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
Project Management Masterclass A Julie Brignac Group Vice President – Procurement, LeanSigma and Quality Brambles Limited October 2008
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
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
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