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  • Purpose: Set expectation of learning important new concepts, full uninterrupted interactive focus on topic Key Message: This workshop is designed to be short and high level. It works well when you also participate as you see these concepts and how they can apply to you operations. With the high level and short duration, it is important to be focused and always on time. Comments to Speaker: Validate: Laptops closed phones off Set time for return from breaks
  • GB have an STI on PT
  • Purpose: Introduce the system we now have in place that will allow us to house all company projects Six Sigma and otherwise. Key Message: In addition to the skills/competencies needed to run a successful project this training will also introduce you to the basic functionality of eProject. eProject provides each project type with a default structure based on the methodology being used, making it easy to remember/load tools related to each phase It also includes a lot of the functionality of MS project, or project planning tools, allowing you to set milestones, assign tasks, track financials, etc.
  • Key Purpose – Identifies the PMI (Project Management Institute) generic process for managing projects. Many organizations have aligned there internal process around the PMI approach. PMI is a non-profit organization that maintains a data base of “best practices” and tools for project management. Establishing a common methodology even between business is useful for collaboration on project from customers to suppliers. You can access the Project Management Institute web-site at pmi.org We are going to first look generically at the project management process. You will notice that the high level steps are typically similar. However, they differ extensively once you get into the details.
  • Key Purpose – To identify some typical steps that are taken to accomplish a phase or stage in the process Why are you doing the project – typically to take advantage of an opportunity or to meet some needs. At CHEP, often, the need for projects have already been established before they are given to project managers to plan and execute. However, there are many project that we initiate ourselves that could benefit from some rigor in defining their purpose and scope of activities. One of the tools commonly used in this phase is the “Threat Opportunity Matrix”. The Project Requirements Document, or Project Scope, Project Charter, Contract, etc. is usually and output of this phase. Many of the Project Team member are identified in this phase, such that they can be involved in the development of the project plan.
  • Key Purpose – Project plan typically includes these elements that are developed individually, in sequence and bundled together The plan consists of a number of elements that are often developed using specific tools that are used in the organization. Each of the tools builds on each other to create a complete plan. For Example: The budget is difficult to create without knowing the schedule, since time impact the cost of an activity. If an activity needs to be done in a shorter time span the cost is likely to go up It would be difficult to do a complete risk analysis on a project without knowing the resource that are assigned, or the critical path activities in the project schedule. The Project Scope Document is the High Level outline of the project. The Project Plan fills in the details on how it is going to get done.
  • Key Purpose: Establishing Action Plans and Communications are Key Procedures that need to be established by the Project Manager. Defining who will be doing the tasks required to accomplish the project activities. Identifying decision making responsibility Establishing communication processes
  • Key Purpose – a plan never goes as planned, it must be refined and updated. Tracking Progress to plan lets you know if you are on target or if a correction is required. Monitoring performance and managing to expectation Refocusing the team and individuals when required Assessing changes and managing scope creep. Effectively communicating changes.
  • Key Purpose – Legitimizing closing as a major activity Many projects fragment apart at the end. They typically don’t have a clean closing, and much knowledge is lost as a result. High Performing individuals typically are looking to move on to the next thing before the project comes to an end. Managing the end of a project requires rigorous behavior for the project manager to keep the activities focused.
  • Most of the initiating activities occur at the early phases of the project cycle. Most of the planning then follows the initiating and so on
  • Instructor Notes: The phases of IPECC also apply to the Product Development cycle
  • This is a Handout that should be printed and provided to Class
  • Improve - I1 – Key Learnings Objectives & Deliverables Improvements using Solution Generation Selection and Evaluation of Solutions

Click here to view this exclusive presentation.ppt Click here to view this exclusive presentation.ppt Presentation Transcript

  • Project Management Masterclass A Julie Brignac Group Vice President – Procurement, LeanSigma and Quality Brambles Limited October 2008
  • Workshop Guidelines
    • Too much material to cover in 1 hours, 40 minutes, so…..
      • I will touch on the strategic elements on Brambles’ approach to Project Management
    • Please silence mobile phones
    • Ask questions and collaborate
    Flip
  • IMPACTing Business Improvement Equipment Pooling Document Management Quality and Business Improvement
  • Company Statistics
    • Headquartered in Sydney, Australia
      • Parent company of CHEP Equipment Pooling Systems and Recall Information Management
      • Major offices in Orlando, Florida; Atlanta, Georgia and London, England
    • Listed on the Australian stock exchange
    • Approximately 13,000 employees in over 52 countries
    • FY08 Revenues = US $4.4B
  • What does Julie know about Project Management?
      • Early career in DuPont with Malcolm Baldridge focus on process improvement
        • Engineering Finance & Project Management
      • AlliedSignal  Honeywell
        • Introduced to Six Sigma and Lean
      • Supply Chain Operations career until……….
        • Director, Six Sigma – Integrated Supply Chain (Honeywell)
        • Six Sigma Deployment Leader (CHEP)
        • VP Purchasing/Material Productivity (Newell Rubbermaid/Sanford)
        • VP Quality & Six Sigma (Brambles)
        • Group VP, Procurement, LeanSigma and Quality (Brambles)
  • Art Reflecting Life?
  • Impact Methodologies Project Management Training
    • Six Sigma Toolset
      • DMAIC & DMADV
    • LEAN Toolset
    • Change Management Techniques
    • Project Management Skills
    • This was the missing element in IMPACT portfolio
    • Had deployed a successful LeanSigma program
    • Too many leaders lacked basic PM skills
      • Drove poor results and long cycle time
    • Basic Training Material Developed
    • Next Steps
      • Train the Trainer
      • “ Sales Kit” & Training Rollout across Regions
      • Advanced level PM training
  • Everything to cover in our allotted time
    • Project prioritization, selection, scoping, tracking and monitoring
    • Understanding the capacity for the organization to take on new projects
    • How does one keep the pipeline of projects coming in? Are there methodologies to identify projects to ensure that process improvement is continuous? Engaging the business to identify project opportunities
    • Ensuring that the right process is in place for each selected project
    • Achieving collaboration across project managers to solve the overall organizational problems
    • Keeping ongoing projects on schedule
    • Measuring the success and maturity of program
    • Sustaining controls once a project has closed
    • Translation of projects across regions, departments and other projects
    WOW
  • The answers……
    • Project prioritization, selection, scoping, tracking and monitoring
      • Understand and define the Project Lifecycle
    • Understanding the capacity for the organization to take on new projects
      • Link to the organization’s objectives or QFD
    • How does one keep the pipeline of projects coming in? Are there methodologies to identify projects to ensure that process improvement is continuous?
      • Develop and utilize a Methodology Selector
    • Ensuring that the right process is in place for each selected project
  • The answers ……(continued)
    • Achieving collaboration across project managers to solve the overall organizational problems
      • Regular project reviews
    • Keeping ongoing projects on schedule
      • Project Management database with governance
    • Measuring the success and maturity of program
      • Establish annual goals and put into the performance objectives
    • Sustaining controls once a project has closed
      • It’s hard to do!
      • Control charts; metrics posting; performance goals
    • Translation of projects across regions, departments and other projects
      • It’s hard to do!
      • A database helps
      • Regular forums to identify and share translatable projects
  • How it started after LeanSigma
    • Developed introductory PM training that
      • Defined what a project is
      • Developed a project methodology and toolset selector
      • Developed a consistent way to run projects
      • Determined a consistent answer on “how do I run a project”
        • Framework and Templates
        • Training and skills development
          • How to drive behavioral change (CMT)
          • How to effectively lead teams and manage projects (PM)
    • Impact seen in project effectiveness
      • Cycle Time
      • Project Impact
  • Why Project Management?
    • Project Management skills were still lacking at Brambles
      • Even after a very successful LeanSigma program launch
    • No standard methodology / framework for the projects that did not fit Six Sigma or Lean
      • e.g. Many project managers own personal favorite methodology
      • Many significant projects run ad hoc with no methodology or process
    • Six Sigma & Lean project leaders lacked basic PM skills
      • Team dynamics, managing schedule, facilitation, effective collaboration with sponsor etc.
    Effective Project Management Skills is a Key Driver of Project Success
  • Project Management Life Cycle Project prioritization, selection, scoping, tracking and monitoring
  • Capacity, pipeline, prioritization
    • Link to the organization’s objectives
      • Utilize the QFD process
      • Understand and link projects to the main goals of the organization
    • Do not allow pet projects
    • If you cannot link a project to a measurable tangible or intangible goal for the fiscal year, it should not proceed
    • If these rules are followed, there will not be a shortage of prioritized projects
  • IMPACT Methodology Selector
  • Sustainability
    • Sustainability is dependent on two things
      • Continued and consistent delivery of results
      • Leadership commitment
    • Establishing a regular project review and recognition process with leadership is crucial
    • Deliver the results – the program will survive
      • Control charts are powerful
      • Visible metrics and accountability in the leadership’s objectives
    However, don’t ignore that revitalization is necessary
  • Project Management Database
    • A project management database is key to a sustaining a strong project management culture
    • Brambles uses EnterpriseTrack from Instantis
      • Implemented in February 2006 for LeanSigma projects
      • All other functions onboarded by December 2008, including IT
      • Brambles renamed it eProject It supports all project methodologies, including:
        • IPECC for general projects
        • DMAIC & DFSS for Six Sigma projects
        • Lean for Lean Transformation projects and Kaizen events
        • RUP and Software Development for IT-related projects
      • It is “workflow-enabled” to alert project team members of assignments and their due dates
      • It provides “real time” status of projects
    Flip
  • Project Management Training Scope
    • Keep it simple for phase 1
      • Start by rolling out basic PM training
    • Defined PM Framework
      • Aligned to existing business improvement methods
    • Modules on best practices / key PM tools for all project types
    • Functional teams trained as experts initially to support / mentor project leaders
  • IPECC Framework From strategic project goals to operational impact Act Operationally Plan Tactically Think Strategically Initiation Execution Planning Closing Controlling What is the result wanted? How will this get done? What must I do?
  • IPECC Methodology Planning, Executing and Controlling Phases tend to be Iterative Initiating Planning Executing Closing Controlling
  • Project Management Framework IPECC EFFECTIVE TEAM MEETINGS PROJECT CHARTER TEAM ROLES CONFLICT MANAGEMENT SCOPE MANAGEMENT TEAM MANAGEMENT PROJECT PLANNING COMMUNICATION RISK / ISSUE MANAGEMENT BUDGET MANAGEMENT PROJECT PITFALLS INITIATE PLAN EXECUTE CONTROL CLOSE
  • Project Management Framework DMAIC EFFECTIVE TEAM MEETINGS PROJECT CHARTER TEAM ROLES CONFLICT MANAGEMENT SCOPE MANAGEMENT TEAM MANAGEMENT PROJECT PLANNING COMMUNICATION RISK / ISSUE MANAGEMENT BUDGET MANAGEMENT PROJECT PITFALLS PROJECT PLANNING DEFINE MEASURE ANALYZE IMPROVE CONTROL
  • Project Phases Initiating
    • Brief phase that starts the project process
    • Demonstrate project need and feasibility
    • Defining project requirements
    • Developing the project team
    • Key is to launch project
    Project Charter Document
    • Threat/Opportunity
    • Customer Requirements
    • Goals & Deliverables
    • Tollgates
    • Role Responsibilities
    • Scope of Activity
    • Review project scope for completeness
      • Refine project estimates
      • Assign project roles and responsibilities
      • Conduct a “kick-off” meeting
    Deliverables in eProject
  • Project Phases Planning
    • Largest phase from an effort and deliverable perspective
    • Create project schedule
    • Assigning resources
    • Establishing budget
    • Stakeholder analysis
    • Assessing risk
    • Assembling project plan
    • All the project details are planned to ensure effective executions
    Risk Plan Stakeholder Roles Budget Schedule Project Charter Document
    • Detailed project scope
      • Detailed project plan
      • Detailed resource plan
      • Refined project estimate
      • Quality plan
      • Organizational HR change plan
      • Risk plan
    Deliverables in eProject
  • Project Phases Executing
    • The actual project work is accomplished
    • Making assignments
    • Establishing procedures
    • Communication plan
    • All aspects of the plan are performed and outputs delivered
    Communications Plan Action Plan Schedule Schedule Project Charter Document
      • Develop / build project deliverables
      • Manage project team
    Deliverables in eProject
  • Project Phases Controlling
    • As the work is executed it is important to monitor the project work and ensure activities are performed as planned.
    • Managing assignments
    • Assessing progress to plan
    • Managing changes
    Change Documents Tracking Scorecards Project Charter Document
      • Change control
      • Schedule control
      • Cost control
      • Quality control
      • Risk & Issues management
    Deliverables in eProject
  • Project Phases Closing
    • Formal project closure after all deliverables are accepted
    • Close all contracts etc.
    • Final project review
    • Develop closeout & transition plan
    • Create final report
    • Post project feedback/lessons learned
    Lessons Learned SOP’s Project Charter Document
      • Close project in eProject
    Deliverables in eProject
  • Processes and Project Manager Time 32 Initiation Execution Planning Closing Control
  • Project Lifecycle The project phases are not always linear. Typically, project phases overlap.
  • Project Life Cycle vs. Product Development Life Cycle Feasibility Study Detailed Design Prototype Development Product Development Life Cycle Manufacturing Ramp Up Initiation Planning Execution & Control Closing
  • Initiating Planning Executing Closing Controlling
    • Phase Objectives:
    • Demonstrate project need
    • Define project requirements
    • Develop the project team
    • Deliverables:
    • Project charter/scope document
    • Phase Objectives:
    • Create project schedule
    • Assign resources
    • Stakeholder Analysis
    • Asses risk
    • Assemble project plan
    • Deliverables:
    • Detailed project plant
    • Tools/Concepts:
    • Team charter template
    • SMART Goal definitions
    • RASIC
    • Tools/Concepts:
    • Work Breakdown Structure
    • GANTT charts
    • Critical Path
    • Stakeholder mapping
    • Stakeholder analysis
    • Phase Objectives:
    • Making assignments
    • Establishing procedures
    • Communication plan
    • Deliverables:
    • Execute the plan
    • Phase Objectives:
    • Develop close out & transition plan
    • “ Clean up after yourself”
    • Deliverables:
    • Create final report
    • Phase Objectives:
    • Manage assignments
    • Assess progress
    • Manage change
    • Deliverables:
    • Managing the project
    Fundamentals of Project Management – Project Lifecycle
    • Tools/Concepts:
    • Scorecards
    • Scope change document
    • Tools/Concepts:
    • Work Breakdown Structure
    • GANTT charts
    • Risk Matrix
    • Tools/Concepts:
    • SOP’s
    • Project Documentation
  • Key Learnings – IPECC Methodology
    • IPECC is a standard methodology for projects
    • Used worldwide and endorsed by the Project Management Institute
    • IPECC methodology is applicable when implementing a known solution
    • For projects when solution is not yet identified, DMAIC methodology is more relevant
      • PM Tools (i.e. soft skills) are still applicable but project framework should be DMAIC
    IPECC provides a standard approach and common language for implementing projects
  • Summary
    • Project prioritization, selection, scoping, tracking and monitoring
      • Understand and define the Project Lifecycle
    • Understanding the capacity for the organization to take on new projects
      • Link to the organization’s objectives or QFD
    • How does one keep the pipeline of projects coming in? Are there methodologies to identify projects to ensure that process improvement is continuous?
      • Develop and utilize a Methodology Selector
    • Ensuring that the right process is in place for each selected project
  • Summary
    • Achieving collaboration across project managers to solve the overall organizational problems
      • Regular project reviews
    • Keeping ongoing projects on schedule
      • Project Management database with governance
    • Measuring the success and maturity of program
      • Establish annual goals and put into the performance objectives
    • Sustaining controls once a project has closed
      • It’s hard to do!
      • Control charts; metrics posting; performance goals
    • Translation of projects across regions, departments and other projects
      • It’s hard to do!
      • A database helps
      • Regular forums to identify and share translatable projects
  • Questions? Thank you for your attention