As soon as possible to achieve a goal or to execute any project, it is necessary to operate working process competently. One of the most widespread tools allowing to exercise high-quality control – a method of control points. This way is effective, but it is also necessary to learn to work with it that process of control did not turn into trample on one place.
In what essence of a method of control points?
Control points are the stages fixed in time at which there is a comparison of state of the facts with in advance planned achievements. For each control point the description is formed – what needed to be reached in a certain project up to this point. Quickly to make comparison, the report transferring the current situation is prepared for the set term. In the report key positions which knowledge will allow to perform correction of mistakes are described:
- at what stage there is a project now – what results of work can be shown to the customer;
- characteristic of group of performers which worked on this project – indicators of activity of employees and their effectiveness;
- what problems did not manage to be solved to the control term and what indicators of a delay;
- what ideas allowing to optimize in the future work on the project appeared at the working group.
So, the report is ready and the head got acquainted with it. In what direction to move further?
We depart from antiquated methods of management
The first reaction of the short-sighted chief to that fact that to the set term it was not succeeded to achieve goals – to find out the reasons, to find guilty persons and to punish strictly. Perhaps, partially to change cast and to begin work with the increased intensity and devotion. But stop and think and whether will help to bring closer punishment of guilty persons you to implementation of the project (achievement of the initial purpose). Just set a number of questions to yourself and performers to get out of current situation with the maximum benefit for all.
Sort out whether the object set initially is relevant today. There is a probability that it should be corrected. Be defined to what moments it is required to draw the closest attention now. Try to understand for yourself at what stage there is an implementation of the project now – it is possible to note on a ten-mark scale as far as the situation answers a goal.
How to increase constructibility of the control?
So, if to use control as the tool defining extent of punishment you will not leave from the problems preventing to achieve desirable result. In the course of search of guilty persons you will lose focusing and will distract from achievement of the goal. Therefore such control will only slow down your project and will not give anything constructive.
If we clearly assess current situation, we will reconsider ways of achievement of the goal or even the purpose, then we will be able to find new ways of recovery from the crisis. Knowing at what stages of implementation of any given project there were failures, it will be possible to develop the new action plan with a round of such "narrow" places. Such control will allow to make relevant corrections to working process that at an early stage as much as possible to influence achievement of desirable result.
So, if the competent head during the next tracking current situation opens a number of the problems impeding the implementation of the project for him it is necessary not only to carry out work with subordinates, but also to ask itself a number of important questions. It is necessary to try to find ways not only to punish, but also to support the employees, to think over a number of actions which will need to be executed if at the next control stage there are new problems. To try to increase motivation of employees and to find ways to increase their initiative. That the working collective in the future became your reliable assistant in questions of search of solutions of problems.
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