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Building a Project Team with Matt Hansen at StatStuff
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A review of how to build a project team and stakeholder analysis using the ARMI tool.
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Building a Project Team with Matt Hansen at StatStuff
1.
Section & Lesson
#: Pre-Requisite Lessons: Complex Tools + Clear Teaching = Powerful Results Building a Project Team Six Sigma-Define – Lesson 4 A review of how to build a project team and stakeholder analysis using the ARMI tool. Introduction #08 – Key Roles in a Lean Six Sigma Project Introduction #12 – CAP Model Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic, photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
2.
Building a Project
Team o How do I build a project team? • Begin with a top-down approach. When reviewing the project with each level (from the top-down), be sure to ask who the next layer of team members will be. • Talk to each person on the team. Visit with them 1 on 1 to find out: – Do they agree with the problem statement? – Do they agree with the scope? – Do they agree with who else is on the team? – What is their level of experience/expertise with the problem? – Who are the other potential stakeholders for the project? Be sure to probe them if they answer “No” to any question. – You may find other team members feel the same way - it may change the entire direction of the project. • Resolve any team conflict immediately. It’s not uncommon for a Process Owner or SMEs to have conflicting opinions about the project’s direction. If there’s disagreement on a major point in the project (e.g., priority of the problem/project, scope, etc.), then get it resolved quickly! Don’t ignore it! – Some team members may not tell you about their disagreement or lack of support, but their behavior may indicate it (e.g., won’t return calls/emails, late for meetings, many negative comments, indifference, etc.). – These people are not “bad apples”; they can often become your greatest advocate. Listen to their perspective and consider elevating their concerns to the team (without making them appear like a naysayer). o Building a project team takes time, but it’s well worth the investment. • Having the right team should give you confidence you’ll find the right solutions more quickly. • If the project is well scoped, the team size should be between 5 to 10 people. Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic, photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher. Sponsor > Champion > Process Owner > SMEs >
3.
Stakeholder Analysis (ARMI)
Defined o What is a Stakeholder Analysis? • It’s a tool to help evaluate who the project stakeholders are and their level of support. o What does ARMI mean? • It refers to the 4 different levels assigned to each stakeholder in the analysis. They are… o What is the purpose of a Stakeholder Analysis? • To understand all the different business areas affected by the project. • To identify potential gaps or conflicts in the level of support by the stakeholders. • To help plan what stakeholders to talk to and how to talk to them to increase their support. o The Stakeholder Analysis (ARMI) helps identify any risk of acceptance. • The goal is not to get a perfectly accurate or agreed upon assessment of each person’s support. • The goal is to identify any perceived or potential gaps in each person’s support. Each gap represents a risk of “Acceptance” (Q x A = E). How can we improve the gaps to gain stronger support for the project and help ensure its success? Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic, photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher. 3 A Approver of team decisions R Resource whose expertise, skills or clout may be needed M Member of team with authority of the charter I Interested party who should be informed on direction & findings
4.
Stakeholder Analysis (ARMI)
Example o Below is an example of a Stakeholder Analysis (ARMI): Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic, photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher. 4 Define Measure Analyze Improve Control Mickey Mouse Black Belt (Project Leader) M M M M M Strongly Supportive Minnie Mouse Sponsor A A A A A Strongly Supportive Goofy Champion A A A A A Strongly Supportive Pluto Process Owner M M M M M Moderately Supportive Daisy Duck SME 1 M M M M M Low Support Donald Duck SME 2 M M M M M Moderately Supportive Buzz Lightyear VP, Sales (Stakeholder) I I I I I Moderately Supportive Woody VP, Pricing (Stakeholder) I I I I I Moderately Supportive Hamm VP, Marketing (Stakeholder) I I I I I Low Support Rex VP, Training (Stakeholder) I I Moderately Supportive Mr Potato Head VP, Customer Service (Stakeholder) I I I I I Strongly Supportive Mike Wazowski Director, Business Development I R R Moderately Supportive James P Sullivan Master Black Belt (Mentor) I I I I I Strongly Supportive Mr Waternoose Manager, Pricing I I I I I Moderately Supportive Celia Director, Sales I I I I I Low Support Randall Manager, Customer Service R R TBD Roz Business Analyst (Reporting) I R R R R Moderately Supportive Phlegm Bile Data Analyst I R R R R TBD StakeholdersAdd'lSupport Stakeholders Title/Influence Project Phase Stakeholder Analysis CoreTeam Legend: A = Approval of team decisions outside their charter R = Resource to the team; one w hose expertise, skills or clout may be needed on an ad hoc basis M = Member of team w ith the authority and boundaries of the charter I = Interested party, one w ho w ill need to be kept informed on direction and findings, if later support is needed
5.
Building a Stakeholder
Analysis (ARMI) o How do you build the Stakeholder Analysis (ARMI)? 1. Identify all the core team members, outside stakeholders, and any additional support needed. 2. For each person, identify the type of support each may contribute for each project phase. 3. Estimate the level of support each person may have toward the entire project. 4. Review the analysis with the team to get their feedback. 5. For any stakeholder with less than strong support, discuss with the team how to improve it. Evaluate the level of risk each person may contribute to the project and prioritize them. Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic, photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher. 5 Define Measure Analyze Improve Control Mickey Mouse Black Belt (Project Leader) M M M M M Strongly Supportive Minnie Mouse Sponsor A A A A A Strongly Supportive Goofy Champion A A A A A Strongly Supportive Pluto Process Owner M M M M M Moderately Supportive Daisy Duck SME 1 M M M M M Low Support Donald Duck SME 2 M M M M M Moderately Supportive Buzz Lightyear VP, Sales (Stakeholder) I I I I I Moderately Supportive Woody VP, Pricing (Stakeholder) I I I I I Moderately Supportive Hamm VP, Marketing (Stakeholder) I I I I I Low Support Rex VP, Training (Stakeholder) I I Moderately Supportive Mr Potato Head VP, Customer Service (Stakeholder) I I I I I Strongly Supportive Mike Wazowski Director, Business Development I R R Moderately Supportive James P Sullivan Master Black Belt (Mentor) I I I I I Strongly Supportive Mr Waternoose Manager, Pricing I I I I I Moderately Supportive Celia Director, Sales I I I I I Low Support Randall Manager, Customer Service R R TBD Roz Business Analyst (Reporting) I R R R R Moderately Supportive Phlegm Bile Data Analyst I R R R R TBD StakeholdersAdd'lSupport Stakeholders Title/Influence Project Phase Stakeholder Analysis CoreTeam As core team members, these represent the biggest risk. Start with Daisy, then Donald & Pluto. As executive stakeholders, these are the next biggest risk. Start with Hamm, then the others. As additional support, these represent the least risk. Start with Celia; and consider contacting the others as needed.
6.
Practical Application o Think
of 2 project teams you were part of (personally or at work) and answer the following questions: • Were the roles and expectations clearly defined for each team? If not, then what impact did this cause? (i.e., confusion, political battles, lack of participation, etc.) • Was there anyone that had low support at the beginning of the project? If so, then how did the project leader (or others) handle this? Did the support from that person improve by the end of the project? – If so, then what do you think influenced it the change? • Was there anyone that started with high support but later decreased to low support? If so, then how did the project leader (or others) handle this? What do you think influenced the change in their level of support? • What would you do differently in building a team that could prevent some problems that you may have experienced in the other project teams? Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic, photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher. 6