Effective Team Interactions Are Necessary To Reach The Peak Performance

If the business process managers, developers, and process leaders lack adequate training and skills, the quality process improvement is put at risk. Each individual in the team must understand the principles of business process improvement. As the saying goes-little knowledge is a dangerous thing, inadequate knowledge can lead to false starts, lack of apparent progress and well-intentioned but miscredited efforts. With this the improvement effort can be undermined. The members in the organization would not have a common vocabulary and proper understanding of how to assess the need for change or how to interpret specialized concepts of the improvement model followed if they do not undergo business process training. Quality assurance means things are different for different people or in other words different things to different people.

To achieve a common understanding of such terms among all participants training is needed. Various commercial sources such as training vendors or process improvement consultants provide training to support established process improvement frameworks. On the other hand, training can be developed on one’s own. Different participants need different kinds of training. Commercial sources of training can also be used wherever possible. This way one can avoid having to create their training materials. Business process managers with incomplete understanding of the process expect availability of repeatable processes means that every project is expected to achieve the same results with any set of randomly assessed team members. One must understand that the existence of defined process in the organization does not make all the members equally effective.

Moreover, the technical trainings can not be neglected to enhance the skills of their individual members. Individuals even have a higher range of performance in terms of quality and productivity. The process improvements alone cannot equalize such a large range of individual capability. The gap can be filled to a certain extent by making the team members follow a defined processes which are effective rather than sticking to the old traditional methods being followed for a long time. This enables to achieve better results by people at lower end of the capability scale. In addition, each and every member in the tam should be nurtured and rewarded timely to create an environment for the tram members to share a commitment to quality through superior processes, effective team interactions and appropriate tools to help them reach the peak performance.