EMARI System Thinking Approach for Quality Integration thru a QPMO
We are establishing a Quality Project Management Office of mindful professional managers who understand various perspectives and promote synergistic collaboration for sustainability through a quality-centric mindset and system-thinking Integration!
Promoting the "Quality Culture" for Integrated ESH&Q using Innovative Technologies via BI4FM
Facilities Solutions for effective collaboration of Professional Managers in improving Construction Project Outputs as they meet Scientific Business Outcomes of High-Tech Facilities in managing design and construction services as they acquire new Capital Assets and maintain Infrastructures in a Quality Committee or QPMO
How to transition from a hero culture to post-heroic management of collaborative self-organized teams within a learning organization?
Learn about the EMARI System Thinking Approach and its QualityPMO Methodology as a Framework for managing knowledge using the latest innovative technologies and best practices!
Collaboration in self-organized teams of Professional Managers has always been a challenge to all organizations facing business-agility volatility and complexity. The challenge is greatest in High-Tech Facilities due to the diverse backgrounds and expertise of managers in performing Business Operations, managing Project Processes, integrating Quality & Innovation, and the lack of interpersonal skills needed for managing the People Domain.
The QualityPMO Methodology promotes Quality Culture to focus on People Leadership in utilizing best practices and the latest technologies to make smart decisions, faster. Team productivity and well-being are improved when design thinking is based on meeting quality expectations in optimizing sustainability through a balanced quality-centric system thinking approach. Balancing the use of the latest technologies in Business Intelligence and applying the recommended quality-of-life measures to promote people’s well-being will be impossible without a QualityPMO to drive the Digital Transformation initiative.
SLAC is interested in collaborating with graduate researchers from Stanford CIFE to present a case study based on an analysis of ten years of Safety and Quality Incident data and evaluate four digital transformation projects to determine how the QPMO Methodology using BIM could have improved the outcomes and made the processes more efficient. We will present a comprehensive framework to model the dynamic interaction between assigned quality performance requirements and the expected decision-making process of professional managers assigned to achieve them.
If you are interested please reach out to Dr. Martin Fisher and apply at https://cife.stanford.edu/research
The Quality Project Management Office (QPMO) is a methodology based on EMARI System Thinking Approach. It has been successfully applied to Projects in the Construction Industry, as presented in the CQM Community of Practice. In addition, educational training for Construction Project Management Professionals (CPMP) and Academic degrees have been designed for professional managers to collaborate through Construction Management Business Administration (CMBA).
The QPMO Principles emphasize quality integration in four domains: Business Operations, Project Management, Quality & Innovation, and People Leadership. As part of the Quality Assurance efforts at Stanford University for SLAC National Laboratory, Facilities Operation, and Service solutions will benefit from establishing a QPMO for Quality integration in People Leadership, Business Agility, and Process Management Improvement.
Quality Culture is developed through our Way of Work
How we work as a team will set the stage for a Quality Culture in our organization, it starts with our Organizational Strategic Management but will be implemented by each individual as they perform in their teams! Quality Talks are a great way to promote a Quality Culture...
AI for Architect, Engineering, and Construction
An effort by Stanford to initiate discussions on Artificial Intelligence for AEC Industry
Improving Human and Organizational Performance
The Department of Energy's (DOE) primary objective is to promote scientific discovery and innovation. This is achieved through partnerships with learning organizations, especially in collaboration with higher academic institutions and universities. A key focus is on sustainability, ensuring that the initiatives undertaken today have a long-term positive impact on our future.
Enhancing Team Performance Through System-Thinking
System-Thinking is a holistic approach to analysis that focuses on the way that a system's processes interrelate and how systems work over time and within the context of human and organization interactions. Encouraging individuals and organizations to consider various perspectives by including valuable input to improve the system by continuous learning and always seeking ways to stay agile and adapt to change. In rapidly evolving organizations, members frequently confront the challenges posed by the VUCA environment: Volatility, Uncertainty, Complexity, and Ambiguity. Traditionally, VUCA described the unpredictable and chaotic nature of various scenarios, often leaving teams paralyzed or reactive in their strategies. However, quality-centric system thinkers prevent and proactively transform these risks into strategic assets. This new interpretation emphasizes Vision to counter volatility, Understanding to diminish uncertainty, Clarity to simplify complexity, and Agility to navigate ambiguity. By redefining VUCA in this manner, organizations can convert potential threats into opportunities, fostering proactive planning and adaptive strategies that enhance resilience and long-term success.In complex and interconnected organizations, Linear Thinking and working in silos can severely limit an organization's ability to innovate and prevent performance failures. Linear Thinking, which approaches problems in a unilateral, sequential manner, can oversimplify issues and overlook the intricate interdependencies that exist in real-world scenarios. Likewise, when teams or departments operate in silos, they miss out on the diverse perspectives and insights that arise from cross-functional collaboration. To truly harness the potential of modern problem-solving, organizations must promote collaboration and embrace System Thinking, which considers the holistic view of a situation, recognizing the myriad of interrelations and feedback loops. While System Thinking and Design Thinking go hand in hand to develop processes, offering a comprehensive approach to innovation and problem-solving, Linear Thinking can undermine the value of System Thinking, as it narrows the scope and fails to recognize the broader context. By moving away from linear, siloed approaches and fostering a culture of collaboration and holistic thinking, organizations can achieve more robust, sustainable solutions.
Fostering Fair Accountability through Just Culture
By rooting System-Thinking in compassion and making sustainability the focal point to stay balanced, we can address healthy conflicts effectively, nurture creativity, and include valuable insights from lessons learned and best practices. For Human and Organizational Performance to flourish, creating a safe environment where teams feel physically and psychologically secure is crucial. Wellness Quality Management focuses on the overall well-being of individuals within an organization, ensuring sustainability in performance and quality of life. This is possible in an organization that promotes Accountability in a Just Culture. This involves setting clear, transparent objectives and communicating them effectively throughout the organization. Providing the team with a clear flow down of requirements and graded approach expectations, continuously improving processes and procedures, training and support for qualified personnel, and servant leadership of accountable line management. Leadership is not only top to bottom in Just Culture; it goes both directions, and everyone in the system must exhibit empathetic listening, ensure their actions align with the organization's value streams, and give feedback. Leaders who serve their teams ensure they have the resources and support needed to succeed.In a just culture, accountability is defined as the shared responsibility of both individuals and the organization to understand the anatomy of incidents, to apply lessons learned, and to take appropriate actions to prevent future recurrences. Instead of focusing on blame and punishment, a just culture emphasizes understanding the systemic factors that contribute to errors. Individuals are held accountable for their choices and actions, but within a framework that distinguishes between honest mistakes, risky behaviors, and willful violations. The organization, in turn, is accountable for providing the necessary systems, tools, training, and environment that enable individuals to work safely and effectively. This balanced approach to accountability promotes trust, encourages open reporting of errors and near misses, and prioritizes continuous learning and improvement.DOE promotes Employee Resource Groups as platforms where employees can share, learn, and collaborate. Communities of Practices such as the ones held by the Project Management Institute, Project Leadership Institute, and Energy Facility Contractors Group (EFCOG) allow professionals to collaborate and refine system processes.
Enhancing Workplace Safety through Reinventing Quality Integration
Integrated Safety & Quality Management is a new approach that promotes a "safety first, quality always" mindset, recognizing quality assurance as an essential aspect of improving safety in performance. To effectively implement this system, it is crucial to establish a clear organizational structure that outlines roles and responsibilities. It is also essential to hire qualified personnel for appropriate positions through proper assessment. Leaders must ensure alignment with the organization's mission and objectives, prioritizing safety and quality in all processes. Self-motivated Quality Intelligence Teams that align with organizational objectives and exhibit compassion towards colleagues are crucial for promoting a productive work environment. This integrated Work Planning Control can be achieved through the contribution of a Project Management Office acting as the quality committee. This office can collaborate with professional managers from diverse perspectives to manage organizational changes and emphasize quality integration and intelligence.
At CACM QA, we support the Human and Organizational Performance Improvement program endorsed by DOE. The Stanford Wellness Program and SLAC ERGs are beneficial to all SLAC staff, as they help us improve our leadership skills and performance. We have found these resources to be very helpful in promoting effective communication and collaboration among our diverse project teams from engineering, management, business, and project perspectives.
We strongly recommend these trainings for all professional managers who want to improve their empathetic listening skills. Understanding this skill is essential for balancing various requirements and optimizing value streams for stakeholder expectations. This ensures efficient project processes rooted in system thinking to achieve SLAC's "One Lab" concept.
At the institutional level, CACM QA provides Lessons Learned and training resources to strengthen our commitment to Excellence, Integrity, Collaboration, Respect, and Creativity. For more details, we can share best practices from DOE's EFCOG group. To achieve optimal human and organizational performance, it is essential to establish a workplace that prioritizes the promotion of inclusion, diversity, and equity. By understanding and implementing the principles of System-Thinking, Reinventing Quality Integration, and Wellness Quality Management, organizations can ensure they are on the path to sustainable agility for higher performance and innovation.
- Promote system thinking as a fundamental approach.
- Establish a just culture for safety and continuous improvement.
- Integrate quality and safety, emphasizing "safety first, quality always"
- Define organizational structure and roles for alignment.
- Encourage diverse perspectives and dimensions.
- Foster engineering and design thinking for innovation.
- Cultivate passion, compassion, and quality intelligence.
- Implement wellness quality management.
- Clarify objectives and promote disciplined agility.
- Embrace servant leadership through employee resource groups.
- Strengthen the role of the Project Management Office.
- Emphasize data-driven decision-making.
- Balance empathy and sustainability in optimizing solutions.
Cultivate a Quality Culture within the organization.
VUCA Definition and History: VUCA stands for Volatility, Uncertainty, Complexity, and Ambiguity. The term originated in the late 1980s at the U.S. Army War College to describe the multifaceted challenges of the post-Cold War world. It has since been adopted by the business and organizational development communities to refer to the unpredictable and dynamic nature of today's global environment. Over time, as the pace of technological, social, and economic change has accelerated, the concept of VUCA has become even more relevant for organizations aiming to thrive amidst constant change.
SLAC is a vibrant multiprogram laboratory that explores how the universe works at the biggest, smallest and fastest scales and invents powerful tools used by scientists around the globe. With research spanning particle physics, astrophysics and cosmology, materials, chemistry, bio- and energy sciences and scientific computing, we help solve real-world problems and advance the interests of the nation.
SLAC is operated by Stanford University for the U.S. Department of Energy’s Office of Science. The Office of Science is the single largest supporter of basic research in the physical sciences in the United States and is working to address some of the most pressing challenges of our time.
EMARI at SLAC, a Stanford Affiliated Department of Energy National Lab, strives to use best practices to reinvent quality integration in Engineering and Management for our Facility!
We encourage Construction Project Management, Civil & Environmental Engineering, and Computer Science Graduates to join our effort!