An excellent vehicle to stimulate improvement in the organization is something I call an Event Review.   The objective is to extract learning’s and your own best practices that stem from good things or bad things that have happened.  Then share those learning’s with everyone for the benefit of the organization.

The ‘Event’ could be anything:  A project, an outage, a deployment, etc. but most important is the environment or culture you establish.   You need to reinforce the benefits of the learning’s.  When it is a positive event you are reviewing, people like to be recognized-but do it live and as quickly as possible—don’t wait for an event review. 

The ‘Review’ itself should be held as soon as possible after the event has occurred.   In the case of an outage, I recommend within 48 hours as details get forgotten the longer you wait.  The key here in the timeliness is that you catch the important details that are still fresh in people’s mind.  The longer you wait, the more that is lost. 

You may find you don’t have enough time in the day to perform all the reviews you’d like so you’ll need to prioritize.  Focus on what is necessary for your organization at ‘this time’.  Adjust as you mature and as time permits.  Start slow and make each one meaningful. 

Many will be weary that your event review is a witch hunt and it may take time to build up the trust.  However, to reinforce that trust you must separate the event review from any management issues that you may need to deal with, such as people not following policy.  To get to the benefits, it will take time to build up the required trust within your staff and you must respect the process and be patient.  Focus is on ‘what’ went wrong, ‘what’ went right and ‘what’ can be done to improve or repeat the success.   The ‘what’ is important and avoid the ‘who’ during the event review--especially when you are reviewing an outage or event that had a negative impact on the business or the organization!

Participants 
Assign a facilitator to lead the sessions-generally someone from your problem management staff or management team.  Invite anyone that had direct involvement in the event.   It could include IT staff as well as non-IT staff. 

The facilitator should prepare for the session by assembling as much information as possible.  This could include the timeline, decision points, start time, end time, etc.  This will help keep the discussion on topic.

There are some people that should not be invited to the event review and that is primarily the ‘brass’ of the organization.  If you really want staff to speak up then the ‘safe environment’ should be void of senior management.  Even the best of the senior staff seem to want to chime in or over react and it will send unwanted signals to the participants.  If the objective of the senior management is to provide praise, then they should do it elsewhere—not in the event review!

There is often extreme pressure from some senior staff members that may even demand to be in attendance.  If that occurs, then you have an opportunity to clarify the objective of the event review and separate out any objectives that the senior staff member may have.  You can provide them a ‘separate’ session and review the output of the event review—work to maintain the event review for just those that were directly involved.  At the same time, respect the needs of your senior management—it’s the ‘wants’ that you need to manage.  And yes, there have been many times that I have been in that situation and almost fearing my own job by not allowing my boss to attend an event review.  And I remember a number of times being requested for a name because someone’s head had to roll.  Again, we need to separate the management issues from the event review process. 

Agenda
Begin by documenting the timeline of actions/events related to the event.   What steps were taken leading up to the event?  Was the plan followed?  What validation occurred?  Literally document all activities leading up to the event as well as during the event and the steps that closed the event.   In the case of outages, often time is spent during the restoral of service to try and re-engineer something or fix something else that delays the restoral of service.  Flush those activities out during the review.

Once you have the timeline documented, you now focus on 3 key things:  1-Do we know ‘what’ was the root cause of the outage.   2- ‘What’ can be done to prevent the outage from happening again.  3-If it does happen again, ‘what’ can be done to resolve it quicker?  

After you have documented these areas, specific action items for each area must be captured with specific timeframes and owners and a process to follow up on the action items must be in place.  If you leave the event review without action items, you will not see the improvements.  The action items must be meaningful and have a documented benefit.  It is better to have fewer quality action items that can be achieved.  Giving someone an unreasonable action item that can’t be completed will mean you’ll get a lot of bad reports on status.  Follow and close out all your action items—it will be a negative reflection on your management team if action items continue without closure.

A final item to cover in the agenda is key learnings from the event.  This is best done at the end of the session.  You should open this topic with an overall summary of the event based on the prior agenda items and then step back and open up the discussion for some observations from the group.   This dialogue is often the most beneficial as it can provide great insights into the group and what they really learned from the event.  Don’t interrupt!  Let the participants speak and engage each other—just observe and then document the summary of the key learnings!

Always stick to the agenda and keep the discussion focused at the right level.  Try and keep the session crisp and to 1 to 1 ½  hours.  Separate meetings can be used to drill down on further analysis if required or designing solutions to re-engineer something.  That activity should not be done in the event review but rather, can be assigned as an action item.

I can’t say enough about the importance of building the foundation of the event review around the ‘what’ rather than the ‘who’.  When you use this review to zero in on the ‘who done it’ you will lose the openness and candor so important for continual process improvement.   Follow up with individuals is necessary, just be careful not to use the event review process as the vehicle.  Otherwise your ‘event review’ will be perceived as a visit to the principal’s office and that means people stop talking and only tell you what they think you need to know.

Another negative factor will occur when people feel they will get in trouble if they are mentioned in the event review is that they will spend more time pointing fingers and doing what they can to ensure the finger isn’t pointed at them.  Again, another unproductive activity that brings negativity into your environment and must be replaced with a true focus on the business!

The event review is truly a powerful tool that can help you mature your organization.  To do that you must prioritize the long term benefits over the short term witch hunts! 

 


Comments

Christian Dahlstrom
08/15/2011 8:16am

Great write up on Event Reviews.

It is critical that the "who" is left out of the event review. I find this true, even when everything goes right. Compliments for a job well done should occur immediately after the job. The event review is often days later.

For the event review, it is very helpful if a key player can take the time to assemble the story board (timeline, activities, decision points) prior to the meeting. This well help to keep the focus on the "what" and not on the "who".

Thanks for sharing this Gary... I look forward to next month.

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