Planning Counts

by: Wally Steele

Measurement programmes and benchmarking exercises need to be planned and managed. For ideas we look at the 2001 Census.

Plan Early, Plan Well
Work starts on planning the next Census before the current one is complete. Questions asked and methods used are adapted to fit changing needs and incorporate lessons learned previously.

By planning the next measurement programme (or phase of a continuous programme) during the current one (or phase) lessons learned and changing needs can be incorporated as they are identified.

Various trials and a practice census were also conducted. The plans and forms were changed to reflect the results. In software development this is called prototyping. Any change to current practice or launch of a large project could benefit from this approach not just measurement programmes.

Maximise Participation
In 2001, flyers and advertisements explained in simple terms why it was important for everyone to participate and that it was a legal requirement to do so.

Measurement and Improvement Programmes often fail to persuade those who would willingly participate to lend their support. The small minority who are unwilling to participate (or in some cases actively cause disruption) go unsanctioned.

To maximise buy in it is necessary for the benefits to be sold to everyone without seeming to waste large amounts of their time. Making personal contact with individuals allows concerns to be addressed quickly and quietly. Executives and Senior Management (i.e. from the CEO, Managing Director, Company President, Chairman, Minister etc. down) must be seen to be participating, supporting and following the same measurement or improvement processes. Furthermore they must be prepared to deal quickly and decisively (sometimes harshly) with the very few who will not be persuaded to participate.

Train Staff
Staff were trained not only in the processes to collect the data but also doorstep (people) skills.

We have encountered staff who think that the purpose of a measurement programme is to collect measurements. Sadly measurement and process improvement staff are often unpopular, though for many different reasons.

Make sure that those responsible for executing change or measuring performance are:

• good communicators who are (or will become) well liked
• trained in the processes that they will follow
• trained to deal with the people they will encounter
• well versed in selling the benefits for the organisation and participants

Measure and Verify
Census results are compared with data from other sources. For example, the Census Coverage Survey conducts personal interviews with a large sample of households to verify the results.

Make sure that Measurement and Improvement Programmes have the same (or greater) reporting/visibility as other programmes and projects. Be seen to check both progress and quality of the results via independent mechanisms.

Act on the Results
As with the Census, share the results and use them to plan for the future.

Be open about the results and how they are used. Target areas most in need of improvement. Don't "beat up on people". Use the results to fix or improve the processes that people follow.

Get it right and in a crisis people will naturally use the processes and measurements to guide them.