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1、focus2projectmanagementManagingSlowdowninImprovementProjectsAnnaBörjessonSandberg,EricssonLarsMathiassen,GeorgiaStateUniversityrocessimprovementprojectsdependontheactiveparticipationofmanagersKeycolleaguescanandseniorengineers.1,2AtthetelecomcompanyEricsson,changea
2、gentswerehamperprogressfrustratedthatrequeststoparticipateinimprovementprojectsoftenprecipi-inimprovementPtatedbehaviorfromcolleaguesthathamperedprogress.However,ratherthanprojectswhentheyacceptingslowdowns,thechangeagentsstartedtoaskwhymanagersandseniorengineersar
3、elatetomeetings,reactedthiswayeventhoughEricssonishighlycommittedtoprocessimprovement.3delayrespondingtoComplexsocial,political,andpsychologicalfac-“operationalexcellence”hasguidedEricssonsincerequests,ordon’ttorsgovernindividualbehavior.Personalcommit-early2005tof
4、acilitateefficiency,quality,andpro-makedecisionsasmentandpersonaleffort,however,caneasilyim-ductivityineverythingitdoes.Inparticular,opera-pactimprovementprojectsuccess.4,5AtEricsson,tionalexcellencehasservedtoinitiate,drive,andrequired.Here’showchangeagentsnolonge
5、racceptslowdownbehaviordeploysuccessfulprocessimprovementprojects.toanalyzeslowdownsuchasbeinglatetomeetings,delayingrequestsThisefforthaspaidoff.Newwaysofworkingthatforinformation,ornotmakingdecisions.Instead,affectthewholedevelopmentchain,suchasvis-behavior,incre
6、asechangeagentsanalyzesuchreactionsasimportantiblerequirementshandling,dailybuildconcepts,commitment,andsignalsofourcolleagues’commitmentandeffort.andtest-drivendevelopment,contributetobothin-reinforceprogress.Overaperiodoftwo-and-a-halfyears,wecreasedqualityandsho
7、rterleadtimes.trackedreactionsfrommanagersandseniorengi-Thecompanyhighlyvaluescontinuousim-neerswhentheywereinvitedtoparticipateinim-provement,soitconstantlystudieshowtorefineprovementprojects.Weidentifiedfourtypesofimprovementprojects.Thereisneitherthetimeslowdown
8、behavior:“don’tshowup,”“answernorthemoneytowaitlongerthannecessarytolate,”“great,butnotnow,”and“saynothing.”Weimplementanagreed-uponimprovement.S
