How to build a cross-departmental project team with a community of interests
Author: Huacheng R&D Management Consulting
Keywords: PBC, KPI indicator library, 360° performance evaluation, RDM, bronzeware software
Under the conditions of the globalized competitive market, the management mode of each enterprise increasingly adopts the operation mode of the project team. Relying on the flexibility of the project team and the core resources of the enterprise, we can quickly launch successful products that are market-oriented and competitive in the market. However, product development is not just for developers. A project team is a cross-functional organization, with representatives from different functional departments forming a project team that is responsible for the ultimate success of the project. As the saying goes, "the butt decides the head". People from different departments represent their own interests. When encountering conflicts in a project, they often deal with the problem only from the interests of their own departments. They only consider their "shares" responsibilities, and are indifferent to the success of the project. The performance of each individual is excellent, but the performance of the entire company is not satisfactory. This is what we often call the "official standard" doctrine.
How can we twist everyone into a single rope and build a high-performance project team with linked interests? This is probably the most annoying question for many product managers and project managers.
Bronze RDM draws on the industry's best R&D performance management model PBC (Personal Performance Commitment), which closely links employees' personal performance with company/department performance goals and project goals to form a community of interests!
1. Creation of performance sheet
Gerstner, the former president of IBM , said, "Employees will only do what you care about, not what you expect." Therefore, at the beginning of each appraisal cycle, department managers should do "two-way" with employees. "Communication", according to the department's performance goals and the department manager's expectations for the employee, jointly formulate the employee's performance goal, instead of the previous "wishful thinking", the employee sets the goal by himself, or directly issued by the department manager.
Once performance goals are set, employees can create their own performance sheets. Double-click in the target bar to open the KPI indicator library that comes with the system, and select the applicable performance target, which is convenient and fast!
Figure 1 Example of personal performance sheet creation and KPI indicator library
2. Self-assessment of personal performance
At the end of the assessment period, an employee submits a personal self-assessment, and the system will automatically count the objective performance data of the employee in this assessment period, including the number of tasks undertaken, the rate of task completion, the rate of progress deviation, the number of red and black events, the total amount of work invested, and the amount of work undertaken. Task type, task completion quality, etc. Objective performance data will be used as a support for evaluating individual performance data.
Figure 2 The system automatically counts the objective performance data of employees
3. 360° performance evaluation
According to the performance correlation principle, project performance and personal performance can be linked, and the quality of project performance directly affects the personal performance level.
Figure 3 Tracking and management of the achievement of project performance goals
After an employee submits a self-assessment, the department manager can initiate peripheral performance feedback based on the employee's participation in the project in this assessment cycle, and project managers of different projects will feedback employee performance data based on the employee's contributions and deficiencies in the project.
Figure 4. Dashboard data to understand each employee's commitment to the project
Figure 5 The employee's performance data in the project as reported by the project manager
4. Comprehensive evaluation of department managers
The department manager can finally make a comprehensive evaluation of the employee's performance based on the employee's customer performance data, the achievement of personal commitment performance goals, the feedback of surrounding performance data, and the employee's contribution to the department's performance goals. If the employee's commitment target is not satisfactorily achieved, it can be continuously achieved in the employee's next assessment cycle, so that the employee's ability can be improved in a "spiral" manner.
Figure 6 Department managers do comprehensive performance evaluation
Through PBC research and development of performance management model, the individual goals and the company's performance goals are effectively unified, and a project team with a community of interests is created, and the company's overall performance is truly optimal, rather than local optimal!