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Black Belt Training Week Two 43

© 2003 Oriel Incorporated. All Rights Reserved.

Project Planning



Review of DMAIC

Exercise: Project Planning

Instructions:1. Review Define and Measure (Steps 1&2) of the project

planning template on the next page.2. Add any missing steps relevant to your project. (Be sure to

include the step of preparing your project presentation for thenext class.)

3. Fill in the Start and Completion Dates, Who, and Notes on thetemplate.

Time: 30 minutes.



Task Name Start Date

Com-pletionDate

Who Notes

DEFINE

1.1 Charter

Write problem statement

Analyze impact

Write team charter

Review charter with sponsor

Identify key players

Kickoff team (charter consensus)

1.2 Process Basics

Develop business process statement

Create SIPOC

Create deployment flowchart

1.3 Voice of the Customer

Identify and prioritize customersCollect voice of the customer (VOC) needs

Template: Project PlanningReview of DMAIC




Com-pletionDate

Who Notes

Translate VOC to CTQ's

Prioritize CTQ's

Set specs For CTQ's

Hold meeting with finance

Review stakeholder acceptance

Schedule regular team meetings

Communicate progress to process owner(s)

Hold tollgate for this step

MEASURE

2.1 Data Collection

Identify and select key measures

Prepare data collection plans

Collect baseline data

Template: Project Planning, cont.Review of DMAIC




Com-pletionDate

Who Notes

Analyze charts for special causes

2.3 Frequency Plots & Pareto Charts

Create frequency plots

Chart stratified data

Create Pareto charts

2.4 Process Sigma

Calculate Process Sigma

2.5 Process Analysis

Create detailed process flowchartsAnalyze flowcharts for process gapsDo value-added /non value-added analysisReview stakeholder acceptanceCommunicate progress to process owner(s)

2.2 Time Plots & Control Charts

Create applicable charts in Minitab





Com-pletionDate

Who Notes

3.1 Potential Causes

Select major causes

Develop focused problem statementsBrainstorm potential root causes

Categorize potential causes

3.2 Verifying Causes

Collect data to verify selected causesVerify cause-effect relationships

Hold meeting with Finance

Review stakeholder acceptanceCommunicate progress to process owner(s)


ANALYZE





Com-pletionDate

Who Notes

Reduce list to 5–7 best solutions

Rank solution alternatives

Select one or more alternatives

4.2 Implement Solutions

Develop work break-down plan(s)Pilot solution implementation plan(s)Implement plan(s) across the process




CONTROL

4.1 Select Solutions

Brainstorm solutions for root causes





Com-pletionDate

Who Notes

4.3 Evaluate Results

Collect new data on key measures

Redraw relevant Before and After plotsQuantify improvement benefitsEvaluate methods and results

Take appropriate corrective action

Finance verifies savings/revenue increaseReview stakeholder acceptanceCommunicate progress to process owner(s)


Communicate progress to process owner(s)






Com-pletionDate

Who Notes

Develop process maps for new process

Train resources on new process

5.2 Monitoring and Control

Develop process control document

Establish linkage to BPM review meetingsFinance verifies ongoing savings/revenueCommunicate progress to process owner(s)


CONTROL

5.1 Standardization





Com-pletionDate

Who Notes

Submit plan to track on-going savings/revenue

Complete closure check list

Complete Lessons Learned

Document

Recognize team and Celebrate!


Create storyboard or summary documentMake recommendations for further plans


1 © 2003 Oriel Incorporated. All Rights Reserved.

Project Worksheets


Project Worksheet #1: Selection Instructions: Write a problem statement for your sigma project then evaluate the statement using the criteria below. Type your answer in the Answer column.

Problem Statement:

Criteria Rating 1 2 3 4 5 Don’t Know

The process or project is related to a key business issue. A lot No

We have or can get customer input on this issue. Easy Hard

Management does or would give this project high priority. Likely Unlikely

I can easily identify starting and ending points for the process. Easy Hard YES NO Don’t Know

Collecting data on this process is relatively easy.

The process completes one cycle at least every day or so (if not more frequently).

I can identify what a “defect” is for this process.

The problem I need to investigate or improve is stated as a target or need, not a solution.

The process is within my scope of knowledge/authority.

I know who the process owner is.

The sponsor of this project has the ability to commit time and resources.

The process will not be changed by another initiative any time in the near future.


Project Worksheet #2: Team Charter Instructions: Use the tables below and on the next page to capture notes for your team’s charter. Not all of the questions may be pertinent to you, but the more questions you can answer, the better off you’ll be.

Suggested Questions to Consider Your Notes Purpose

• What is important to the customers about the product or service?

• What problems do customers have with the product or service?

• What problem is the team addressing?

Importance • What will be the business impact of

achieving reduced defects in this area?

• How will team members benefit from successful completion of this work?

Scope (Focus and Direction) • How will the team focus its work?

What information will you collect to identify urgent problems?

• What areas are inside and/or outside the work of the team? What are the boundaries (start and end points)?

• What specific parts of the process will you focus on?


Project Worksheet #2: Team Charter, cont. Suggested Questions to Consider Your Notes

Deliverables • What must the team deliver to be

successful?

Measures • What will be the primary measures

of success? • How will they be measured and

tracked? • What is the target for these

measures? • How much improvement is needed

by when? (Provide target dates.) • What defects will you be tracking?

Resources • Who is the team accountable to?

Who is your manager, sponsor, or guidance team?

• Who is on this team? Who will lead the effort (be the team leader)?

• Who can the team turn to for expert guidance and coaching on improvement?

• Has the process owner been identified?

• What budget does the team have? Who should approve expenditures? How much can the team spend without seeking additional authority?


Project Worksheet #3: Potential Impact Instructions: Make rough estimates of the impact your project is likely to have.

Expected improvement Benefit of that improvement Expected business impact


Project Worksheet #4: Preliminary Communication Plan

Instructions: Identify some of the people who will be involved in or affected by your project. Ask them or guess what their main concerns are and make some preliminary decisions about how you will keep them informed throughout the project.

Role Who (Names of people or

groups)

Main Concerns Communication Notes (When and how you will communicate with them)

Team Leader (BB) (if someone other than yourself)

Team Member

Sponsor(s)

Coach (MBB)

Customers

Process Owner

Other Stakeholders


Project Worksheet #5: SIPOC Analysis Instructions: Select one process (preferably the one you will be studying) and fill in the table below. You may not need to use every blank—or you may need to add some.

Suppliers Inputs Process Outputs Customers

Other Notes:


Project Worksheet #6: VOC Data Collection Plan PROJECT:

Who What & Why Customers and Segments

Indicate specifically what you want to know about your customers. Develop customized versions of the following questions, which you can ask during face-to-face interviews.

• What’s important to you?

• What’s a defect?

• How are we doing? How do we compare to our competitors?

• What do you like? What don’t you like?

Sources Type an X next to the data sources you think will be useful for this project.

REACTIVE SOURCES PROACTIVE SOURCES Complaints Interviews

Problem or service hotlines Focus groups

Technical support calls Surveys

Customer service calls Comment cards

Claims, credits Sales visits/calls

Sales reporting Direct observation

Product return information Market research/monitoring

Warranty claims Benchmarking

Web page activity Quality scorecards

Other: Other:

Summary: Which, How Many, How & When On a separate sheet, summarize your plans to gather and use both reactive and proactive sources. Indicate how much data you will get, how you will get it, and when. Include, for instance, the number of interviews or surveys you plan to use, which customers you will contact, when you will start and end the data collection, and so on.


Project Worksheet #7: Generating CTQs Instructions: Use the blank tree diagram to translate a customer need from your project to a CTQ requirement.

Need Drivers CTQs

General

Hard to measure

Specific

Easy to measure


Project Worksheet #8: Data Collection Plan PROJECT:

What questions do you want to answer?

What & Why

Data Operational Definition and Procedures What Measure

type/ Data type

How measured1

Related conditions to

record2

Sampling notes

How/where recorded

(attach form)

How will you ensure consistency and stability?

What is your plan for starting data collection? (Attach details if necessary.) How will the data be displayed? (Sketch on additional sheet.)

Notes 1. Include the unit of measurement where

appropriate. Be sure to test and monitor any measurement procedures/instruments.

2. “Related factors” are stratification factors or potential causes you want to monitor as you collect data.


Project Worksheet #9: Time Ordered Data 1. Do you have any data now on your process that you could analyze using a time plot or

individuals chart?

2. Which plot would be better?

3. What do you think you could learn?

4. What questions do you want to answer where a time plot or individuals chart might help? What data could you collect?

5. Revise your data collection plan, if necessary.


Project Worksheet #10: Other Data 1. Do you have any data now on your process that you could display on a Pareto chart or

frequency plot?

2. Which plot would be acceptable? Why?

3. What do you think you could learn?

4. What questions do you want to answer where a frequency plot or Pareto chart might help? What data could you collect?

5. Revise your data collection plan, if necessary.


Project Worksheet #11: Focused Problem Statement

Instructions: Use the form here to write a focused problem statement then see which of the questions on the left you still need to answer.

Creating a Focused Problem Statement

Use the questions on the left to help you write a focused problem statement.

Write an X where you think your problem statement falls on the scale.

Broad or vague

Somewhat focused

Narrow focus

If your problem statement falls in the shaded area, what data or other information can you collect to help you make your problem statement more focused?

Focus your problem by asking who, what, when, where, and which. What is the nature of the problem?

What happens? What type of problem is it? What do we know about it?

Where does the problem occur? Physical location Step in the process

When does the problem occur? Day, time of day, shift, month, season, annual cycle When doesn’t it occur? When is the problem greatest?

Who is involved? Who are the customers? Who are the suppliers? Who else is involved?

Which is involved? Which department? Which machine?


Project Worksheet # 12: Plan for Cause Verification Instructions: Think about your sigma project and answer the following questions.

1. List the potential causes you would like to evaluate. Refer back to any diagrams you constructed to organize your potential causes.

2. Write your theory about the impact of the potential cause(s).

3. What data can you collect to verify the effect? What tools are most appropriate for

your project? Sketch below how you will construct the charts.


Project Worksheet #13: Involvement Matrix Instructions: Use the matrix to help you identify the people who should be involved in developing and implementing solutions.

Which groups or individuals should be:

Task Responsible for Involved in Consulted with Informed about

Identifying solutions

Selecting solutions

Planning the implementation

Handling potential problems

Implementing the solution

Monitoring results

The matrix above will help you think about who should be involved in the different steps needed to make change a reality, and what level of involvement is appropriate for them. Those you list for the first two rows would be involved in the tasks described in this module.


Project Worksheet #14: Commitment Planning People or Groups

Level of Commitment

Enthusiastic support Will work hard to make it happen

Help it work Will lend appropriate support

Hesitant Holds some reservations; won’t volunteer

Indifferent Won’t help; won’t hurt

Uncooperative Will have to be prodded

Opposed Will openly act on and state opposition

Hostile Will block at all costs

Identify the people and systems whose commitment you need.

• Identify the level of commitment needed from them in order for the solution to receive a fair test. Put an O in the box where that group must be.

• Estimate where their commitment levels are now. Put an X in the box where you think the group would be if they heard about the planned solution today.

• Draw an arrow from the X to the O.

• Develop a plan for closing the gap between where they are currently and where you need them to be.

• Create a process to monitor your progress both in obtaining and in keeping that commitment.


Project Worksheet #15: Planning for Your Check Instructions: 1. Think about how you will show Before and After comparisons. Draw mock-ups of before and after plots and indicate what you will be looking for. 2. Think about how you will show your sponsor the difference between what you planned to do and what actually happened.

18 ©

2003 Oriel Incorporated. All R

ights Reserved.

Project Worksheet #16: Process M

anagement C

hart The Plan for D

oing the Work

Checking the W

ork Act: The R

esponse to Results

Flowchart

Key Process Indicators

Which vital signs w

ill be monitored and

how?

Corrective A

ctions W

hat should be done with m

istakes and system

failures?


Project Worksheet #17: Presentation Worksheet 1. Describe the audience for this talk. Include how

they will use the information you’ll provide.

2. Determine what YOU need from the audience. List what you need from them (e.g. further information, decisions, resources, etc.).

3. Write a theme:

4. Brainstorm a list of topics. Determine data or examples you can use to illustrate each idea. If you have a list of 10 or 12 things to say, try grouping the items (as in an affinity diagram) so you have about three main sections in the talk. Summarize the topics below.

Topic Relevant Data, Visuals, Examples

When you’re done, determine a logical sequence and number the topics in order.

20 ©

2003 Oriel Incorporated. All R

ights Reserved.

Capturing FM

EA Inform

ation FM

EA A

nalysis Project:

Team

:

O

riginal Date:

R

evised Date:

Item

or Process Step

Potential Failure M

ode Potential

Effect(s) of Failure

S* Potential C

ause(s) O

* C

urrent Controls

D*

R*

Recom

m.

Action R

espons. and Target

Date

“After” Action Taken

S* O

* D

* R

*

Risk Priority N

umber =

“After” Risk Priority N

umber =

• S = Severity, O

= Occurrence, D

= Detection, R

= RPN


Project Planning Template

Task Name Start Date Completion Date Who Notes

DEFINE

1.1 Starting Your Project

Write problem statement

Analyze impact

Write team charter

Review charter with sponsor

Identify key players

Kickoff team (charter consensus)

1.2 Process Basics

Develop busi-ness process statement

Create SIPOC

Create deployment flowchart

1.3 Voice of the Customer

Identify and prioritize customers

Collect voice of the customer (VOC) needs


Project Planning Template, cont. Task Name Start Date Completion

Date Who Notes Translate VOC to CTQ’s

Prioritize CTQ’s

Set specs for CTQ’s



Schedule regular team meetings

Communicate progress to process owners


MEASURE

2.1 Data Collection

Identify and select key measures

Prepare data collection plans

Collect baseline data



Date Who Notes

2.2 Data Analysis I

Create appli-cable charts in Minitab

Analyze charts for special causes

2.3 Data Analysis II

Create frequency plots

Chart stratified data

Create Pareto charts

2.4 Process Sigma

Calculate Process Sigma

2.5 Process Analysis

Create detailed process flowcharts

Analyze flowcharts for process gaps

Do value-added /non value-added analysis


Communicate progress to process owner



Date Who Notes


ANALYZE

3.1 Identifying Potential Causes

Select major causes

Develop fo-cused problem statements

Brainstorm potential root causes

Categorize potential causes

3.2 Verifying Causes

Collect data to verify selected causes

Verify cause-effect relationships

Hold meeting with Finance





Date Who Notes


IMPROVE

4.1 Selecting Solutions

Brainstorm solutions for root causes

Reduce list to 5-7 best solutions

Ranks solution alternatives

Select one or more alternatives

4.2 Implementing Solutions

Develop work break-down plan(s)

Pilot solution implementation plan(s)

Implement plan(s) across the process





Date Who Notes



4.3 Evaluating Results

Collect new data on key measures

Redraw relevant Before and After plots

Quantify improvement benefits

Evaluate methods and results

Take appro-priate corrective action

Finance verifies savings/reve-nue increase






Date Who Notes

CONTROL

5.1 Standard-ization

Develop process maps for new process

Train resources on new process

5.2 Process Monitoring and Control

Develop process control document

Establish linkage to BPM review meetings

Finance verifies ongoing savings /revenue



5.3 Communication and Future Plans



Date Who Notes

Create storyboard or summary document

Make recommendations for further plans

Submit plan to track on-going savings/revenue

Complete closure check list

Complete lessons learned

Document

Recognize team and celebrate!



Resiliency Checklist Rate behaviors: 1 = Never 2 = Occasionally 3 = Sometimes 4 = Frequently 5 = Always Behavior Rating

I know my own strengths and weaknesses and how that affects my role in the project

When I get discouraged, I ask for help and look for new opportunities to learn

I feel confident about my six sigma skills

I anticipate project issues and am proactive in resolving these issues

I am interpersonally competent (am able to resolve issues among team members, manage the expectations of stakeholders, communicate progress)

I am passionate about the project

When problems or disruptions occur, I stay focused on the longer term goals

I maintain and communicate a clear direction for the project

When changes occur, I am adaptable and flexible


SWOT Matrix

Purpose: To create a compelling need to change. What is it: A matrix listing of the strengths and opportunities, as well as the weaknesses and threats of the current and the future states. It is used to consider if the strengths and weaknesses of the proposed future state create a compelling need for change when compared to the strengths and weaknesses of the current state.

Current State

Proposed Future State

Need for Change

Strengths/ Opportunities

• What are the strengths of our current processes/operations?

• What business opportunities does this state offer?

• What are the strengths of the proposed state?

• What business opportunities does this state offer?

• Are the strengths and opportunities of the future state significantly more compelling than those in the current state?

Weaknesses/ Threats

• What weaknesses exist in our current processes/operations?

• What other threats are present in this state?

• What weaknesses do we predict will exist in the proposed state?

• What other threats are possible in this state?

• Are the weaknesses and threats in the current state much more significant than in the future state?


Force Field Analysis Purpose: To identify driving and restraining forces surrounding a change and to provide the starting point for action. When to Use: • Anytime a change is expected to be difficult • Revisit as necessary throughout the life of the project or through the life of the overall

initiative

Driving Forces (+)

Restraining Forces (—)

Actions:


From → To Matrix

Purpose: • To capture the key anticipated elements of change occurring from the project • To identify the people likely to be most affected by it • To identify the most critical issues to these people When to Use: Most useful when aligning employees to the change and when describing how it will affect them.

Potential Change Initiated by the

Project

Stakeholder Group:

Key Potential Changes for People

From To

Impact on the people (High

Medium Low)


Losses and Gains Chart

Purpose: To understand the impact the specific changes will have on people and identify the ways to decrease resistance and increase commitment. When to Use: Most useful when defining strategies to help people through the change. Stakeholder Name: Stakeholder Profile:

1. How satisfied (or dissatisfied) is this population with its current work situation? 2. For this target population, how much complexity and risk are involved with the proposed

change? 3. What new knowledge and skills will people need to successfully implement the change? 4. What new attitudes or perceptions will people need in order to feel successful after the change? 5. Overall, will they see the new as desirable? Why or why not?

Losses Gains Strategies


Commitment Scale

Purpose: To identify and secure the support and remove the resistance of people and systems vital to the accomplishment of the work. When to Use: When you need to understand how much work needs to be done to achieve desired levels of commitment and when you need to set priorities and develop appropriate communication plans for different groups. Steps: • List the stakeholder groups across the top • For each stakeholder group, place an “x” next to the current level of commitment • For each stakeholder group, place a dot next to the level of commitment required

for successful project completion • Draw an arrow *) from the “x” to the dot • Assess the amount of change needed in each stakeholder group • Identify specific actions to help each stakeholder group build the necessary

commitment People or Groups

Level of Commitment Sales Management Customer Enthusiastic support Will work hard to make it happen

Help it work Will lend appropriate support

Hesitant Holds some reservations; won’t volunteer

Indifferent Won’t help; won’t hurt

Uncooperative Will have to be prodded

Opposed Will openly act on and state opposition

Hostile Will block at all costs

*) How to draw an arrow: Go to View>Toolbars>Drawing: Click on the arrow sign and draw a line.


Forms of Resistance

Purpose: To address the issues of resistance that will surface during the implementation of your project. When to Use: • When the resistance to change will prevent implementing your solution(s) • When you need broader buy-in than anticipated to accomplish the change Type of Resistance Responses Surprise (shock, disbelief) • Surprise may be the result of avoidance on

the stakeholder’s part and/or insufficient communication

• “We didn’t see it coming…” • “What did we do wrong?”

Avoid becoming defensive Listen and learn Explain the purpose Use facts without selling Take the lead on content Describe improved state

Apprehension of the unknown (fear, worry) • “What about my job?” • “Am I going to be moved?” • “What about pay?” • “Will I be trained?” • “Who will I be working with?”

Listen and learn Identify “what is in it for me?” Avoid unnecessary actions Communicate step by step plan Outline the communication process Don’t make false promises

Skepticism • “When we did something like this before it

wasn’t better” • “I don’t see how this will improve what you

want to accomplish”

Listen and learn Speak to the benefits Demonstrate the urgency

Cynicism • “It won’t work” • “Yes, but…” • “This is really about…” • “It can’t be done”

Listen Avoid arguing Request neutrality

Complacency • “It works okay now” • “What’s the big rush” • “We have done it this way for years”

Listen and learn Demonstrate the urgency Speak to the benefits Avoid indictment of the past Inform that the status quo is not an option

in an ever changing business environmentChange Overload • “There are too many things we are being

asked to do differently” • “I can’t keep up with all the changes” • “There is too much going on in my life”

Listen and learn Map out the various concerns Avoid offering quick solutions to complex

matters Acknowledge the impact of personal

issues but avoid becoming a counselor


Measures & Policies Chart

Purpose: To help people adapt to and accept the change by providing a system that supports the desired behaviors. When to Use: When changes in behavior are required that need to be reinforced and supported. 1) Describe desired state:

2) List current performance measures:

3) List behaviors reinforced by current measures:

4) List revisions to measures:

5) List new behaviors desired:

6) List new measures/ideas to support these behaviors:

7) List current policies affecting process:

8) List behaviors reinforced by current policies:

9) List revisions to policies:

10) List new behaviors desired

11) List new policies/ideas to support these behaviors:



References

Project Planning - icicm.com · Review of DMAIC Exercise: Project Planning ... of the project...

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Transcript of Project Planning - icicm.com · Review of DMAIC Exercise: Project Planning ... of the project...