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Some team members may be in one, some, or all phases, depending on the nature of the project. Of course, care must be exercised to ensure that team members are brought in at the appropriate times. Waiting too long to involve production personnel may result in an elegant, yet nonbuildable product. A team must be provided with the resources needed to complete team activities and assignments. This includes ensuring that team member participation is viewed as part of a team member’s job and that adequate time is allotted to completing team assignments.
There seems to be no standard list of preparation steps, but at a minimum, the following items should be performed: • Team members need some basic team-building training. Without an understanding of how a team works and the individual behavior that advances team progress, the team will often get caught in personality concerns and turf wars. • A schedule of team meetings should be published early, and team members should be asked to commit to attending all meetings. Additional subgroup meetings may be scheduled, but full team meetings should be held as originally scheduled.
For example, quality and on-time delivery rates appear in both the customer and internal business process perspectives. Customers judge an organization by these metrics and make determinations regarding the continuance of a business relationship with a supplier. On the other hand, these same metrics may be used by a supplier as a predictor of the customer satisfaction levels that might be achieved as a result of its internal business processes. Organizational metrics do not end with KPIs. Lower-level metrics down to the individual process level may be required to support KPIs and to provide deep, meaningful, and actionable insight for organizations to effectively conduct and run their businesses.