Team Performance under Coronavirus Rules


The purpose of this article is to outline protocols for preserving office productivity when knowledge industry team members are required to work out of their homes.

Office workers

  • Work’ is the transformation of  information/ knowledge to action.
  • Work consists of tasks, some of which must be performed in sequence, some not.
  • Different tasks need different skills, so a team approach featuring cooperation and collaboration is key to productivity.

The big question is how does an organization preserve productivity following a transition from on-location teams to virtual teams?

We can approach the question by examining the various attributes of work (what, why, who, when and where).

What – transform information/knowledge into action.

Why – to build, sustain and augment Competitive Advantage.

Who – different skills\individuals based on different needs at workflow tasks.

When – as and when tasks along workflows become “current”.

Where – at the office, now at home.

Essentials for at-a-distance Task Management

  1. Agree on tasks and their sequencing i.e. map out your processes, compile them to build an inventory of workflow templates for use at projects/initiatives.
  2. Roll out your templates to a workflow/workload Case Management Platform i.e. ACM/BPM (Adaptive Case Management/Business Process Management), featuring a workflow engine that auto-posts tasks to the attention of workers, complete with the required skill set tags to enable workers to take “ownership” of specific tasks.
  3. Provide facilities for workers at tasks to view project/initiative data, perform work, highlight progress, record data/observations at tasks, and declare tasks to be complete when the time is right.
  4.  Allow workers to communicate with peers with supervisors re tasks that are current along project/initiative workflows/timelines. i.e. User1-> task -> reachout -> task -> User2 response -> task -> User1. Do not use e-mail.
  5. Allow  workers to micro-schedule their tasks.
  6. Allow supervisors to use workload management tools (i.e. R.A.L.B. – Resource Allocation, Leveling and Balancing) to adjust priorities across Cases\tasks.
  7. Build up project/initiative Case Histories so that workers can view progress, improve decision-making at tasks and anticipate/plan future progress.

 Success with digital transformation

For quick results, contact a hands-on consultant or facilitator who can walk you through the eight steps detailed in “How to Install BPM in a Corporation”.

BPM is key to workflow management – BPM process templates provide background orchestration to guide  project/incident management and facilitate decision-making at key process points along workflows.

https://wp.me/pzzpB-12H

About kwkeirstead@civerex.com

Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in the areas of critical infrastructure protection, major crimes case management, healthcare services delivery, and b2b/b2c/b2d transactions. (C) 2010-2021 Karl Walter Keirstead, P. Eng. All rights reserved. The opinions expressed here are those of the author, and are not connected with Jay-Kell Technologies Inc, Civerex Systems Inc. (Canada), Civerex Systems Inc. (USA) or CvX Productions Number of accessing countries 2010-2020 : 168
This entry was posted in Adaptive Case Management, Business Process Management, Case Management, Operational Effectiveness, Operational Efficiency, R.A.L.B.. Bookmark the permalink.

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