Make the work clear.
Name the process owner. Make the decisions, working standard and handover clear. Document critical work in a form people can use.
Make the
handover work.
Give work a clear owner, a practical standard and a way to handle exceptions.
Book a conversation
What needs to travel
with the work?
Work slows down when the promise, the information and the responsibility arrive separately.
Illustrative process. Adapted to the business during diagnosis.
Commitment
Agree what is being promised and what delivery requires.
- Owner
- The person making the commitment
- Useful information
- The customer need and agreed promise
- Next action
- Confirm what delivery needs to know.
Handover
Pass on the context, what good delivery means and who takes responsibility.
- Owner
- The receiving owner
- Useful information
- The promise, context and working standard
- Next action
- Confirm that the next owner has accepted the work.
Execution
Make the working standard clear to the people doing the work.
- Owner
- The process owner
- Useful information
- The working guide and requirements
- Next action
- Run the work and make problems visible.
Exception
Agree when the owner needs a decision or support.
- Owner
- The person responsible for the exception
- Useful information
- What changed and what decision is needed
- Next action
- Ask for a decision when the agreed limit is reached.
Review
Learn from recurring problems and update the process.
- Owner
- The process owner with the relevant team
- Useful information
- Recurring issues and the decisions taken
- Next action
- Update the working standard and responsibility.
A process people
can actually run.
Keep the review useful.
Focus reviews on information that needs action. Connect priorities, follow-up and recurring problems to changes in the process.
Which handover keeps
needing your intervention?
Start with one problem that keeps coming back.
Then follow the work.