6-Sigma Leadership Trainning 6sigmapm_pg.ppt

ProjectManagement LeadershipProgram LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 2 EffectiveProjectManagementwillenablemeto 1 Managemultipleprojectssimultaneously2 Completeprojectsquicker ProjectManagement PM forBlackBelts LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 3 LeadershipRoadmap DefineFutureState Orientation PresentState FutureState PTS LeadershipSkills BusinessBasics ProjectManagement PersonalDevelopment PTS PTS PTS PTS DEFINE MEASURE ANALYZE IMPROVE CONTROL Define Plan Manage Close TeamManagement TeamDevelopment MeetingFacilitation TeamManagement DevelopTransitionPlan ChangeManagement AnalyzePresentState LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 4 ProjectManagement BlackBelts ProjectChampions andMasterBlackBeltsidentifiedProjectManagementasacriticalskillneededbyBlackBelts Inthismodule youwillbeintroducedtoProjectManagement DuringthePersonalDevelopmentsection youwillhaveanopportunitytoevaluateyourskilllevelandplanforadditionaltrainingneeds LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 5 ProjectManagement What sinitforme X1 Establishandgainacceptanceofprojectissues goals criticalsuccessfactors X5 Leadthroughself teamanalysisofprojecttoimproveeffectiveness X4 Anticipateandremovebarrierstosuccess X3 Managesquality cost time changes andpeople X2 Establishandgainacceptanceofcommunicationplan projectscope andcharterdevelopment LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 6 QTCPyramid LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 7 QTC Take2minutestoevaluatethefollowingscenario Take15minutestodiscusstheimpacttotheQTCpyramidofthe3changesontheproject Selectarecorder timekeeperandreporter You llhave5minutestoreporttothegrouptheQTCimpactandhowyourteamwouldrespondtoeachofthe3proposedprojectchanges Goal ToexperiencetheeffectofchangeontheQTCpyramid Activity LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 8 Scenario Cost Youhavebeengivenabudgettodevelopawebsiteforyourdepartment Thespecificationsweredevelopedandabidacceptedfor 3500 Time Thetimelineprovidedbythevendorwas30days Quality Specificationcallsforarelativelybasicsiteconsistingoftext html andgraphicsforahomepageand5sub pages LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 9 Scenario ConsidertheimpactontheQTCmodelforeachchangeindependently Teamasksforthehomepagetoopenwitha FlashMovie Manageracceleratestimelineto15daysBudgetisdecreasedby10 LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 10 ProjectManagementis ThemanagementofQuality Time Cost Change andPeoplebyaprojectmanagerforbusinessBenefits LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 11 Definitions Project Program LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 12 ProjectorProgram Asetofactivitiesortasks typicallyperformedinasequencethatproducesaproduct service event orsometypeofchange Managedcollectivelyorhasacyclicimplementation LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 13 ProjectManagementModel LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 14 TheDEFINEPhaseofPM LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 15 PM DefineStage LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 16 EstablishingYourProject Gainagreementon PurposeBusinessCaseProblemStatementProjectGoals ObjectivesCriticalSuccessfactors LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 17 RefiningYourBusinessCase Focuson ProjectworthTimingConsequencesofnottakingactionPriorityAlignment LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 18 FormingYourProjectGoals Objectives ProjectGoalsorobjectivessetthedirectionforwhichyourteamstrives Precisedefinitionofwhattheprojectisintendedtoachieveintermsofdeliverables LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 19 ProjectLeadership Astheprojectmanager youwillneedtofacilitateyourteam suseof6 Sigmaprocessesaswellasmanageyourteam sresourcesLookforopportunitiestoacceleratetasksandmanagetheminparallelEnsureteamandresourcecommitment LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 20 TeamSelection Teamshouldinclude Coreteam Asneeded membersStakeholders LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 21 ProjectExclusions Define BlockDiagram AntennaBase Screw AntennaRod RubberSealing ProjectScope BodyRoofPanel LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 22 PreliminaryProjectCharter LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 23 Take5minutestoselectoneprojectassignedtosomeoneatyourtable TheBBwho sprojectwasselectedwillbetheSubjectMatterExpert Usingtheprojectchartertemplate take25minutestodevelopacharterforthisproject Selectarecorder presenterandtimekeeperforyourteam Bepreparedtopresentyourchartertothegroup Goal DevelopaProjectCharter Activity CharterDevelopment LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 24 ProjectCharterinPTS LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 25 DevelopingSmartGoalsorObjectives Asyoudefineyourprojectgoalsorobjectives testthattheyare tretch pecific easurable ligned ealistic imeargeted LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 26 SMARTObjectives ReviewprojectcharterSelectthreemainobjectivesofyourteam sprojectDiscussifeachobjectiveisSMARTDiscussmodificationsifobjectiveisnotSMART Take15minutestochecktheSMARTnessofyourprojectobjectives Activity LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 27 Tollgates Go NoGo Mechanismfor MaintainingaccountabilityGettingbuy infromstakeholdersandprocessownersGainingMBB sandPC ssignatureonyourcharter LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 28 BrainstormingTasks Usingtheprojectfromthelastactivity yourteamwillnowstarttodevelopaplanfortheDefinestageoftheproject Selectarecorderandtimekeeperforyourteam Useflipchartstorecordinformation Asateam take20minutestodiscusswhatneedstobeaccomplishedtoestablishtheteam andalltheactivitiesthatneedtobeconcludedfortheDMAICDefinePhase ThisincludesalltheinformationyouneedtostartplanningthroughtheDefinePhaseThisinformationwillbeusedtocreateaWorkBreakdownStructurefortheprojectlater Activity LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 29 ThePLANPhaseofPM ProjectKick OffMeetingProblemStatementRoles ResponsibilitiesScopeProcessMap LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 30 DMAICDimensionsofScope CTP rocess CTQ uality CTC ost CTD elivery CTS atisfaction CustomersPerception Expectation Result CustomersWorld CT CriticalTo LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 31 TranslatingtheVOCintotheVOP VOC VoiceoftheCustomerVOP VoiceoftheProcess LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 32 DeliverablesLogicalOrganizationalTemporalFinancial CriticalDimensionsofPMScope LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 33 WorkBreakdownStructure WBS LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 34 RefiningtheWBS Tasks SummaryTasks Milestones LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 35 WorkBreakdownStructure WBS Usingthebrainstormedlistinthelastactivity addthetasksspecifictoyourprojectfortheDefinephase Then determinewhatelseneedstobedonetocompletethosesummarytasks determinesub tasks DeveloptheaccordingmilestonesDonotconcernyourselfyetwiththenumberofthetask predecessor orduration Forthenext30minutes workwithyourteamtodevelopaWBSforyourselectedteamproject Activity LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 36 PMChartingTechniques ProjectmanagementhasanumberoftechniquestohelpwithplanningNetworkDiagramsGANTTChartsPERTCharts LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 37 Definitions PredecessorAtaskthatmuststartorfinishbeforeanothertaskcanstartorfinish Identifiedas P oncharts SuccessorAtaskthatcannotstartorfinishuntilanothertaskstartsorfinishes Identifiedasa S oncharts LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 38 PrecedenceRelationships Finish to start Start to start Finish to finish P Predecessor S Start LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 39 MyVacation WBS LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 40 NetworkDiagramResult 1 1 1 1 1 2 1 1 3 1 2 1 1 2 2 2 1 2 2 2 3 P S S 1 1 2 1 1 3 P S Start to start 1 1 3 P S S Finish to start P S S Finish to finish 1 1 2 P LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 41 GANTTBasics LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 42 PERTCharts CriticalPath CriticalPath 1 1 1 7 10 Criticalpath Seriesoftasksthatmustbecompletedonscheduleforaprojecttofinishonschedule Eachtaskonthecriticalpathisacriticaltask LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 43 PERTCharts FreeSlack FreeSlack Thecalculationthatdetermineshowlongataskcanbedelayedwithoutdelayinganothersuccessortask Freeslackshouldbeusedforunplannedeventsandnotasareasonfornotstayingonschedule FreeSlack Task4canbedelayedby6dayswithoutcompromisingtask7 LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 44 PERTCharts TotalSlack 7 TotalSlack ThecalculationthatdetermineshowlongataskcanbedelayedwithoutdelayingtheprojectTotalslackshouldbeusedforunplannedeventsandnotasareasonfornotstayingonschedule TotalSlackfortheupperpathis6days 10 4 6 LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 45 CompletingtheWBS Continuingwithyourtableteamproject andusingyourWBS take5minutestolookateachofthetasksandgivethemanumber WorkonDefinephaseonly Take10minutestoidentifypredecessorrelationships Whatmustoccurfirsttoproceedthroughyourplan Nexttoeachtaskinthepredecessorcolumn take10minutestoidentifythosetasksthatdependonsomefinish to startrelationship Next take5minutestoestimatetheamountoftimerequiredforeachtask givenyourplannedresources Activity LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 46 PlanningforParallelProject EvaluatingotherX sStaggeringprojectstartdatesManagingsimilartasks LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 47 TheMANAGEPhaseofPM AssessChangeControlProjectReportProgress LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 48 AssessingProjectChange Go DeterminereasonsforchangeImpactonTiming Qualiy CostDevelopplanstominimizerisk LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 49 ProgressChecking ScopeissueswerenotthoroughlyplannedLackofchangeindicateslowinterestofteammembersChangenotbeingcommunicated LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 50 ManagingTime NotImportant Important From TheCoveyMatrix Thesevenhabitsofhighlyeffectivepeople LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 51 EstablishingABaseline SetExpectationsfor QualityTimeCost EffortChangePeopleBenefitHoldTeamandSelfAccountable LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 52 ControllingtheProject ProjectcharterProjectplanScopechangerequestsStatusreportsMeetingminutesDMAICdocumentation LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 53 ControlMechanisms Meetings Writtenreports Projectcontrolfiles E mails LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 54 Accountability UseTechniquesNegotiatingInfluencingStrategiesConflictResolution WhenFacedwithnoFormalAuthority SolicitSupportMBBPC LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 55 IssuesManagement LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 56 ReportingProgress UpdateProjectTrackingSystemregularly Reportformallyandinformallyoftenacrosstheteam LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 57 ManagingMultipleProjects DevelopWBSinparallelPlanTiming QualityandCostforallparallelprojects LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 58 Activity ManagingYourProject Take5minutestoreflectsomeoftheissuesinmanagingyourproject Collectmaximum3issuesonpost itnotesormetaplancards Allissuesarecollectedontheflip chartortheboard UsetheNominalGroupTechniquetogetagreementonyourteam s 1issue Take10minutestoidentifyanactionthathelpsyoutoavoidthisissueinthefuture Totaltimeavailable 20minutes LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 59 TheCLOSE OUTPhaseofPM ProcessowneracceptsfinaldeliveriesProcessownerindicatessatisfactionOrganizationalknowledgetransferred LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 60 RewardandRecognition InformalThankyouReportingaccomplishmentsFormalNotestoteammembersandtheirmanagerRecognitionEventsPerformanceObjectives whenappropriateforenvironment LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 61 ProjectDocumentation DocumentationFilesMeetingNotesTGR TGWAnalysisResultsPTSEnterallrequiredinformationintoPTSanduploadfilesObtainsignaturesofPCandMBB LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 62 TheEVALUATIONPhaseofPM BeproactiveinfindingopportuntiiestoreplicateUseorganizationtoolsanddatabasestostoreyourlearning LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 63 TheEVALUATIONPhaseofPM Whatchallengedtheteamthatcouldbeimprovedonnexttime Havewesharedourbestpractices TGW TGR TeamEvaluation Updateworkordeskprocedures LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 64 EvaluationPlanning Tableteambreakoutanddevelopprojectassessmentquestions Identifytheimportantfactorstoevaluate Howwillyouplaceacontrolmechanisminplacetoensurethatprocessimprovementisutilizedthenexttime Sharesomekeyfactorsforassessmentwiththeotherteams Activity LFSS FordMotorCompanySSLP FordMotorCompanyVersion2 0 May 2002 65 PMTools