Atul Gawande, a well-respected surgeon, is the author of The Checklist Manifesto: How To Get Things Done Right. The book is focused on using checklists as a means of improving quality and reducing defects in such areas as hospitals, businesses, construction projects, airplane flights, etc. Moreover, a number of gripping stories help to convince the reader of the benefits of using checklists across these varied disciplines. The entire book is fascinating and deliberate on its message of using checklists, but the book takes a very interesting turn in chapter eight to see the application of checklists in the business world.
In short, checklists=discipline. The checklist helps business professionals be as smart as possible and helps teams improve their outcomes without any increase in skill (p. 168). I love these quotes because it shows that anyone can improve their outcomes today through the use of a simple tool. In the age of complexity, simple tools like a checklist can give someone an advantage over people who think they can remember all the critical details all the time. Using a checklist doesn’t mean that someone no longer has to think about basic tasks, rather, it marks the most critical steps (steps that should never be missed) so that more time can be devoted to the critical thinking, based on experience and training. Sadly, many surgeons (and business professionals) have ignored the checklist because they want to ‘be in control’ and not bound by something that appears to be petty.
Chapter eight also highlighted the experience of three investors who used checklists when evaluating companies in which to invest. They noted that the checklists improved their efficiency, allowing them to comb through far more prospects because by the third day it would be very clear which companies were worth continued evaluation and which ones should be dropped. This compares very well with project portfolio management and the benefits of using a checklist at gate reviews. When due diligence is performed, misaligned and doomed projects can be caught earlier on so that critical resources can be put on winning projects. If organizations are disciplined enough to learn from past mistakes and capture the potential pitfalls of projects, they could significantly increase the value delivered through the portfolio of projects. To repeat, this requires discipline.
In my experience as a portfolio analyst, I have seen checklists used in various ways:
1) Project deliverable checklists to ensure that the right deliverables are produced at the right time.
2) Decision-Gate content check lists to ensure that the right information is communicated during gate reviews.
3) Implementation checklists to ensure that all the necessary steps have been taken (e.g. training, documentation, support) in order to implement the project solution in production (operations)
Here is the link to the surgical checklist produced by the World Health Organization discussed in the book: