The stakeholder matrix leads us to develop a communication plan.
Can be formal or informal , detailed or broad depending on the nature of the project.
Communication plan is built in to the Stakeholder Register.
Another example of a stakeholder analysis.
One final stakeholder tool is the force field analysis.
An additional stakeholder analysis tool is the force field analysis. This shows forces that can help and hurt the progress of the project.
Dissatisfiers are basic requirements that customers take for granted. They are assumed qualities. If not included customer will be unhappy (spare tire)Satisfiers aka more is better, once met, more is better (price of car)Delighters aka exciters, aspects that go beyond what customer expected. Not typically mentioned because no one knows they want them.
The expectation is that a car is going to have a radio. If it is not there, you are going to have an unhappy customerYes, customerschange their needs and expectations.
Usually takes 2 to 3 levels of transgression
Focuses on the Xs that drive the Ys, so it helps the team determine what dials to turn to make a change. So this is a good methodology for determining how one activity affects the others down the line. Some SIPOCS can include a few high level customer requirements, but I have never done it this way.
Sometimes the process map is broken out as a separate document, but here I integrated it.
Six Sigma - Define
Who are stakeholders and why should we analyze them? <br />Stakeholder Analysis<br />
Stakeholder: anyone who will be affected by the project<br />People in the process<br />Managers of the process<br />People upstream to the process<br />People downstream to the process<br />Customers<br />Suppliers<br />Etc.<br />Stakeholder Analysis<br />
Because the project will bring about change to the organization and the change will effect various people, major resistance to the change can develop. <br />We must attempt to remove or reduce the resistance to change <br />Stakeholder Analysis<br />
Methods for conveying information<br />Flow charts for information flow<br />Communication constraints (usually because of regulations)<br />What information needs to be communicated<br />Timeframe or frequency of communication<br />Person responsible for communicating<br />Person responsible for releasing confidential information<br />Communication Plan<br />
Determine forces favoring the project goal<br />Determine the opposing forces<br />Determine a strategy to reinforce the forces favoring the goals and to weaken the opposing forces<br />Force Field Analysis<br />
To analyze customer expectations/requirements based on 3 categories: <br />Dissatisfiers – Customer expects basic requirements. If these are not there then they are unhappy<br />Satisfiers – Customer’s requirements are met<br />Delighters – Features or services that go beyond the expectations of the customer<br />Can you think of an example?<br />Kano Model<br />
New car radio<br />Dissatifier: New car has no radio<br />Satisfier: New car has a radio with a CD player<br />Delighter: New car has a radio with CD player, satellite radio, and connection for an MP3 player<br />Question: Can a delighter today only be a satisfier tomorrow???<br />Kano Analysis<br />
Taking complex or unfamiliar problems and organizing it into logical categories based on similarity.<br />Helps to identify patterns and establish related groups that exist in qualitative datasets<br />Affinity Diagrams<br />
Define the problem under consideration<br />Write ideas, data, facts, opinions, etc and write it on index cards or sticky notes.<br />Place the index cards or sticky notes on a conference table or wall.<br />Arrange the groups into similar thought patterns or categories.<br />Develop a category title for each group (this is the affinity card).<br />Creating an Affinity Diagram<br />
Translates initial customer requirements into numerical or measurable requirements moving from general to specific. <br />Critical to Quality (CTQ) Tree<br />
Identify the customer<br />Identify the customer’s need.<br />Identify the first set of customer requirements<br />Progress further with more levels as needed<br />Validate with the customer<br />CTQ Steps:<br />
A high level process view<br />Suppliers – Who are the key suppliers?<br />Inputs – Where do the materials come from?<br />Processes – From 40,000 ft, what are the process steps (usually 4 to 7 process steps displayed)?<br />Outputs – What is the end result product/service of the process?<br />Customers – Who is the user of the end result?<br />SIPOC<br />