Joshua Wallace

A useful tool to unblock projects and ensure tasks get done is the acronym PARS. This stands for Prioritization (P), Alignment (A), Resourcing (R), and Specificity (S). Though PARS might seem like consultant jargon, it has proven effective in unblocking teams and projects. Use PARS step-by-step to identify why internal or client initiatives aren’t progressing.

Here’s an example using an open cast gold mine to illustrate the PARS technique:

Approach 1: (Missing PARS)

• Operations Manager: “Team, we need to improve ore production, or else…”
• Team’s Interpretation: “We’re already striving to enhance production. That’s our primary role.”
• Impact: Minimal; the team perceives they’re already meeting the directive, leading to a ‘business as usual’ mentality

Approach 2: Add Prioritization (P) (Missing A, R, S)

• Operations Manager: “Team, I want you to prioritize improving ore production above all other tasks.”
• Team’s Interpretation: “We can set aside other initiatives (like safety, maintenance, quality, yield) mentioned last week and zero in on our primary skill.”
• Impact: There’s a slight chance for short-term production improvement. However, potential trade-offs (safety, maintenance, quality, yield) might arise. The initiative may falter due to a lack of inter-departmental alignment.

Approach 3: Add Prioritization (P) and Alignment (A) (Missing R, S)

• Operations Manager: “Day Shift Supervisor, prioritize improving ore production with your crew. The support departments back this initiative.”
• Supervisor’s Interpretation: “Although I have management’s support, Safety will only release my crew from induction next week. It’s still two weeks until Maintenance returns the broken equipment.”
• Impact: The supervisor finds the goal unrealistic, leading to frustration and a lack of change. They’re banking on luck and changing circumstances to see a production boost.

Approach 4: Add Prioritization (P), Alignment (A), and Resources (R) (Missing S)

• Operations Manager: “Day Shift Supervisor, prioritize ore production. I’ve provided extra equipment and personnel for your crew and aligned our goals and schedules with other departments.”
• Supervisor’s Interpretation: “This is what I’ve been waiting for! My needs are finally acknowledged. Watch us excel now.”
• Impact: The enthusiastic team produces ore at an impressive rate, but there’s a catch. The ore sourced is from the wrong pit, and its characteristics don’t align with the processing plant’s schedule. This mismatch leads to recalibration, production slowdown and site-wide frustration.

Approach 5: Implement PARS Fully – Prioritization (P), Alignment (A), Resources (R), and Specificity (S)

• Operations Manager: “Day Shift Supervisor, focus on improving ore production, specifically with ore characteristics X found in Pit 1, Bench 2. I’ve offered more equipment and staff to assist your crew and have coordinated our objectives with other departments.”
• Supervisor’s Interpretation: “This makes sense! They’ve addressed my concerns, and we’re primed for success.”
• Impact: The team efficiently produces ore, leading to a surge in production. They subsequently celebrate their most productive month.

I’ve applied PARS in diverse settings – from managing small businesses to overseeing software sprints and even completing household chores. Give it a go, and you might find it beneficial too.