Project charteractiontemplate

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  • 1. DPH Process Action Team (PAT)Project Charter Action Team Template Document produced by Grace Duffy, John Moran & Michael Rudis 1
  • 2. DPH Process Action Team (PAT)Introduction:This document has a template “Working Copy” of a Project Action Team Charter that you may use to helpguide you through the process of creating your own. These templates and guidelines have been providedcourtesy of Delaware (US) Public Health.After a few iterations of this charter, the executive sponsor, team leader, and facilitator will have a writtendocument that describes in detail what the team is to accomplish. This becomes the official work contractfor the team leader and the facilitator to begin the teaming process.For further details about creating Project Action Team Charters, please see the full article “Creating anEffective Team Charter” on the Process Excellence Network:http://www.processexcellencenetwork.com/article.cfm?externalID=5610CONTENTS: Document Pages Working Copy of the DPH Process Improvement Team (PAT) Charter 3-4 Official Copy of the DPH Process Improvement Team (PAT) Charter 5-7 DPH Process Improvement Team (PAT) Charter Guidelines 8-15
  • 3. DPH Process Action Team (PAT)PAT Name:Subject: Process Improvement OpportunityCharter Start Date: Charter End Date:Executive Sponsor:Team Leader:Facilitator: Team Member Section Area of Expertise Process Improvement Aim Process Improvement Objectives (SMART) 1. 2. 3. 4. 5.
  • 4. DPH Process Action Team (PAT) Success Metrics (Measures)1.2.3. Key Milestones1.2.3. Available Resources ______________Required Resources______________________________________________________________________________ Considerations (Assumptions, Constraints, Obstacles, & Risks) Boundaries Key Stakeholders Area of Concern Communication Plan
  • 5. DPH Process Action Team (PAT)PAT Name:Subject: Process Improvement Opportunity:Charter Start Date: Charter End Date: Executive Sponsor: Team Leader: Facilitator: Team Member Section Area of Expertise Process Improvement Aim: Process Improvement Objectives (SMART): 1. 2. 3. 4. 5. Success Metrics (Measures): 1. 2. 3. 5
  • 6. DPH Process Action Team (PAT) Key Milestones:1.2.3. Available Resources: Required Resources: Considerations (Assumptions, Constraints, Obstacles, Risks): Boundaries: Key Stakeholders Area of Concern Communication Plan:
  • 7. DPH Process Action Team (PAT)Signature PageDivision Director’s Printed Name Division Director’s SignatureExecutive Sponsor’s Printed Name Executive Sponsor’s Signature Team Leader’s Printed Name Team Leader’s Signature Facilitator’s Printed Name Facilitator’s Signature Team Member’s Printed Name Team Member’s Signature Team Member’s Printed Name Team Member’s Signature Team Member’s Printed Name Team Member’s Signature Team Member’s Printed Name Team Member’s Signature Team Member’s Printed Name Team Member’s Signature Team Member’s Printed Name Team Member’s Signature Team Member’s Printed Name Team Member’s Signature Team Member’s Printed Name Team Member’s Signature
  • 8. DPH Process Action Team (PAT) Charter Guidelines WHY IS IT SECTION WHAT IS DOES? EXAMPLE TIP IMPORTANT? Identifies the team. Enables the team to WIC (Women, Infants, Keep it simple, unique, distinguish the effort from and Children) Waiting and easily stated. others. Room Time Reduction PAT Name Team. Identifies the area of Clarifies the intent of the WIC Intake Department Make it clear and focus. project. waiting time succinct. Subject States why this effort was Orients team and others WIC applicants are This is the most important initiated and what will be to the true need for the complaining that it takes part of the Charter. It is affected by the outcome. effort. The source and too much time to process the foundation for PAT analysis of the data that their in-person application formation. Its important identified the problem or and there is a lack of to ensure that it is well opportunity should be privacy while giving thought through andProcess Improvement included and used as a information to the clerk. agreed upon by the Opportunity baseline. Executive Sponsor, Team Leader, and Facilitator. 8
  • 9. DPH Process Action Team (PAT) Charter Guidelines WHY IS IT SECTION WHAT IS DOES? EXAMPLE TIP IMPORTANT? Signifies the day the Keeps the team focused Charter Start Date: Make sure these dates charter goes into effect on “beginning with the September 17, 2011 are reasonable and and the date the team end in mind. This is not Charter End Date: agreed upon by the adjourns. necessarily the date the December 20, 2011 Executive Sponsor, Team Team Leader reports Leader, and Facilitator. results to the Executive Charter Dates Sponsor. Identifies the senior This Leadership Team Mary James, Local It’s a good idea for all leader that supports member has overall Health Department members of the PAT to and/or initiated this effort. authority and Administrator meet the Executive Designated by the responsibility for Sponsor prior to the leadership team to hold organizing the team that initiation of the Charter. overall responsibility for will address the Process the strategy and its Improvement execution. Opportunity. They have overall operationalExecutive Sponsor accountability. The Executive Sponsor will be expected to break down barriers and “go to bat” for the team.
  • 10. DPH Process Action Team (PAT) Charter Guidelines WHY IS IT SECTION WHAT IS DOES? EXAMPLE TIP IMPORTANT? Identifies one individual Establishes who will Josephine Smith, WIC Select a Team Leader who will guide the team conduct team meetings, Manager that has a broad to achieve successful provide focus and understanding of the outcomes and who will direction, and will ensure process improvement communicate to senior productive use of team opportunity. leaders. member’s time. ThisTeam Leader person is not necessarily the same individual who will be “in charge” of the process, but should be a person who will “lose sleep” over the outcome. Moves a team forward Quality facilitators use Joe Bagodonuts, To eliminate the through a series of observation, intervention, Facilitator Extraordinaire possibility of personal scheduled meetings feedback, coaching, and bias and the risk of aimed at attaining the team member personality getting involved with goal established by the differences to conduct decision making and team and team leader. effective meetings. solutions, it’s important to Facilitator Quality facilitators are not select a facilitator that subject matter experts, knows as little about the but rather focus on how process as possible. effectively the team is working.
  • 11. DPH Process Action Team (PAT) Charter Guidelines WHY IS IT SECTION WHAT IS DOES? EXAMPLE TIP IMPORTANT? Defines who will be on Assure that all the people Team Member: Wilma You may have people the team and why necessary to effect Bates – WIC Intake that you do not need on change will be involved. supervisor. the core team. However, they are key stakeholders and must be consulted with, and made aware of, changes. TheseTeam Member/Section/ individuals should be Area of Expertise identified in the Charter. Refer to the high level process utilized to define the scope to verify that the team has representation from each major process step. It describes what the Clarifies where the team AIM: To reduce the Most successful team intends to do, is going and enables waiting time by 50%. improvement efforts have providing the team with a them to know when they a succinct aim with a focus and a way to get there. A well stated measurable stretch goal.Process Improvement measure progress. The aim affords a team the The measure should be Aim aim should be derived opportunity to improve monitored over time and from a known problem many aspects of the tracked in the form of a (data) and need for system or process related statistical process control corrective action. to the aim. chart.
  • 12. DPH Process Action Team (PAT) Charter Guidelines WHY IS IT SECTION WHAT IS DOES? EXAMPLE TIP IMPORTANT? Listing out the specific It enables the team to Eliminating Waste Group similar objectives and measurable reach consensus on what  Eliminate unnecessary and give them aProcess Improvement objectives for the effort will be addressed during waiting time descriptive title; forObjectives (SMART = will help define the the course of the effort.  Reduce duplicative example, EliminatingSpecific, Measureable, opportunities to improve. data entry Waste. GroupingAchievable, Realistic, objectives into change Time Dependent) concepts facilitates creative thinking with improvement teams. Defines how you Metrics help the team Overall applicant cycle Be specific. Agree to measure the success of and sponsor to time to get service and definitions & data the improvement effort or understand when and if complete an application sources. It is ideal to the project as a whole. an implemented will be reduced by 50%. have a balanced set of improvement is meeting measures: Identify one Success Metrics the desired goal. overarching measure that (Measures) Use sampling. can be a gauge for the entire effort, measure it over time and use a control chart. This should relate to the Process Improvement Aim. Marks significant Holds the team Current State Schedule milestone expectations and/or accountable. Maps Assessment due March reviews on senior deliverables the team can progress. 15th. management calendars Key Milestones expect. Recommendations to be well in advance to make presented to senior sure time is available leadership in 6 weeks. when the team is ready to present. WHY IS IT SECTION WHAT IS DOES? EXAMPLE TIP IMPORTANT?
  • 13. DPH Process Action Team (PAT) Charter Guidelines Articulate who and what Provides both the team Facilitator: Joe Validate availability of is available to support the and senior leadership Bagodonuts. Training resources as part of the team. This might include with an opportunity to workshops. definition stage of the a facilitator, trainers, or negotiate what the team Up to $5,000 for process improvementAvailable Resources funds. needs to be successful. miscellaneous office project. The team expenses. sponsor or process owner is usually the function that controls resource availability. Recognizes any Resources are scarce in Support from Location Physical layout changes additional resource the most organizations. It is Facilities department to may take time to design, team believes is best to be realistic in the re-work client waiting schedule and implement. necessary to achieve the use of resources and areas or create client Have the team think objectives of the process identify requirements at booths. ahead to anticipateRequired Resources improvement project. the onset of activities. If bottlenecks that may resources are occur during the unavailable, then options improvement project. can be pursued for alternative strategies.
  • 14. DPH Process Action Team (PAT) Charter Guidelines WHY IS IT SECTION WHAT IS DOES? EXAMPLE TIP IMPORTANT? Describes both positive Clarifies expectations; Assumption: The WIC Communicate with all and negative factors that requires people to reflect intake area can be areas of the organization must be discussed and on the effort in a more rearranged to make for affected by the process understood prior to the thoughtful way; can private booths improvements work beginning. redefine the work; may Constraints: Information anticipated. Record any Assumptions: statements facilitate the removal of Technology solutions will barriers or obstacles of requirements that must known obstructions in not be entertained at this identified during these Considerations be accepted; advance; gives credibility time (system upgrade conversations. Some (Assumptions, Constraints: an element to teams (that they have planned in 2 years). items may be simple toConstraints, Obstacles, that might restrict or considered possible Obstacles: Departmental address, others may Risks) regulate project actions issues). practices related to need significant effort. or outcomes; scheduling applicants The sooner these are Obstacles: factor that differ widely. identified, the better. might impede progress; Risks: Changes may not Risks: a course of action conform to legal that might pose a hazard requirements or cause loss. Specifies the boundaries Sets the stage; provides “The time the person Map out a 7-9 step high- of the process you are focus; identifies limits. arrives in the WIC level process flow for the involved in. They may be Department to the time scope you’ve defined. stated in time frames they have successfully This will help you Boundaries and/or process steps. filled out the application understand what you and leave.” need to be successful, including validating team membership.
  • 15. DPH Process Action Team (PAT) Charter Guidelines WHY IS IT SECTION WHAT IS DOES? EXAMPLE TIP IMPORTANT? Identifies individuals It recognizes their John Smith - Information Stakeholders may be and/or departments that importance and increases Systems affected directly by the may be impacted by the the team’s awareness. anticipated changes or be outcome. These politically essential to theKey Stakeholders/ Area individuals should be acceptance of the of Concern sought out as a resource recommendations. and communicated with Stakeholders can ease on a regular basis. the progress of the project or greatly delay progress. Clarifies your activities for Identifies everyone who The entire team will give Over-communicate rather keeping necessary and is expecting to receive a report out to the than under-communicate. useful functions or communication on this stakeholders 6 weeks Communication should leadership aware of team effort. The from the start of the match the style of the project progress. communication plan has project (~ Nov15). The audience. If a senior two purposes; 1) Team Leader will update leader likes to see charts Identifying how the team the Executive Sponsor and graphs, format the Communication Plan will work internally to weekly (agenda item at status report accordingly. achieve smooth the regular staff meeting). If the Quality Council interaction, 2) Establish wishes to have the whole requirements for keeping team present a stakeholders and other milestone, then practice external decision makers with all members informed of project contributing to the activity. communication. Serves as a contract Creates buy-in, everyone Its a good idea to have agreement between the has an opportunity to all parties sign the Signature Page Executive Sponsor, Team meet all the players Charter at the same time Leader, Facilitator, and involved in the process and place. Team Members improvement opportunity.
  • 16. DPH Process Action Team (PAT) Charter GuidelinesAbout the Authors:Mike Rudis is Training Administrator for the Delaware Division of Public Health, Office ofPerformance Management - responsible for implementing an effective performancemanagement system that will improve the quality of our programs to better serve thepeople of Delaware, michael.rudis@state.de.us.Grace L. Duffy, CMQ/OE, CQA, CQIA, CLSSMBB provides services in organizational andprocess improvement, leadership, quality, customer service and teamwork.-grace683@embarqmail.com.John W. Moran, MBA, Ph.D., CMC, CMQ/OE, CQIA is Senior Quality Advisor to thePublic Health Foundation and a Senior Fellow at the University of Minnesota School ofPublic Health in the Division of Health Policy and Management - jmoran@phf.org. 16