The measure must indicate:
- What the objective is
- Why the goal is pursued
- Who is involved in the measure
- What exactly is going to happen
- Who is responsible
- What effects are expected
- When the effects occur
Perhaps the most important thing here is that all components of the measure must be recorded in such a way that an expert third party - i.e. someone who has experience with the material, but not with the measure itself - can identify the sense, purpose and status of the measure without major problems.
Description of the measure
First of all, it is advisable to describe the measure. In the first step this can be done in prose and as long as you like. If there is a common understanding, it is a good exercise to keep the description of the measure as short as possible with the core components. Our experience shows that 400-600 characters must suffice. Only if the description is short and concise a third party can grasp the core components at a glance. Remember that in the best case the description contains the time frame, the motives and the goal of the measure.
Determine to dos and responsibilities
IIn the next step, you define the responsibilities. You make sure that exactly one person is responsible for the measure. This is extremely important and can go along with the description of the measure. Rather, it is advisable to describe the measure together with the person responsible, because the identification with the task then increases enormously.
Once the main responsibility has been clarified, the circle of participants and their tasks must be identified. Usually there are a few employees who immediately belong to the group of suspects because of their work. It is also necessary, however, to retain the extended circle of participants. If, for example, the measure includes a approval from the management or - as is so often the case - an IT component, this should be known to all parties involved as early as possible. The easiest way to determine the group of participants is to plan the measure in detail. Who does what and when? This question is the basis of your action.
Once the activities have been defined, the effects of the measure must be determined. To do this, first define the target item that you want to influence with your measure (for example, sales, lead times, warehouse stocks, and so on). Often this step is not easy because sometimes you set a target that is difficult to measure. In a later article, we will explain in more detail what you can do in these situations. Once the goal is clear, however, it is important to determine when and what effects your measure will have.
If you are planning several measures, it is important to identify which activities collide or run simultaneously. Remember that projects run alongside day-to-day business. On the one hand, it is advisable to leave enough space for day-to-day business. On the other hand, as little time as possible should elapse between activities. Our project experience shows that depending on the explosive nature of your project, three to five activities per week and project participant can be appropriate.
Take a look at the activities of the measure and try to estimate which activity has which effects. It is often the case that the first activities cause costs and only later contribute to profits. If this is the case, it is particularly important to record the expenses as accurately as possible.
The described detailed phase is the basis for the next and last step. Determine the start and end time of the task. If there is still some time between you and the start of the task, it is advisable to organize a short kick-off date for the start of the task. Go through the action again with the circle of participants - and change the project plan if necessary.
We wish you every success!
By the way, how to transfer your results to Falcon is explained here.