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The Convergence Methodology: A Cultural Change (#2 in the series The Convergence Methodology)
By Frederic Delrieu

As a method to work better in a multi-disciplinary team in project, the convergence methodology consists in identify the success conditions: the expected results chains to get from defined contributors at logical dates one from another allowing to achieve the project deliverable (final result).

This is a permanent “task-force” dynamics set up at the beginning of the project without waiting that the problems occur at the end of the project. It allows to keep in mind that the task planning obtained from the traditional process is not adapted in most of the projects.

The statements such as “the schedule shows it’s impossible…” are wrong and the only question to be asked is “What are the success conditions to…?”

It’s a change of state of mind.

The Convergence methodology allows to:

  • Build quickly an achievement process with a high level of trust:
    • collective building with experts
    • high visibility of the results chain to solve a problem by deliverable identification
    • localization of each result on the time scale
    • definition of each contributor and commitment from him
    • each result has an importance level and conditions of achievement (budget)
    • progress visibility by trajectory building
    • collective and continuous control of the progress
  • Change the behaviors from an “employee” to an “intrapreneur” state of mind:

    Employee Intrapreneur
    Quality and cost hope Dependability and design to cost process application
    Treatment of appeared problems Risk treatment by anticipation with action plans
    Project management by the stress Stress management to be more efficient
    The schedule shows it’s impossible The schedule is required by the customer, therefore what are the success conditions?
    I manage only tier one suppliers Design deployment with each contributor (Tier one, two…)

    This allows to develop inter-expertise knowledge and often produces unexpected ideas. The “weak signals” from each single contributor is taken into account and all exchanges are structured (especially with suppliers).

The Convergence methodology is especially applicable to:

  • An innovation project
  • A development of a complex system (complex technologies, or complex contributor organization)
  • A technical domain where the company lost part of its knowledge (turnover, retirements)
  • A “task-force” to challenge traditional processes

Frederic Delrieu has more than 10 years of experience in Automotive R&D. He’s an expert in Engineering Project Management, from the idea to the industrial application : Product road-map, product design, Systems Engineering, functional specification, supplier sourcing, development and implementation, quality assurance. Frederic’s can be contacted through his blog, or through his linkedin profile.

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