scopevision.net SCOPEVision

scopevision.net
Title: SCOPEVision
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Description: SCOPEVision SCOPEVision? Connecting Vision to Results . . . Together What's New? October 27-30, 2013. I'll be presenting Lateral Leadership and From Knowledge to Practice at the Virginia Public Procur
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SCOPEVision SCOPEVision? Connecting Vision to Results . . . Together What's New? October 27-30, 2013. I'll be presenting Lateral Leadership and From Knowledge to Practice at the Virginia Public Procurement Forum. August 16, 2013. Seeing Excellence: Learning from Great Procurement Teams is available on Amazon and the Barnes and Noble web sites. See the book's website at www.seeingexcellence.com to see an extract of the book. August 15, 2013. Richard Pennington was a member of the California IT Procurement Reengineering Task Force. Click here for the state controller's press release and the task force recommendations. August 11, 2013. Stories from Seeing Excellence: Learning from Great Procurement Teams were previewed in the July edition of NCMA's Contract Management magazine and the June/July edition of NIGP's Government Procurement magazine. A "scope" is defined as an "instrument for viewing." SCOPEVision? builds on that image and uses the scopes as visual metaphors for the essential elements of any continuous improvement effort or change initiative in a business or organization. The book, Seeing Excellence, used the scope metaphors to find stories that illustrate effective teams. SCOPEVision was born in a state government organization having statewide responsibility for and oversight over core processes involving internal controls and supplier/service chain activities. Seeing Excellence is arranged in a way that its chapters align with the SCOPEs that represent the essential steps in continuous improvement, project management, risk and change management, organizational learning, and lateral leadership. Focus the Team's Purpose. Keep purpose gyroscopically in mind. How will you know you succeeded? Continually clarify the team's purpose. It defines the essential elements of decision making. Chapter 1 of Seeing Excellence identifies key questions regarding team purpose. Find opportunities: Practice the Art of the Question. Use humble inquiry to identify the needs of your customers and stakeholders. Frame problems as opportunities whenever you can. Chapter 2 of Seeing Excellence gives teams a tool for defining opportunities. Learn from the stars. Find and learn from best practices. Keep an eye on system performance. Chapter 3 of Seeing Excellence has ideas on what to ask the "stars" when you begin a continuous improvement journey. Set to their side often: Help mold and promote the Team. Use facilitative leadership. Find the right kaleidoscopic composition, pay attention to early stages of team formation, nudge toward development of team norms, and support the team during performance. Chapter 4 of Seeing Excellence has a checklist to help you diagnose one of the most central team activities: meetings. Use just enough structure: Plan, communicate, and follow-up. Identify the needs of stakeholders. Plan by working backward. Then think ahead during project execution. Chapter 5 of Seeing Excellence has simple tools to help manage projects. ? Use meaningful measures of merit. Find and use meaningful measures that reduce uncertainty in decision making using balanced financial, process, and outcome measures. Get stakeholder buy-in to measures. Chapter 6 of Seeing Excellence describes one of the most useful Microsoft Excel tools to help a team measure preferences. First ask, how? Then why? Then decide. Balance expansion of ideas with focusing and analytical tools to find root causes at the heart of problems, using pilot experiments to test solutions and support needed change. Chapter 7 of Seeing Excellence includes examples of how process maps, Ishikawa diagrams, and decision making tools are used. ? Manage risk and change. Chapter 8 of Seeing Excellence has tools to help assess the likelihood and impact of risk to a project. It uses examples to apply one of the most well known models for change management. Keep learning and make it stick. HoroSCOPE is our metaphor for organizational learning. Build structures for informal learning to create tacit knowledge. Simplify, surprise, make it concrete and emotional, and use stories to promote networked learning and sustain improvement. Chapter 9 of Seeing Excellence has a useful model for managing your own learning. Lead laterally: Choose to Help. We chose Cinemascope, a 1950s widescreen technology widely credited with bringing audiences back into theaters, as our visual metaphor. Well-respected directors lead from the side to bring the best out of their actors and production teams. Help the team keep purpose in mind, organize thinking and action, use questions effectively to learn, promote collaboration and feedback. Commit your time and attention. Chapter 10 of Seeing Excellence has useful descriptions of negotiations, the elements of persuasion, and tips on embracing conflict. SCOPEVision Profile Seeing Excellence was written using SCOPEVision to identify stories showcasing exceptional teams. SCOPE was first created in 2002 by the Division of Finance and Procurement, Colorado Department of Personnel & Administration, as a way to improve policies related to statewide procurement, contracting, and financial controls. The SCOPE process emphasized customer involvement and cross-functional problem solving. SCOPE was aimed at streamlining policies to make sure the division was not sub optimizing controls unnecessarily at the expense of system-wide performance. SCOPEVision evolved into its current emphasis on execution and improving knowledge and awareness about problem-solving and quality in general -- developing knowledge, skills, and abilities so organizations can sustain improvement efforts. Contact Information E-mail Richard@SCOPEVision.net Copyright ? 2004-2013 SCOPEVision LLC. All Rights Reserved. SCOPEVision? is a trademark of SCOPEVision LLC. Last modified: 04/07/13

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