D10 Project Management

Project Management Deliverable 4D

Define Module Roadmap Define 1D – Define VOC, VOB, and CTQ’s 2D – Define Project Boundaries 3D – Quantify Project Value 4D – Develop Project Mgmt. Plan Measure 5M – Document Process 6M – Prioritize List of X’s 7M – Create Data Collection Plan 8M – Validate Measurement System 9M – Establish Baseline Process Cap. Analyze 10A – Determine Critical X’s Improve 12I – Prioritized List of Solutions 13I – Pilot Best Solution Control 14C – Create Control System 15C – Finalize Project Documentation Green 11G – Identify Root Cause Relationships

Deliverables – Define # Deliverable Deliverable Concept & Tasks Primary Tool(s) Secondary Tool(s) 1D Define VOC, VOB and CTQs A project is started because a customer (internal or external) needs some problem to be solved. Deliverable 1D obtains customer input to understand the problem(s) that the customer is experiencing so that a project can be started. In addition to defining the problem, we also need to understand how the customer defines product acceptability (specifications). ,[object Object],[object Object],[object Object],2D Define Project Boundaries Once we understand the defect that needs to be improved (project Y), define the project boundaries and components of the project. This includes a well written problem statement, identifying what process produces the defective item, how much improvement we will make, when it will be done, etc. This information is summarized in the project charter. Portions of deliverables 3D and 4D will also be on the charter. ,[object Object],[object Object],[object Object],[object Object],3D Quantify Project Value Determine the benefit to the customer and to JEA for improving the process. Internal customer benefits are typically hard or soft $ savings, productivity improvements, and employee satisfaction. External customer benefits are typically customer retention, customer satisfaction, and price and/or share increase. Deliverable 3D documents these benefits. ,[object Object],4D Develop Project Management Plan To effectively manage a project, the GB/BB needs to identify team members, effectively interface with the project stakeholders, plus develop and manage to a project plan (milestones and timelines). This plan should be developed and shared with all stakeholders. ,[object Object],[object Object],[object Object],[object Object],V1.2

4D – Develop Project Management Plan 4 # Deliverable Deliverable Concept & Tasks Primary Tool(s) Secondary Tool(s) 4D Develop Project Management Plan To effectively manage a project, the GB/BB needs to identify team members, effectively interface with the project stakeholders, plus develop and manage to a project plan (milestones and timelines). This plan should be developed and shared with all stakeholders. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Objectives – Project Management 5 ,[object Object],[object Object],[object Object],[object Object],[object Object]

Communication Needs ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Project Management - Develop a Communication Plan 8 ,[object Object],[object Object]

Create an Excel Project Timeline 10 Project Schedule.xls

* OR* Create an MS Project Timeline 11 ,[object Object],[object Object],[object Object],[object Object],[object Object],15 Deliv Typical BB schedule.mpp

Time Scheduling – BB In Place ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],12

Project Schedule Exercise ,[object Object],13 15 Min

Meetings: “Good vs. Bad” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],15 The following list, which may or may not agree with yours, is compiled from verbal surveys, some of which are admittedly informal. But the reasons given can be considered indicative of meeting participants throughout the company.

Meetings: “Good vs. Bad” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],What would you add to these lists?

Effective Team Meetings ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Where to Begin? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],18

What About the Meeting Agenda? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Meeting Facilitator… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],20

Ground Rules & Visual Aids ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],21

Record and Evaluate ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Reaching Consensus ,[object Object],[object Object],[object Object],[object Object],25

Consensus Decision Making ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],26

When to Use Consensus ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],27

Tips for Consensus Decision-Making ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],29

Why Perform Fist of Five? A “ Fist of Five” is more than just a team consensus tool ...by giving a fist of five, team members are showing that even though they may not whole heartedly agree with the team decisions, they will totally support the team decisions both during and outside the team meetings. ,[object Object],[object Object],[object Object],[object Object]

Fist of Five… ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Learning Check– Project Management ,[object Object],[object Object],[object Object],[object Object],[object Object]

D10 Project Management

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D10 Project Management