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UNCLASSIFIED / FOUO                         Black Belt                          Improve                      Tollgate Brie...
UNCLASSIFIED / FOUO Tollgate Requirements - Improve                        NG CPI BLACK BELT TOLLGATE REQUIREMENTS        ...
UNCLASSIFIED / FOUO Improve Tollgate Templates                 NOTE: THIS IS A TEMPLATE FOR ALL NG CPI BELTS   NG has deve...
UNCLASSIFIED / FOUO Define Charter and Timeline                                   Team Members        Name                ...
UNCLASSIFIED / FOUOMeasure Overview                                             Baseline Statistics                       ...
UNCLASSIFIED / FOUO Analyze Overview                                                     Fishbone Diagram                 ...
UNCLASSIFIED / FOUO Solution Selection Matrix                                                                             ...
UNCLASSIFIED / FOUO Implementation Plan  PROJECT NAME                 DIVISION                                            ...
UNCLASSIFIED / FOUO Pilot Plan    Pilot                                     Description                               Succ...
UNCLASSIFIED / FOUO         Pilot Results          Data Collected:                                     Plan               ...
UNCLASSIFIED / FOUOFailure Mode Effects Analysis (FMEA)                                                                   ...
UNCLASSIFIED / FOUO          Descriptive Statistics / Process Capability                                 “As Is” Process C...
UNCLASSIFIED / FOUOControl Chart                              P Chart for Total Defectives                   0.10         ...
UNCLASSIFIED / FOUO   “As Is” vs. “To Be” Process Map                         “As Is” Process                        To Be...
UNCLASSIFIED / FOUO  Related Project Consideration                  Multi-Generation Project Plan                         ...
UNCLASSIFIED / FOUO Project Barriers/Issues/Risks          Barriers          Issues          Risks                     ...
UNCLASSIFIED / FOUO Improve Storyboard  Define                                          1.2 Day                Project Cha...
UNCLASSIFIED / FOUO 8-Step A3 Project Summary Report               Company:                 Department:   Date:           ...
UNCLASSIFIED / FOUO   NG CPI Tollgate Tool                                                                    8-STEP PROCE...
UNCLASSIFIED / FOUO                      Appendix                                                       20                ...
UNCLASSIFIED / FOUO Cross Functional Team                             Team Members         Name         Role              ...
UNCLASSIFIED / FOUO Replication Check   I confirm that:        DEPMS (DoD Enterprise Performance Management System) has b...
UNCLASSIFIED / FOUO Strategic Alignment     The Define Tollgate requires a linkage to organizational strategy.         In...
UNCLASSIFIED / FOUO Business Impact         Insert as much information as possible about the potential operational       ...
UNCLASSIFIED / FOUOHigh-Level Process Map (SIPOC)         Suppliers    Inputs       Process          Outputs             C...
UNCLASSIFIED / FOUO Voice of Customer / Voice of Business                                                                 ...
UNCLASSIFIED / FOUO Stakeholder Analysis                                      Stakeholder                     Explanation ...
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
NG BB 51 IMPROVE Tollgate
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NG BB 51 IMPROVE Tollgate

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Transcript of "NG BB 51 IMPROVE Tollgate"

  1. 1. UNCLASSIFIED / FOUO Black Belt Improve Tollgate Briefing Project Name DEPMS Project Number Name of Belt Organization Date UNCLASSIFIED / FOUO
  2. 2. UNCLASSIFIED / FOUO Tollgate Requirements - Improve NG CPI BLACK BELT TOLLGATE REQUIREMENTS PROJECT DELIVERABLES NGB COMMENTS IMPROVE Solution Prioritization / Selection Mandatory Brainstorm/prioritize Future State Process Map Mandatory Implementation / Improvement Plan Mandatory Action plan Pilot Plan / Pilot Results Recommended New Process Capability / Sigma Level / DPMO Mandatory Based on data type New Control Charts Recommended Not appl to all projects Storyboard / A3 Mandatory 1-page proj summary Barriers/Issues/Risks Mandatory Quick Wins Recommended Lessons Learned Optional 2 UNCLASSIFIED / FOUO
  3. 3. UNCLASSIFIED / FOUO Improve Tollgate Templates NOTE: THIS IS A TEMPLATE FOR ALL NG CPI BELTS NG has developed this template as a basic format with standard deliverables to help guide NG CPI belts through the NG tollgate requirements for certification. It is recognized that each project is unique and has unique deliverables with unique flows. Therefore, this format does not have to be followed exactly to the letter of the law for your project. (DELETE THIS SLIDE FOR YOUR PROJECT) 3 UNCLASSIFIED / FOUO
  4. 4. UNCLASSIFIED / FOUO Define Charter and Timeline Team Members Name Role Affiliation DACI Black Belt Driver Master Black Belt Driver Take away Project Sponsor Approver message goes Process Owner Approver here Project Charter (impact ofProblem problem)Statement:Business Case: Project TimelineGoal Statement: Phase Start Stop StatusUnit: Define mm/dd/yy mm/dd/yyDefect: Measure mm/dd/yy mm/dd/yyCustomer Analyze mm/dd/yy mm/dd/yySpecifications: Improve mm/dd/yy mm/dd/yyProcess Start: Control mm/dd/yy mm/dd/yyProcess Stop: 4Scope: Required Deliverable UNCLASSIFIED / FOUO
  5. 5. UNCLASSIFIED / FOUOMeasure Overview Baseline Statistics Process Capability Process Capability of Delivery Time P otential (Within) C apability  VOC / VOB LSL Target USL Cp C PL 1.16 2.22  Unit (d) or Mean (c) W ithin C PU C pk 0.10 0.10 O v erall C C pk 1.16  Defect (d) or St. Dev. (c) O v erall C apability Pp 1.24  DPMO (d) PPL 2.37 PPU 0.11   PCE: (Cycle Time Only) PLT: (Cycle Time Only) - Example - LS L P pk C pm 0.11 0.35 P rocess D ata 10 T arget 20 USL 30 S ample M ean 29.1203  Sigma Quality Level S ample N S tD ev (Within) 266 2.87033 S tD ev (O v erall) 2.69154 12 16 20 24 28 32 36  MSA Results: show the percentage result of the GR&R or other O bserv ed P erformance E xp. Within P erformance E xp. O v erall P erformance P P M < LS L 0.00 measurement systems analysis carried out in the project P P M < LS L 0.00 PPM < LS L 0.00 PPM > USL 281954.89 PPM > USL 379619.67 PPM > USL 371895.18 P P M T otal 281954.89 PPM T otal 379619.67 P P M T otal 371895.18 Baseline “As Is” Performance Tools Used Summary for Delivery Time A nderson-D arling N ormality Test  Detailed process mapping  Time Series Plot A -S quared 1.95 P -V alue < M ean 0.005 29.128  Measurement Systems Analysis  Probability Plot S tD ev 2.677 V ariance S kew ness 7.169 0.201075  Value Stream Mapping  Pareto Analysis Kurtosis -0.471714 N M inimum 266 24.000  Data Collection Planning  Operational Definitions 5s 1st Q uartile 27.000  24 26 28 30 32 34 M edian 3rd Q uartile 29.000 31.000  Basic Statistics Generic Pull M aximum 35.000  95% C onfidence Interv al for M ean 28.805 29.451  Process Capability 95% C onfidence Interv al for M edian 29.000 29.000  Histograms  Control Charts 95% C onfidence Interv al for S tD ev 9 5 % C onfidence Inter v als 2.468 2.927 Mean 5 Median 28.8 28.9 29.0 29.1 29.2 29.3 29.4 Required Deliverable UNCLASSIFIED / FOUO
  6. 6. UNCLASSIFIED / FOUO Analyze Overview Fishbone Diagram Cause and Effect Matrix Ra ting of Importa nce to Facilities & Equipment Custome r Materials Manpower 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Wrong Location Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Requirement Space Lack of Seats No Standardization of seats Lack of Knowledge Old Buildings Total Inequality in seats New Codes Proce ss Ste p Proce ss Input Lack of Funds Lack of Controls Not Suited for “Dedicated” to Task 1 0 Senior Leader Current Mission (Type of Space) 2 3 0 0 No Suitable space to Assign 4 0 Getting Seats Takes Time 5 6 0 0 (Y) Effect: 7 0 8 0 9 0 10 0 PLT = 5 days 11 0 Vague Lack of Database 12 0 Reqmts 13 0 People Unplanned Programs (too long) 14 0 15 0 Multiple Paths Facilities 16 0 17 0 Location (Competing for 18 0 Same Space) 19 0 20 0 Lack of Controls 0 Senior Leadership 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Total Delays in elevating Too Long (Time) Lower Spec Collocation Target Impasse issues Mold, HVAC Crashes Upper Spec Approvals This table prov ides the initial input to the FMEA. W hen each of the output variables (requirements) are not correct, that represents potential "EFFECTS". W hen each input Methods Mother Nature Measurements variable is not correct, that represents "Failure Modes". CAO/IPT Time Avail Unforeseen Funding Decision to Wait 1. List the Key Process Output Variables 2. Rate each v ariable on a 1-to-10 scale to importantance to the customer Circumstances 3. List Key Process Input Variables 4. Rate each v ariables relationship to each output variable on a 1-to-10 scale 5. Select the top input variables to start the FMEA process; Determine how each selected Competency vs. PMA input varable can "go wrong" and place that in the Failure Mode column of the FMEA. Critical X/Root Causes Analysis Root Cause/Effect Pareto Chart 100 150 80  Root cause:  Effect - Example - Percent 100 60 Count 50 40  Root cause: 20  Effect 0 0 Defect So ut h No r th Ea s t Oth e rs  Root cause: Count 100 50 15 6 Percent 58.5 29.2 8.8 3.5  Effect 6 Cum % 58.5 87.7 96.5 100.0 Required Deliverable UNCLASSIFIED / FOUO
  7. 7. UNCLASSIFIED / FOUO Solution Selection Matrix Per Commercial Terms Time to Issue Invoice Root Causes (Xs)? - Example - Level of Effort Presentation Overall Impact Rating Complete Accuracy Risk Rating Root Cause Significance Rating ? 10 10 10 10 10 10 Potential Improvements ? Impact Rating Offshore Costs 7 1 5 8 1 10 320 8 Commercial Terms 8 4 2 5 10 7 360 7 Quantity of Source Data 8 5 7 7 1 10 380 6 Reconciliation 10 10 10 1 10 10 510 6 Quality of Source Data 7 7 7 7 7 7 420 7 Training 8 7 10 5 8 10 480 6 Client (eg RCTI) 6 2 2 10 8 8 360 5 Job Setup 10 4 10 6 10 10 500 5 Payroll Close Date 8 10 1 1 1 8 290 8 Pre-Billing 10 8 6 8 2 10 440 5 Client Reporting Requirements 7 9 4 10 10 10 500 4 Delivery Method 9 1 1 5 5 7 280 9 Job Completion 7 10 1 7 5 10 400 3 Job Manager Requirements 9 7 5 4 8 9 420 2 * Solutions ranked > 450 have been selected to be implemented 7 Required DeliverableUNCLASSIFIED / FOUO
  8. 8. UNCLASSIFIED / FOUO Implementation Plan PROJECT NAME DIVISION GREEN BELT DATE PROJECT SPONSOR SERVICE AREA / FUNCTION / SERVICE BLACK BELT Responsible Implementation Control Action Target/ Actual Solution Improvement Action Individual/ Issues/Barriers Risk Mitigation Current Status/ Comments Number Number Complete Date Solution Owner 1 2 3 4 5 6 7 8 8 Required DeliverableUNCLASSIFIED / FOUO
  9. 9. UNCLASSIFIED / FOUO Pilot Plan Pilot Description Success Criteria Test Team Schedule Test • Sample Check-in Data Sets to be entered in Hand- • Data Set Entry Accuracy BR, KM, plus Start 3/1 Hand- Chek device < 3.4 DPMO Hot-Chek Complete 3/3 Chek/ • Sample Data Sets Transmitted to Hot-Chek System • Data Set Entry Time < tech rep Hot-Chek – All Hotel Floors, All Hotel Rooms 6 Seconds Interface • Confirmation Data Received from Hot-Chek to • Data Set Transmission/ Test Hand-Chek Device – All Hotel Floors, All Hotel Reception Accuracy < Rooms 3.4 DPMO • Sample Guest Data Entered in Hot-Chek System • Data Set Entry Accuracy BR, KM, + 6 Start 3/6 (variety of room requirements) < 3.4 DPMO Check-in Complete 3/7 • “Guests” (Hotel Employees) Walked Through • Data Set Entry Time < Staff Check-in 6 Seconds Check-in Process (90% Pre-Registered, 10% Non- Verificatio • Data Set Transmission/ Pre-Registered) n Test Reception Accuracy < • Volume Stress Test – Simulated Arrival 20 Guests in a “Tour Bus” 3.4 DPMO • Design Scorecard CCRs • Process Measurements recorded via Observer (see Design Scorecard); “Guest” Observations Recorded. • 25 Guests invited to experience new hotel check-in • Data Set Entry Accuracy BR, KM, + 6 Start 3/10 p < 3.4 DPMO Check-in Complete • Guests “pre-registered” with their room • Data Set Entry Time < Staff 3/10 Check-in requirements in Hot-Chek system. 6 Seconds Validation • Guests Walked Through Check-in Process (90% • Data Set Transmission/ - Example - Test Pre-Registered, 10% Non-Pre-Registered) Reception Accuracy < • Process Measurements recorded via Observer (see 3.4 DPMO Design Scorecard) • Design Scorecard CCRs • Guests Debriefed Following Experience. Recommended Deliverable 9 UNCLASSIFIED / FOUO
  10. 10. UNCLASSIFIED / FOUO Pilot Results Data Collected: Plan Pilot Measure Target x s Comments PLT 1 minute 0.5 min. 0.05 min. Improved PLT Data Accuracy < 3.4 DPMO 100 DPMO Decreased DPMO PCE < 10 % < 15 % Improved PCE Pilot Observations: 1) Data Entry sequence was confusing GAP Analysis/Root Causes: 1) SOP wasn’t clear; need to lay it out better before implementation 2) Order of questions needs to be reevaluated Follow-up Actions: 1) Revise SOP on order of questions asked and flow, and run pilot again - Example - Recommended Deliverable 10 UNCLASSIFIED / FOUO
  11. 11. UNCLASSIFIED / FOUOFailure Mode Effects Analysis (FMEA) O O Process Step / Potential Failure Potential Failure Potential Root D Actions D S C Current Controls Resp. Actions Taken S C Input Mode (X) Effects (Y) Causes E Recommended E E C E C T T What is the In what ways does What is the impact V What causes the Key U What are the existing What are the What are the V U E E R process step the Key Input go on the Key Output E Input to go wrong? R controls and procedures actions for reducing completed actions E R C RPN C P and Input wrong? Variables (Customer R R (inspection and test) that the occurrence of taken with the R R T T N under Requirements)? I E prevent either the cause the cause, or recalculated I E I I investigation? T N or the Failure Mode? improving RPN? T N O O Y C detection? Y C N N E E Updating Ineffective Discrepancies: POI vs Adjust templates to Ineffective reviews 5 4 None 5 100 PMO 5 2 2 20 Tollgates templates Templates match POI Users and leaders Slide purposes not Adjust slide titles 4 None 4 80 PMO 1 2 10 dont buy-in to LSS clear and notes Redundant and NVA Eliminate NVA 3 None 4 60 PMO 1 2 10 slides slides Incomplete SOP or Develop "read me" 3 None 5 75 PMO 1 2 10 "Help" within PS slides Updating Too many steps to Link templates to Inefficient updating 3 NVA steps 5 None 4 60 PMO 3 3 2 18 Tollgates build/update PS Phase Users get frustrated Too many choices Eliminate NVA; 4 None 4 48 PMO 2 2 12 and delay projects between templates group in folders Inconsistent file Simple names; 3 None 4 36 PMO 1 2 6 names and locations group in folders LSS Tool Not all LSS tools & User cannot find Not all tools available Revise list of tools 4 5 None 4 80 PMO 4 2 2 16 Access refs in PS tools & references in PS and joggers Project completion is Poor explanation in Develop direct 3 None 3 36 PMO 2 2 16 delayed some references access pdf file LSS Tool Too many steps to Inefficient retrieval of Multiple means for "Read me" file; one 2 3 None 5 30 PMO 2 2 2 8 Access retrieve tools LSS tools/refs accessing tools folder Eliminate NVA NVA steps 3 None 5 30 PMO 2 2 8 steps - Example - 11 Required Deliverable UNCLASSIFIED / FOUO
  12. 12. UNCLASSIFIED / FOUO Descriptive Statistics / Process Capability “As Is” Process Capability “New” Process Capability Process Capability Analysis for Cholesterol Process Capability Analysis for Control USL USL Process Data Process Data 220.000 ST ST USL 220.000et * LT LT Target * * LSL * 193.133 Mean 184.967 le N 30 Sample N 30v (ST) 26.0455v (LT) 22.4931 StDev (ST) 20.4206 StDev (LT) 16.3662ntial (ST) Capability * Potential (ST) Capability 0.34 Cp * * 0.34 CPU CPL Process Capability Analysis for Cholesterol Cap 0.57 * Process * Cpk 0.57 120 140 160 180 200 220 240 260 Cpm * 140 160 180 200 220 240erall (LT) Capability * Observed Performance PPM < LSL * Expected ST Performance PPM < LSL * Expected LT Performance PPM < LSL * USL Process Data Overall (LT) Capability Observed Performance ProcessST Performance Expected Data Expected LT Performance 0.40 PPM > USL 133333.33 PPM > USL 151146.50 PPM > USL 116152.65 Pp * PPM < LSL * PPM < LSL * PPM < LSL * * PPM Total USL 133333.33 PPM Total 220.000 Total 151146.50 PPM 116152.65 0.40 Target * - Example - PPU PPL Ppk 0.71 * 0.71 PPM > USL PPM Total USL 0.00 0.00 Target PPM > USL PPM Total 220.000 43119.06 43119.06 * PPM > USL PPM Total 16153.51 16153.51 LSL * LSL * Mean 193.133 Mean 184.967 Sample N 30 Sample N 30 StDev (ST) 26.0455 StDev (ST) 20.4206 StDev (LT) 22.4931 StDev (LT) 16.3662 Potential (ST) Capability 12 Cp * Required Deliverable Potential (ST) Capability Cp * UNCLASSIFIED / FOUO
  13. 13. UNCLASSIFIED / FOUOControl Chart P Chart for Total Defectives 0.10 - Example - Feb/Mar Data Confirms Process Has Remained In Control 3.0SL=0.08162 Proportion 0.05 P=0.03817 0.00 -3.0SL=0.00E+00 0 50 100 150 Sample Number Recommended Deliverable 13 UNCLASSIFIED / FOUO
  14. 14. UNCLASSIFIED / FOUO “As Is” vs. “To Be” Process Map “As Is” Process To Be Process - Example - Required Deliverable 14 UNCLASSIFIED / FOUO
  15. 15. UNCLASSIFIED / FOUO Related Project Consideration Multi-Generation Project Plan (MGPP) Generation 1 Generation 2 Generation 3 (Date) (Date) (Date) Vision Process Generation Platforms / Technology Optional Deliverable 15 UNCLASSIFIED / FOUO
  16. 16. UNCLASSIFIED / FOUO Project Barriers/Issues/Risks  Barriers  Issues  Risks Required Deliverable 16 UNCLASSIFIED / FOUO
  17. 17. UNCLASSIFIED / FOUO Improve Storyboard Define 1.2 Day Project Charter CCR Gap Sigma Performanc BUS CASE: Be #2 Fin Service Provider e Level of 1.3 GOAL: Reduce Loan/Lease CT from 9.2 to 8.0 days by July 1 Measure FIN IMPACT: $2.7M per year Analyze - Example - Improve Pilot Plan Loan or Lease Screen “Officer performs Entry both” & “Officers changed”, Color eliminated as Printouts contributors to high Rewards cycle time. & RecogOfficer Work & Turnover, Waiting, & Automation Affect CT; Job Aids affect Variation in CT Flex Required Deliverable Time 17 UNCLASSIFIED / FOUO
  18. 18. UNCLASSIFIED / FOUO 8-Step A3 Project Summary Report Company: Department: Date: Prepared by: 1. Define the problem situation 3. Action plans to correct problems 2. Problem Analysis 4. Results of Activity 5. Future Steps 18 UNCLASSIFIED / FOUO
  19. 19. UNCLASSIFIED / FOUO NG CPI Tollgate Tool 8-STEP PROCESS 1. Validate 2. Identify 3. Set 4. Find Root 5. Develop 6. See C-Ms 7. Confirm 8. Standardize Problem Gaps Targets Cause C-Ms Through Results Define Measure Analyze Improve Control  Project Charter • Problem Stmt Detailed As Is Process  Potential Xs  “To Be” Process Map  Process Control Plan • Defect Definition Map • Brainstorming • 5 Whys  Solution Generation /  Process Owner • Goal Statement  Value Stream Map • Fishbone Prioritization Accountability • Project Scope Affinity Diagram  Key Process Metrics • • Business Impact • Strat Alignment  Data Collection Plan  Critical Xs  Improvement Strategy  Updated Financial  Measure Systems • Cause & Effect Matrix • Improvement Model Benefits  Sponsor & Team • Hypothesis Testing • Implementation Plan Analysis • Pilot • Regression Replication Opportunities  Replication Check  Data Collected • “X” Improvement Target • Time Studies  Measurable Y  Baseline Data Analysis • Theory of Constraints  Mistake Proofing  Project Documentation  Voice of Customer • Descriptive Stats of revised policies,  FMEA SOP’s, procedures, and  Customer Specs • Graphs • Risk Analysis • Pareto Charts training  Voice of Business • Risk Mitigation Plan  Project Timeline  Est Financial Benefits  FMEA  Visual Process Control • Risk Analysis Tools (Optional)  Communication Plan  Control Charts (as • Risk Mitigation Plan • Stakeholder Analysis needed) High Level Process  Process Capability  Control Charts Map (SIPOC)  Process Capability I accept the Define I accept the Measure I accept the Analyze I accept the Improve I accept the Control Tollgate Tollgate Tollgate Tollgate Tollgate (Sponsor) (Sponsor) (Sponsor) (Sponsor) (Sponsor) (Process Owner) (Process Owner) (Process Owner) (Process Owner) (Process Owner) (MBB) (MBB) (MBB) (MBB) (MBB) (Finance Owner) (Finance Owner) 19 UNCLASSIFIED / FOUO
  20. 20. UNCLASSIFIED / FOUO Appendix 20 UNCLASSIFIED / FOUO
  21. 21. UNCLASSIFIED / FOUO Cross Functional Team Team Members Name Role Affiliation DACI Black Belt Driver Master Black Belt Driver Project Sponsor Approver Process Owner Approver Contributor Contributor Contributor Contributor Inform Inform Inform Inform 21 Required Deliverable UNCLASSIFIED / FOUO
  22. 22. UNCLASSIFIED / FOUO Replication Check I confirm that:  DEPMS (DoD Enterprise Performance Management System) has been searched for similar projects: Yes / No  Replication: List relevant initiatives / potential replication projects found (if any): • Project 1: (DEPMS # or other tracking tool project number) • Project 2:  Collaboration: Identify organizations that can/should be considered for working this project collaboratively: • Organization 1: • Organization 2: 22 Required Deliverable UNCLASSIFIED / FOUO
  23. 23. UNCLASSIFIED / FOUO Strategic Alignment The Define Tollgate requires a linkage to organizational strategy.  Include an organizational metric/metrics for which your project will help improve  Refer to your organization’s Strategic Plan and/or other referenced documents 23 Required Deliverable UNCLASSIFIED / FOUO
  24. 24. UNCLASSIFIED / FOUO Business Impact  Insert as much information as possible about the potential operational and/or financial benefits  Include any assumptions upon which these estimates are based Example: Operational benefits – This project is expected to reduce PLT by 35%, improve SQL from 1.2 to 3.0, save 20 man hours per shift Example: Financial benefits – This project is expected to save $xx in FYxx 24 Required Deliverable UNCLASSIFIED / FOUO
  25. 25. UNCLASSIFIED / FOUOHigh-Level Process Map (SIPOC) Suppliers Inputs Process Outputs Customers Measurable Y: 25 Required Deliverable UNCLASSIFIED / FOUO
  26. 26. UNCLASSIFIED / FOUO Voice of Customer / Voice of Business Critical Customer Voice of the Key Customer Issue(s) Requirement Customer / What does the customer want from us? What does the customer want from us? We should summarize key issues and We need to identify the issue(s) that translate them into specific and measurable prevent us from satisfying our requirements customers. CriticalBusiness Voice of the Key Process Issue(s) Requirement Business What does the business want/need from us? What does the business want/need from We should summarize key issues and us? We need to identify the issue(s) translate them into specific and measurable that prevent us from meeting strategic requirements goals/missions. 26 Required Deliverable UNCLASSIFIED / FOUO
  27. 27. UNCLASSIFIED / FOUO Stakeholder Analysis Stakeholder Explanation of Stakeholder’s Stakeholder Project Impact Level of Current Action Plan Stakeholder Current Attitude Score On Stakeholder Influence on Stakeholder For Name/Group Toward Project (H=3, M=2, L=1, (H, M, L) Success of Attitude Stakeholder ( +, 0, - ) +=3, 0=1, -=-3) Project (H,M,L) (list) Recommended Deliverable 27 UNCLASSIFIED / FOUO
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