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Identify the workgroup: _____________________________________________________
This may be easy in some cases and more difficult in others. The workgroup does not have to be self-contained or have within it all the functions necessary for success. The individuals within it, however, need to have an above average reliance on each other for over-all group performance. For example, the workgroup could be the senior management team, a production unit, a marketing group, a business unit, or a customer support group. At first, it will be easier to think of units within the hierarchy rather than trying to create new structures or processes.
Identify the workgroup's end results: ___________________________________________
This may be several items or just one. Items that belong on this list are those that workgroup should try to optimize. Do not be constrained in identifying items that appear to be beyond the workgroup's control. The first place to start is with the organization's end results. Most workgroups should be tied to the results of the organization, even when they currently only have a small impact on those results. One caution, most results or goals identified in traditional management are not and should not be end results. They will be better controlled in Management Limitations.
Identify the workgroup's
minimum and target performance for each end result:
Minimum: _________________________ Target: ___________________________
The minimum should be whatever performance is good enough. It is the point between unacceptable performance and acceptable performance on the end results. It should be the point at which there has been enough return given the resources invested in the workgroup or organization. This doe not mean performance should be mediocre, but it also doesn't mean performance that is at a superior level. It should identify what is acceptable. The target should identify superior performance. The rules that apply to traditional goal setting should guide the identification of targets for end results. In Boundary Management, the minimum performance levels are more important than the target. Missing a minimum performance level generates corrective actions, whereas targets do not.
Identify the workgroup's
These are the states or actions that identify the boundary between unacceptable and acceptable performance for the workgroup. For those that are familiar with Policy Governance, these limitations are guided by the same principles as executive limitations except that they are written for the workgroup. Items to consider: financial performance, customer relationships, communication to executives, corporate requirements, planning and execution, production performance, coordination with other units or workgroups. This is not an all-inclusive list.
individual responsibilities within the workgroup:
This is not to be a job description for each individual within the workgroup. It is possible for some workgroups to not have any items listed in this section. The only items that should be identified are those tasks or responsibilities that would imprudent or unethical for a specific individual within the group to perform. For those that are concerned about not having job descriptions, in Boundary Management, job descriptions exist, but their ownership has typically moved to the workgroup or to the individual. Providing a more defined set of responsibilities creates more constraint and less ownership of the total process or system by the workgroup.
Monitoring End Results and Limitations:
For each End Results and Limitation that has been identified, there needs to be a monitoring policy developed. The monitoring policy needs to identify how often monitoring will occur, who will do the monitoring and any special data that needs to used to confirm compliance with the minimum End Result performance expectations and the limitations.
Further information can be found on the Boundary Management page.