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The ‘One Page Management System’ (OPMS). An ‘Operating System for the Human Mind’. We can justify this bold claim through a live demonstration. A Mission is any challenging goal or objective that may require considerable effort, time, resources to accomplish.

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the one page management system opms

The‘One Page Management System’(OPMS)

An ‘Operating System for the Human Mind’

We can justify this bold claim through a live demonstration

opms is the practical effective means to accomplish missions

A Mission is any challenging goal or objective that may require considerable effort, time, resources to accomplish

OPMS is: The practical, effective means to accomplish Missions

All kinds of Missions can be tackled more effectively through the OPMS:

  • Organisational Missions
  • Individual Missions
  • Societal Missions

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no limitations as to mission
No limitations as to Mission!
  • Just identify the Mission
  • Ask people involved some ‘trigger questions’ about the Mission - enable them to articulate and clarify their good ideas
  • ‘Structure’ (or organise) the ideas generated
  • Integrate everything so that it becomes a continuing process
  • Regular, steady work on Mission is required!

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slide4

A picture of the OPMS

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slide5

MISSION: “To enable each member of our staff to develop most effectively”

System Tie-Line

Mission

A comprehensive system to help accomplish ANY Mission

EVENTS /MILESTONES that may occur during progress towards Mission

OPPORTUNITIES & Preparation Required to avail Opportunities to accomplish Mission

STRENGTHS (available)STRENGTHS (required)that may help accomplishment of Mission

BARRIERS / DIFFICULTIES / THREATS that may hinder/prevent accomplishment of Mission

WEAKNESSESthat may HINDER/PREVENT accomplishment of Mission

‘Dimensionsabove System Tie Line

FundamentalDimensions

THINGS TO DO to accomplish Mission

Represents any or all of the relationships in the system

‘System’Dimensions, derived from ‘Fundamental Dimensions’

‘Dimensions below System Tie Line’

Finance ControlSystem

ProductionSystem(s)

InformationSystems

Monitoring & EvaluationSystem(s)

PlanningSystem

MarketingSystem

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OPMS - helps users develop a comprehensive view of any ‘Mission’

  • Comprehensive view, crystallized onto a single page - regardless how large/complex the Mission may be!
  • We can always ‘drill down’ to any level of detail required!

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OPMS - to help accomplish Missions effectively!

  • A uniquely powerful aid to problem solving and decision making
  • Create effective Action Plans, to enable accomplishment of any Mission of current interest

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some example missions
Some example Missions:

“To enable each member of our staff to develop most effectively”

“To increase turnover to Rs 2000 crores, with PAT of Rs 500 crores”

“To ensure effective Knowledge Management in the organisation”

“To reduce inventory held by 20% within six months”

To make the best decisions continuingly in complex situations

“To make the right investment decisions for our current needs”

To become an expert at the ‘C’ computer language

To become a top-level consultant within 3 years

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OPMS - helps users articulate their ideas about any ‘Mission’ by asking them appropriate ‘Trigger Questions’:

The Mission

“What, in your opinion, are the THINGS TO DO to enable each memberto develop himself/herself for the needs of the organisation (and for himself/herself)?”

slide10

Responding to Trigger Questions:

  • To challenge each member of staff to develop himself/herself to maximum possible for his/her own and for organisation’s benefit
  • To make our organisation a truly exciting place to work in
  • To enable each person develop himself/herself as an individual AND as a member of the organisation
  • To provide all needed facilities for effective work and recreation
  • To provide effective counseling for perceived needs of staff
  • … (etc, etc)

Elements articulated in natural language, no jargon needed - as they come to mind, no need to worry about ‘order’

All good ideas to accomplish the Mission

Stage I: A process for generating and clarifying available ideas

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On any relevant issue about which we are asked trigger questions - we ALWAYS have ideas!

Because of ‘Stage 2’ (to be described), we have a process that GUARANTEES that every good idea, whenever it comes to mind, could be integrated into our Action Plans!

The ‘secret’ is to make effective use of all good ideas, filter out the irrelevant or not-so-good ideas!

The conventional approaches DO NOT adequately enable effective utilisation of the good ideas of people at all levels of the organisation

The greatest demotivator is the feeling that our good ideas are not being adequately valued by the organisation

An effective process is needed to ‘handle ideas’

slide12

Stage 2 - Idea Structuring!

Both Stage 1 (Idea Generation & Clarification) and Stage 2 (Idea Organisation) are designed to make the best possible use of available ideas!

Idea organising is something we are doing intuitively ALL the time - OPMS merely makes the process rigorous and scientific

(or Idea Organising) this is the process that enables us toorganize our ideas to ensure that the right ones become available for action at any point of time.

It is done through a process of modeling to show us, for instance, how the accomplishment of one idea or ‘element’ may help the accomplishment of another

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idea organising suppose we have just two ideas
Idea organising: suppose we have just two ideas -
  • To challenge each member of staff to develop himself/herself to maximum possible for his/her own and for organisation’s benefit (1)
  • To make our organisation a truly exciting place to work in (2)

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to structure them we just ask ourselves a couple of questions

To ‘structure’ them, we just ask ourselves a couple of questions:

“Does the achievement of

‘Challenging each member of staff to develop himself/herself to maximum possible for his/her own and for organisation’s benefit’ (1)

Such modeling questions help us articulate and clarify the linkages we perceive between the factors in our system

HELP THE ACHIEVEMENT OF

making our organisation a truly exciting place to work in (2)

?”

Response: “YES”

the question is reversed

“Does the achievement of

The question is reversed:

making our organisation a truly exciting place to work in (2)

Such responses represent the relationships perceived by the modelers at a particular period in time - these perceptions could and often do change!

HELP THE ACHIEVEMENT OF

‘Challenging each member of staff to develop himself/herself to maximum possible for his/her own and for organisation’s benefit’ (1)?”

Response: “NO”

slide16

Make our organisation a truly exciting place to work in (2)

“should contribute”

No contribution

Challenge each member of staff to develop himself/herself to maximum possible for his/her own and for organisation’s benefit (1)

Model at this stage:

We don’t show the ‘no contributions’

Accomplish (1) to enhance accomplishment of (2)!

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Make our organisation a truly exciting place to work in (2)

“should contribute”

Challenge each member of staff to develop himself/herself to maximum possible for his/her own and for organisation’s benefit (1)

Model at this stage:

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slide19

“should help accomplish”

Make our organisation a truly exciting place to work in (2)

To provide all needed facilities for effective work and recreation (3)

Challenge each member of staff to develop himself/herself to maximum possible for his/her own and for organisation’s benefit (1)

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Read bottom-upwards, in direction of arrows.THINK the elementsREAD the arrows as encountered!

Stage II: An effective process for ‘organising all available ideas

To enable each member of our staff to develop most effectively

should help accomplish

To make our organisation a truly exciting place to work in

should help accomplish

To help each person develop himself/herself as an individual

To provide effective counseling for perceived needs of staff

To challenge each member of staff develop himself/herself to maximum possible

To provide all needed facilities for effective work and recreation

Interpretive Structural Model

The relationship is the heart of the matter!

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the model is based on transitivity of the relationship we re working with
The model is based on ‘transitivity’ of the relationship we’re working with:

If ‘A’ ‘B’

AND if ‘B’ ‘C’

THEN ‘A’ MUST ‘C’

This property is already familiar to most of us through the transitive relationship “precedes”, which is familiar to us through PERT & Gantt Charts (the major modeling tools in ‘Project Management Software’)

Because of transitivity, it is quite efficient to create these models, as we have to ask only a small fraction of the total number of possible questions

where ‘A’, ‘B’, ‘C’ are ‘elements’ in the system under consideration and ‘ ’ represents a specific transitive relationship

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slide22
Because of transitivity, we can generally create these ISMs by responding to just 15%-40% of all the possible questions between elements
slide23

There are many types of structures, each based on a specific transitive relationship. Particularly useful for ‘Action Planning' are ‘Intent Structures’ - structures comprised of ‘intents’ linked by the “should help accomplish”relationship

These models can become as large as required to describe the most complex live situation! Over time, as we work on our Missions, our models may come to comprise hundreds or even thousands of elements!

To enable each member of our staff to develop most effectively

should help accomplish

To make our organisation a truly exciting place to work in

To help each person develop himself/herself as an individual

To provide effective counseling for perceived needs of staff

To challenge each member of staff develop himself/herself to maximum possible

To provide all needed facilities for effective work and recreation

Interpretive Structural Model

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Even when we have thousands of elements integrated into our model, we shall be able to focus on a narrow band of elements in the full confidence that by so doing we are actually helping to accomplish everything else that needs to be done for the project!

The model may keep on growing until the Mission is successful!

THINGS

TO DO

Current focus

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Interpretive Structural Model

Another important attribute of such ‘Intent Structures’

To enable each member of our staff to develop most effectively

Up WHY?

Down HOW?

To make our organisation a truly exciting place to work in

WHY?

To help each person develop himself/herself as an individual

HOW?

To provide effective counseling for perceived needs of staff

To challenge each member of staff develop himself/herself to maximum possible

To provide all needed facilities for effective work and recreation

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To ensure effective handling of a task by people reporting to you, just enthuse them about the WHYs? of the task - then let them work out the HOWs? !!!

UPthe model to find out“WHY?”

DOWNthe model to find out “HOW?”

To be able to discover the “HOW?” and the “WHY?” of things is probably the greatest motivator that exists!

THINGS

TO DO

WHY?

HOW?

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“contributessignificantly to”

Rewards include:i) Financial rewards…ii) Other rewards: working conditions, etc...

My personal rewards

Organisation’s profits

My personal performance

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Read bottom-upwards, in direction of arrows.THINK the elementsREAD the arrows as encountered!

To enable each member of our staff to develop most effectively

should help accomplish

To make our organisation a truly exciting place to work in

To help each person develop himself/herself as an individual

To provide effective counseling for perceived needs of staff

To challenge each member of staff develop himself/herself to maximum possible

To provide all needed facilities for effective work and recreation

Interpretive Structural Model

Any such model can easily be translated into ‘standard prose’ very easily indeed! And this little model would translateinto nearly a full page of prose.Models of 30 to 40 elements may amount to 20 to 30 pages !Obviously, it is MUCH easier to read, understand and remember the model!

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THINGS

TO DO

The prose translations of such models increase exponentially in size with increase of number of elements in the model!

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The process helps develop clear linkages between individual’s aims to the organisation’s Mission!

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“contributessignificantly to”

Rewards include:i) Financial rewards…ii) Other rewards: working conditions, etc...

Helps ensure that individual actually see & properly understand & appreciate the linkages between him/her and the organisation!

My personal rewards

Organisation’s profits

My personal performance

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Read bottom-upwards, in direction of arrows.THINK the elementsREAD the arrows as encountered!

To enable each member of our staff to develop most effectively

should help accomplish

To make our organisation a truly exciting place to work in

To help each person develop himself/herself as an individual

To provide effective counseling for perceived needs of staff

To challenge each member of staff develop himself/herself to maximum possible

To provide all needed facilities for effective work and recreation

Interpretive Structural Model

Make clear to all the excitement of working at a exciting job, in an exciting company!

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slide33

The processes underlying OPMS are quite unique in their power and universal applicability!.

Whatever the issue (or Mission), this initial part of the OPMS process enables users to create an effective Action Plan, along with all needed systems, to accomplish the Mission.

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a quick comparison of models using two specific relations
“Should help achieve” (ISM)

Usable at every stage of project - in particular, it’sperfect for exploration!

Can handle all types of ‘elements’ within system, e.g. motivation, etc

Co-relates with ‘effectiveness’

Ideas, Creativity, motivation, etc are effectively handled through “contributes” or “should help achieve”

“Precedes” (PERT/Gantt)

Useful when intricacies of system are somewhat known to us

Can handle ONLY elements connected with time process

Cannot handle ‘soft’ issues like “motivation”

Co-relates with ‘efficiency’

A quick comparison of models using two specific relations:

‘Action Planning’ done through conventional Project Management software is bound to leave out many significant elements (and issues)

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slide35

Actually, in order to properly understand our ‘whole system’ we need to use a number of relationships, each appropriate to its own time and place!

some important transitive relationships in systems
Some important transitive relationships in systems:
  • “helps achieve” (“contributes to”) - “aggravates”
  • “enhances”; “supports”; “leads to”; includes; “implies”; “should take priority over”; “facilitates”
  • “precedes” - for scheduling of anticipated events/milestones in a well-understood system - however, precedence is practically useless for working in systems of which significant parts are unknown
  • and many others

Using appropriate relationships, we can cover ALL aspects of the systems we need to create

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constructing a field representation
Constructing a Field Representation
  • First, we try to cleanse our minds from all pre-conceived categories...
  • Then, OPMS asks questions like…

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f ield r epresentation p rofiling contd

(Elements from documents on “National IT Mission” formulated several years ago by Govt. of India)

Field Representation & Profiling (contd.)

(In the context of the kind of actions needed to overcome the barriers, etc.)

“Is

(B) Need to improve productivity of Indian software industry

IN THE SAME CATEGORY AS

(A) Our educational systems are not adequately effective

?”

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slide40

Response “YES” would put element ‘B’ into the same category as ‘A’ -“NO” would put it into a different category…… as shown, next

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field representation after initial response
A: Dimension 1

Our educational systems are not adequately effective

B: Dimension 2

Need to improve productivity of Indian software industry

Field Representation - after initial response

Finally yielding models like the one illustrated at next slide...

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slide42

Dimension titles provided later, AFTER insertion of elements into dimensions!

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slide43
The ‘System Tie Line’ represents any or all of the relationships inherent in the system under consideration.

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slide44

The elements are ‘linked’ by appropriate relationships as perceived by the users

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slide45

The OPMS provides a facility to enable users write down prose translations of such visual linkages

XYZ

“XYZ” MAY TEND TO INCREASE THE SEVERITY OF “ABC”

A comprehensive ‘network of relationships’ to be built up step-by- step, over time, to enable clear understanding of the system represented in the Field

ABC

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It takes a while to develop the skills needed to use the System Tie Line effectively to link different dimensions and elements together…It’s well worth our while to work towards developing these skills…

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…because, as earlier claimed, Field Representations, over sufficient iterations, can be shown to satisfy a fundamental systems law, calledAshby’s Law of Requisite Variety

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ashby s law of requisite variety simple simon s version
Ashby’s Law of Requisite Variety (Simple Simon’s version)…

“The dimensions of a proposed solution to a problem must match the dimensions of the problem”

(If too few dimensions, the solution won’t work – if too many, the solution would be too expensive or too complicated!)

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slide49

The Field Representation processis found to be the ideal tool for handling complex projects - to help us integrate the parts into a whole !

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slide50

Because the OPMS is a model of models, it ensures the development in users of Chris Argyris’ grand concept of ‘double-loop learning’!

On deeper examination, we find there are actually many more loops than just two - and we can handle them all through this process. We we could call our process ‘cybernetic learning’

The OPMS is a ‘model of models’ - it is comprised of ALL the models that are created in various relevant dimensions during progress towards the Mission - any Mission!

Integrating all the models of all the work done towards any Mission into a single Field Representation creates a ‘One Page Management System’ (OPMS).

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MISSION: “To enable each member of our staff to develop most effectively”

System Tie-Line

Mission

OPPORTUNITIES & Preparation Required to avail Opportunities to accomplish Mission

EVENTS /MILESTONES that may occur during progress towards Mission

STRENGTHS (available)STRENGTHS (required)that may help accomplishment of Mission

BARRIERS / DIFFICULTIES / THREATS that may hinder/prevent accomplishment of Mission

‘Dimensionsabove System Tie Line

WEAKNESSESthat may HINDER/PREVENT accomplishment of Mission

FundamentalDimensions

THINGS TO DO to accomplish Mission

‘System’Dimensions(derived from Fundamental Dimensions)

‘Dimensionsbelow System Tie Line

Monitoring & EvaluationSystem(s)

ProductionSystem(s)

MarketingSystem

Finance ControlSystem

InformationSystems

PlanningSystem

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slide52

The whole system on a single page!

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slide53

Linkages between various dimensions ‘above the System Tie Line of the OPMS are broadly illustrated below and in following slides :

A: THINGS TO DO

HINDER

HELP ACCOMPLISH

B: BARRIERS

HELP OVERCOME

C: STRENGTHS

more linkages

Activities

HINDER

HELP ACCOMPLISH

B: Barriers/Weaknesses

HELPOVERCOME

Strengths required

…more linkages…

Opportunities

HELP AVAIL

slide55

MISSION

HELP ACCOMPLISH

Opportunities

HELP AVAIL

Activities

HINDER

HELP ACCOMPLISH

B: Barriers/Weaknesses

HELPOVERCOME

Strengths required

these models can become as detailed as required right down to the level of

These models can become as detailed as required, right down to the level of…

WHICH BARRIERS hinder WHICH ACTIVITIES?

WHICH STRENGTHS are required to overcome WHICHBARRIERS?

All this and more becomes clear as the OPMS is developed!

slide58

To enable each member of our staff to develop most effectively

should help accomplish

To make our organisation a truly exciting place to work in

To help each person develop himself/herself as an individual

To provide effective counseling for perceived needs of staff

To challenge each member of staff develop himself/herself to maximum possible

To provide all needed facilities for effective work and recreation

Interpretive Structural Model

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slide60

Linkages between ‘BARRIERS’ & ‘THINGS TO DO’

Thebarrier marked in the FR HINDERS / PREVENTSaccomplishment of the objectivemarkedin the ISM

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Linkages between ‘BARRIERS’ & ‘THINGS TO DO’

That barrier also hinders accomplishment of all elements above the THING TO DO that it directly hinders!

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Linkages between ‘BARRIERS’ & ‘THINGS TO DO’

Just identify appropriate means to ‘overcome’ the barrier identified - and integrate those into the Action Plan!

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Some features of the OPMS:

  • Ensures rapid evaluation of project feasibility - helps ensure ensure that time is not wasted on infeasible projects
  • Provides a comprehensive view of the project, crystallised on a single page
  • Enables each individual/group to ‘drill down’ to the level of detail required for his/her functions
  • Links up individual performance to the performance of the whole organisation
  • Links up individual goals to Organisational Missions
  • Enforces high level of ‘self-discipline’ in the organisation
  • Enables people to create practical, clearly-understood means to overcome Barriers, Threats, Weaknesses, etc - at EACH level in the organisation

It’s THE most powerful and systematic tool available to enable the good ideas of people involved in problems and issues

It’s ‘Cybernetic Learning!

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OPMS - it’s ‘TOP-DOWN’ + ‘BOTTOM-UP’!

  • It is ‘top-down’ because we choose a ‘Mission’ for the whole organisation (or part of it that we need to consider)
  • It is ‘bottom-up’ because the Action Plan to accomplish the Mission is made effective from the bottom upwards

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slide65

Can readily be integrated with any process that is currently being used:

 Standard Project Management

 TQM

 Balance Score Card

 Theory of Constraints

 ‘e-Think (Kepner & Tregoe)

 Any other...

`

OPMS would help make any such practice very significantly stronger

references
References:
  • JN Warfield’s contributions: http://www.ajarmail.com
  • G.S. Chandy temporary URL: http://onepagems.tripod.com

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our services
Our Services:
  • Half-day workshops for individuals, and up to two people
  • ‘User’ workshops - 2-Day & 3-Day Workshops (groups from 8-12 people)
  • ‘Facilitator Training’ - 2 sessions of 5 days each with 3-month interval; in-house project work during the 3 months interval
  • Supply of OPMS software

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slide68

G.S. Chandy

c/o Sahi Oretrans Pvt Ltd30 Western India HouseSir P.M. Road, FortMumbai - 400 001India

e-mail: chandygs@hotmail.com

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