Chapter 3-4 Project Management 3-4-1
Project Management Six Sigma involves a process of improvement projects. In order for these to be successful they must be managed. 3-4-2
Administrative Support Steering Committee Green Belts Black Belts SMEs DMAIIC Balance System DMAIIC Team Work Consensus Communication Stages of Team Group Dynamics Commitment Synergy Ground Rules Technical Skills Basic Tools Project Tools Statistical Tools SME Problem Solving DMAIIC Steps 3-4-3
A Project Is A project is a sequence of unique, complex, and connected activities having one goal or purpose that must be completed by a specific time, within budget, and according to requirements. 3-4-4
Project Management Definitions A project is any temporary, organized effort that creates a unique product, service, process, or plan. Projects bring together people from a range of jobs and provides them with the opportunity to collaborate. 3-4-5
More Definitions Project management supplies teams with a process that helps them co-ordinate their efforts so they my create the right product or service or process at the right time, for the right customer, within the resource limits established by the organization. 3-4-6
Project Characteristics One time endeavor Specific defined goal and deliverables Established starting point Identifiable end point Time oriented 3-4-7
Project Variables TIME COST SCOPE QUALITY RESOURCE AVAILABILITY 3-4-8
Project Management Overview Create charter Create team Develop project plan Complete project progress changes Close out project 3-4-9
Project Phases and the Project Life Cycle A project life cycleis a collection of project phases that defines: What work will be performed in each phase. What deliverables will be produced and when. Who is involved in each phase. How management will control and approve work produced in each phase. A deliverableis a product or service produced or provided as part of a project. 3-4-10
More on Project Phases In the early phases of a project life cycle: Resource needs are usually lowest. The level of uncertainty (risk) is highest. Project stakeholders have the greatest opportunity to influence the project. In the middle phases of a project life cycle: The certainty of completing a project increases. More resources are needed. In the final phase of a project life cycle: The focus is on ensuring that project requirements were met. The sponsor approves completion of the project. 3-4-11
Project Tasks Select team members Identify key dates Identify budgetary constraints Verify the project charter Outline tasks (per DMAIIC) Develop schedule Milestone chart Activity schedule 3-4-12
Scheduling Methods Gantt Chartshows the major activity and their duration 3-4-13
Scheduling Methods Critical Path Network shows the optimum time to complete the project and identifies slack time in the network. 3-4-14
A PERT chartshows the critical path and also looks at the risks associated with competing each step as they impact the required or estimated time. Scheduling Methods 3-4-15
Elements of Project Management Business Influences Problem Solving Organizational Influences People Management 3-4-16
Project Management Business Components Business Awareness Ensures that the project is linked to the organization s business plans and objectives. Partner Orientation Customer and supplier requirements 3-4-17
Project Management Problem Solving Components Initiative Innovative approaches Calculated risks Overcome obstacles Information Gathering Identifies stakeholders Identifies resources Obtains facts 3-4-18
Project Management Problem Solving Components Analytic Thinking Divides project into meaningful sub steps Develops plan Organizes data Conceptual Thinking Broad view Interaction with other business processes 3-4-19
Project Management Influence Components Interpersonal Awareness Know and understand team members Motivation Interpersonal relations Non-verbal behavior Organizational Awareness Anticipation of Impact 3-4-20
Project Management Influence Components Resourceful Use of Influence Other people s needs Senior management Cooperation Involves team members in planning activities 3-4-21
Project Management People Management Motivating Others Understand Goals Provide Opportunities Provide Reward and Recognition Assistance and Counseling 3-4-22
Project Management People Management Communications Skills Plans ahead for meetings Ensures common understanding Meets regularly with management and team Ensures presentations well organized 3-4-23
Project Management People Management Developing Others Training Feedback Monitoring and Controlling Plan Status Focus Responsibility 3-4-24
Project Risks Technology Poorly defined requirement Uncertain management environment Rigid cost and schedule constraints Stakeholder buy in 3-4-25
6 Sigma Project Phases Define Both for Steering Team and 6 Sigma Team Measure Analyze Improve and Implement Control 3-4-26
Define Phase Steering Team Activities Step 1: Identify Key Processes Consider its importance: Essential to business initiatives Products/services for most important customers Organization s primary reason for being Significant impacts on other processes People/Customer factors 3-4-27
Define Phase Steering Team Activities Step 2: Evaluate Key Processes Create High Level Flow of All Major Processes Identify Those with Significant Gaps Step 3: Select Improvement Opportunities Prioritize by: Business, Organization, Problems, and People/Customers 3-4-28
Define Phase Steering Team Activities Step 4: Assign Black Belt and Team Responsibilities Step 5: Charter Teams 3-4-29
Define Phase Steering Team Outputs Initial Charter for 6 Sigma Project Team Resources High Level Work Flow 3-4-30
Define Phase Team Activities Step 1: Describe the Problem and Approach Convey Initial Charter Communicate 6 Sigma Approach Just in time training of 6 Sigma tools Team Leadership Group Dynamics and Roles 3-4-31
Define Phase Team Activities Step 2: Establish Project Plan Verify problem statement Refine Charter Align with Steering Team Step 3: Define Project Activities Develop action plan Set meeting schedule 3-4-32
Define Phase Team Outputs Problem List Approved Charter Action/Project Plan 3-4-33
Define Phase - Tools Brainstorm Affinity Diagram Flowchart Problem Statement Interrelationship Digraph Contingency Diagram 3-4-34
Measure Phase Activities Step 1: Develop Flow of Work Surrounding the Problems Verify with those doing the work Compare to Standard Operating Procedures Identify non-value added activities 3-4-35
Measure Phase Activities Step 2: Obtain Customer, Employee, and Supplier Inputs on Problems Develop plan to obtain the inputs Assure inputs are within scope of team Track Customer, Business, Organizational, and People needs 3-4-36
Measure Phase Activities Step 3: Establish Baseline Data Determine simple, meaningful measures Use work flow to identify measure points Specify type of measures and units Collect, organize, and summarize data Step 4: Align with Steering Team 3-4-37
Measure Phase Outputs Work Flows Shows Customer and Supplier needs Location of measurements Problem areas Baseline Data 3-4-38
Measure Phase Tools Work Flow Activity Value Assessment SPC Tools 3-4-39
INPUT x x x x Where to Measure PROCESS x 1 x 2 x 3 Y = f (x 1, x 2,.) O U T P U T Y 40 Six Sigma Black Belt
Analyze Phase Activities Step 1: Analyze Data for Causes and Gaps ID variation occurs, conformance to specifications, and process capability Use graphical techniques to spot suspicious patterns and correlations Compare results to requirements Customer, Charter, Business, Organization 3-4-41
Analyze Phase Activities Step 2: Identify Root Causes Examine causes of gaps and variations Determine which root causes are Within the Team s scope Showing a cost/benefit to fix Step 3: Align with Steering Team 3-4-42
Analyze Phase Outputs Root Causes Quick Fixes Process Capabilities 3-4-43
Analyze Phase Tools Fishbone Why? Technique SPC Tools Pareto Scatter Plot Histogram C pk 3-4-44
Improve and Implement Phase Activities Step 1: Develop the Solution Generate multiple solutions Select best solution Impact on problem Value added Probability of success Ease of implementation Satisfies Customer, Business, Organization, People Recommend Control Phase measures 3-4-45
Improve and Implement Phase Activities Step 2: Test Solution Trial, if necessary Simple, small location will gain buy-in Solicit input on workability considering How well solution will work What needs to change The potential problems 3-4-46
Improve and Implement Phase Activities Step 3: Plan High Level Implementation Project Plan ID key steps and responsibilities Document the implementation plan Keep high level, since detailed plan is developed in next phase Consider training, technology needs, and communications of project plan Step 4: Align with Steering Team 3-4-47
Improve and Implement Phase Outputs Solutions Best Solution High Level Implementation Plan Ongoing Measures Recommendation 3-4-48
Improve Phase Tools Cost/Benefit Analysis (Cost of Quality) Network Diagram Force Field 3-4-49
Control Activities Modified/New Team Step 1: Execute the Implementation Project Plan Create detailed implementation plan Start with the high level plan from Analyze Reshape team membership to include subject matter expertise in solution areas Build support for the full implementation and implement the solution 3-4-50
Control Activities Modified/New Team Step 2: Develop and initiate ongoing monitoring and measurement plan Assure that gains are maintained Early warning of adverse trends Step 3: Align with Steering Team Team disbands or assigned new project 3-4-51
Control Activities Outputs Deployed 6 Sigma Project Ongoing Control of Completed Project Through Monitoring Veteran Team Ready for New Assignment 3-4-52
Control Activities Tools SPC Tools Control Charts Daily Performance Reports 3-4-53
Measurement and Feedback Six Sigma is customer focused and process driven. Linking business processes to their impact on customers and financial performance requires that each business process be Identified Mapped Measured Improved 3-4-54