilled personnel engaged in
the processes, becomes the essential key and most current aspect driving
success or failure, especially when one stage must wait on others to end, with
breaks and errors in the chain, awaiting notification of financial releases,
delays in testing certification on the previous stage or verification of
material codes and on site deliveries. Such communication must address all
necessary approvals from the appropriate regulators and written agreements with
all associates, or will be hindered by internal personnel or suppliers with
their own agenda, but also by protesters, who were not satisfactorily engaged
regarding disruptions to their daily lives.
The original strategic plan or initial scope of work drives
all decisions; the requisite skill sets and personnel, the design of the work
process and project plan, the method and timing of communication and, of
course, the cost. Errors, omissions, unforeseen events, or stopping and restarting
will increase cost and fuel failures; missing skilled operators, flawed process
stages, or late reporting. Hence, with any change to the original strategic
plan or initial scope of work, the decision to implement can change from good
to bad.
The executive summary or budget statement summarizing the
plan going forward, will speak clearly to the maximum benefit to and for all
stakeholders, usually confusing intentions and efforts with results but never
pointing to the actual difficulties surrounding implementation. The progress
reports, however, from each section, division, department, etc., tells a much more
accurate state of affairs; addressing the staff complement, improving the
processes, fine tuning the communication chain and strengthening the
financials. Such forecasting plans should mention existing problems and the
proposed actions to solve them, for example; encouraging higher productivity
and improved implementation results with performance based rewards.
Rationale
T.A.J & Associates Company Limited uses this occasion to comment on topics that have been covered, both academically and by the mainstream media, to add its opinion and point out investment opportunity, not to invoke any social action.
