Symptom: The role of the Standards Coordinator versus others is confusing.
Once the need for a new standard is recognized, the planning process should make it clear what the Standards Coordinator is to do, what the content expert on a given issue must do, and what all of the other stakeholders are to do. That is, the work flow to plan a standard should be clear.
If it is not, the process will be fraught with contention for control or lack of initiative. Unfortunately a common example, the concept of "standards" is confused with "design," leading Standards Coordinators to meddle in the work of the Engineers. In turn, this leads to technology-driven (rather than business-driven) projects as Standards Coordinators attempt to enforce "migration" to a new standard without business reasons to do so.
If the relationship between the Standards Coordinator and designers is problematic, other people's job definitions and relationship with the Standards Coordinator can be developed by chartering groups so that they recognize their customer and supplier relationships with the Standards Coordinator.
Root cause:Structure, work flows copyright 2024 N. Dean Meyer and Associates Inc. All rights reserved.
