This document provides an overview of project chartering for continuous process improvement (CPI) projects. It discusses selecting CPI projects, developing a project charter, and who is responsible for chartering a project. The project charter defines the team's mission and includes the opportunity/problem statement, business case, goal statement, project scope, timeline, and team selection. It is a living document that may change over time. Developing an effective charter involves scoping the project based on the identified problem and determining proportional benefits, measurements, and boundaries.
Achieving Built-in-Quality: Actions and ImplementationApril Bright
Built-In-Quality is achieved through the use and implementation of lean manufacturing principles. Dr. Joseph M. Juran, a pioneer in modern quality management principles, created the Juran Trilogy. The Juran Trilogy focuses on long-term quality improvement through quality planning, quality control and continuous improvement. This presentation will focus on how effectively applying the Juran Trilogy can help an organization achieve the objective of Built-In-Quality.
Conduct, record & analyse Internal Process Potential Audits.
Allow distribution to your Suppliers for Self Audit.
Enable your Suppliers to report Self Audit Results back to you.
Conduct Process Feasibility Audits on your Suppliers.
Report Supply Chain Process Potential Audit results to your Customers.
Eliminate Rating Discrepancies.
Build Audit Question Databases.
Schedule Routine & Special Audits.
Prioritise Corrective Actions on yourselves and your Suppliers.
Gain Preliminary Results of Full Process Audits.
Achieving Built-in-Quality: Actions and ImplementationApril Bright
Built-In-Quality is achieved through the use and implementation of lean manufacturing principles. Dr. Joseph M. Juran, a pioneer in modern quality management principles, created the Juran Trilogy. The Juran Trilogy focuses on long-term quality improvement through quality planning, quality control and continuous improvement. This presentation will focus on how effectively applying the Juran Trilogy can help an organization achieve the objective of Built-In-Quality.
Conduct, record & analyse Internal Process Potential Audits.
Allow distribution to your Suppliers for Self Audit.
Enable your Suppliers to report Self Audit Results back to you.
Conduct Process Feasibility Audits on your Suppliers.
Report Supply Chain Process Potential Audit results to your Customers.
Eliminate Rating Discrepancies.
Build Audit Question Databases.
Schedule Routine & Special Audits.
Prioritise Corrective Actions on yourselves and your Suppliers.
Gain Preliminary Results of Full Process Audits.
What’s most difficult in production often isn’t making the product but organizing all the parts and materials that go into it, notes LEI CEO John Shook in the presentation “Learning To See:
Making Value Flow From End to End.” He covers how lean management developed to solve this problem from Henry’s Ford Highlight Park, MI, assembly line to the development of the Toyota Production System. He covers key TPS elements and methods such as value-stream mapping, built-in quality, one piece flow, waste elimination, total system efficiency, and developing people as problem solvers.
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
This Template is created for helping the quality or continuous improvement professionals to generate a step by step problem solving report, which include the guidance on each steps in a 8D process, also include the templates of popular quality tools such as 5-Why and Fishbone Diagram.
想学习六西格玛?可以看看ucourse.org的网上课程。
http://ucourse.org/ssgb
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
Problem solving road map to guide anybody who must improve a process that is slow, defective, inflexible, unresponsive, costly and risky.
Do you have any like that in your organization?
Of special use for teams following Lean Six Sigma methods (green belt and black belt projects).
Follows DMAIC structure integrated with Lean thinking and tools.
ASSOCIATED KEYWORDS:
Shewhart, Deming, Ohno, Ishikawa, lean, toyota, tps, toyota kata, lean six sigma, project management, six sigma, green belt, black belt, champion, coach, master black belt, deliverables, road map, project management, project plan, DMAIC, LSS, Define, Measure, Analyze, Improve, Control, Sustain, project charter, business case, team, problem solving, milestone, tollgate, baseline, process map, SIPOC, gemba, 7 wastes, 8 wastes, gemba walk, waste walk, spaghetti chart, flow chart, RACI, swimlane, VSM, value stream map, quick wins, operational definition, gage r&r, basic quality tools, check sheet, run chart, histogram, data statification, first time yield, FTY, rolled throughput yield, RTY, COPQ, hidden factory, rework, SPC, Western Electric rules, pareto, prioritization, input, process, output, box plot, scatter plot, correlation, causation, system, 5 whys, cause effect, fishbone, FMEA, hypothesis testing, root causes, quick win, drive out fear, respect for worker, kaizen, 5S, poka yoke, brainstorm, TRIZ, roles, responsibilities, PDCA, PDSA, pilot, roll out, implementation, status, implementation plan, business process management, BPM, KPI, target, performance, response plan, control plan, SOP, inverted pyramid, organization, sustain, plan, budget, communication, training, change, management, adoption, business, capability, prosperity, value, realization, results, replicate, integrate
What’s most difficult in production often isn’t making the product but organizing all the parts and materials that go into it, notes LEI CEO John Shook in the presentation “Learning To See:
Making Value Flow From End to End.” He covers how lean management developed to solve this problem from Henry’s Ford Highlight Park, MI, assembly line to the development of the Toyota Production System. He covers key TPS elements and methods such as value-stream mapping, built-in quality, one piece flow, waste elimination, total system efficiency, and developing people as problem solvers.
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
This Template is created for helping the quality or continuous improvement professionals to generate a step by step problem solving report, which include the guidance on each steps in a 8D process, also include the templates of popular quality tools such as 5-Why and Fishbone Diagram.
想学习六西格玛?可以看看ucourse.org的网上课程。
http://ucourse.org/ssgb
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
Problem solving road map to guide anybody who must improve a process that is slow, defective, inflexible, unresponsive, costly and risky.
Do you have any like that in your organization?
Of special use for teams following Lean Six Sigma methods (green belt and black belt projects).
Follows DMAIC structure integrated with Lean thinking and tools.
ASSOCIATED KEYWORDS:
Shewhart, Deming, Ohno, Ishikawa, lean, toyota, tps, toyota kata, lean six sigma, project management, six sigma, green belt, black belt, champion, coach, master black belt, deliverables, road map, project management, project plan, DMAIC, LSS, Define, Measure, Analyze, Improve, Control, Sustain, project charter, business case, team, problem solving, milestone, tollgate, baseline, process map, SIPOC, gemba, 7 wastes, 8 wastes, gemba walk, waste walk, spaghetti chart, flow chart, RACI, swimlane, VSM, value stream map, quick wins, operational definition, gage r&r, basic quality tools, check sheet, run chart, histogram, data statification, first time yield, FTY, rolled throughput yield, RTY, COPQ, hidden factory, rework, SPC, Western Electric rules, pareto, prioritization, input, process, output, box plot, scatter plot, correlation, causation, system, 5 whys, cause effect, fishbone, FMEA, hypothesis testing, root causes, quick win, drive out fear, respect for worker, kaizen, 5S, poka yoke, brainstorm, TRIZ, roles, responsibilities, PDCA, PDSA, pilot, roll out, implementation, status, implementation plan, business process management, BPM, KPI, target, performance, response plan, control plan, SOP, inverted pyramid, organization, sustain, plan, budget, communication, training, change, management, adoption, business, capability, prosperity, value, realization, results, replicate, integrate
Flevy.com - Pricing a Consulting ProjectDavid Tracy
This is a partial preview of the document found here:
https://flevy.com/browse/business-document/pricing-a-consulting-project-94
Description:
This presentation discusses the basic principles behind designing and pricing a management consulting type project.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
How to Split Bills in the Odoo 17 POS ModuleCeline George
Bills have a main role in point of sale procedure. It will help to track sales, handling payments and giving receipts to customers. Bill splitting also has an important role in POS. For example, If some friends come together for dinner and if they want to divide the bill then it is possible by POS bill splitting. This slide will show how to split bills in odoo 17 POS.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
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National Guard
Black Belt Training
Module 06
Project Charter
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CPI Roadmap – Define
8-STEP PROCESS
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through
Define Measure Analyze Improve Control
ACTIVITIES TOOLS
• Identify Problem •Project Charter
• Validate Problem Statement •Project Selection Tools
• Establish Strategic Alignment •Value Stream Map
• Gather Voice of the Customer & Business •Various Financial Analysis
• Create Goal Statement •Effective Meeting Skills
• Validate Business Case •Stakeholder Analysis
• Determine Project Scope •Communication Plan
• Select and Launch Team •SIPOC Map
• Develop Project Timeline •High-Level Process Map
• Create Communication Plan •Project Management Tools
• Prepare High-Level Process Map / SIPOC •VOC and Kano Analysis
• Complete Define Tollgate •RACI and Quad Charts
•Strategic Alignment
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Learning Objectives
Apply the elements of project chartering to a CPI
project
Understand the roles and responsibilities associated
with chartering a CPI project
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Selecting CPI Projects
1 Identify Value
2 Identify Project
3 Screen Initial List
4 Scope and
5 Prioritize List of
Levers Opportunities of Opportunities Define Projects Defined Projects
Identify value levers in Translate value levers Score each project as Assign opportunities to Evaluate projects using
the organization into opportunity areas High / Med / Low for project sponsors for evaluation criteria
• Strategic Translate opportunity benefit and effort project definition Update benefit / effort
• Financial areas into project ideas Fill in benefit / effort Complete draft Project matrix
• Customer matrix Charters Review plotted results
• Operational (Process) Review plotted results Prioritize projects
Prioritize value levers Select highest priority Schedule project
opportunities for launches based on
further analysis resource availability
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Selecting the Best Project
Look for an existing process within your area that is not meeting
customer expectations
Think about the things that cause “pain” for you or your
organization
Typically projects fall into 2 types:
Primary focus on doing things faster with an overall goal of
reducing cycle time
Primary focus on doing things better with an overall goal of
reducing errors
Ensure there is strategic alignment
Tie the project goals to one or more of the strategic goals for your
organization
Properly scope the project
Do not try to “boil the ocean”
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Project Chartering
The charter defines the team‟s mission
It includes the following elements:
Opportunity or Problem Statement
Business Case
Goal Statement
Project Scope
Project Timeline)
Team Selection
The Project Charter does NOT solve the problem
It is a living document that will change over time
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Who Develops the Project Charter?
The Project Sponsor is responsible and accountable for
developing a draft Project Charter, with assistance from:
Deployment Director, who might start the process of filling out
the Project Charter
Resource/Financial Manager
Take the lead in developing cost data
Buy-in
Other Executive Leadership
Black Belt facilitator and potential team members (if possible)
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How Does the Charter Develop?
Scope must address Scoping can change what Benefits are
the bulk of the measurements need to be proportional to
problem identified tracked scope
Opportunity
Goal Business
or Problem Project Scope
Statement Impact
Statement
• What is the „Current • What is the desired • What is the value • What are the boundaries
State‟? „Future State‟? (strategic and/or of the initiative (start and
• What “pain” are we or • What are our financial) of closing the end points of the process
our clients experiencing? improvement objectives gap between „Current‟ or parts of a system)?
and targets? and „Future‟ states? • Is the scope reasonable?
• What is wrong or not
working? • Specifically, what is going • What is the financial • What is not within scope?
to be better? benefit – the quantified
value of the project
• How will success be
($$$)?
measured? What specific
parameters will be
measured?
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Project Charter Elements
Business Impact Opportunity or Problem Statement
• Why should we do this? What is the benefit? • What “pain” are we or our clients experiencing?
• How does this project align with the business strategy? • What is wrong or not working?
• What is the quantified value of the project ($$$)? • Why do we think we can generate the value proposition
described in the Business Impact?
Goal Statement Project Scope
• What are our improvement objectives and targets? • What are the boundaries of the initiative (start and end
points of the process or parts of a system)?
• Specifically, what is going to be better?
• What authority do we have?
• How will success be measured? What specific
parameters will be measured? • What is not within scope?
Project Plan / Timeline Team Selection
• How are we going to get this done? • Who are the team members?
• When are we going to complete the work? • What is their role?
• What are the major milestones (tollgates)? • How much of their time will be dedicated to the
project?
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Project Charter Template
Team Members
Name Role Affiliation DACI
Black Belt Driver
Master Black Belt Driver
Take away
Project Sponsor Approver
message goes
Process Owner Approver
here
Project Charter (impact of
Problem problem)
Statement:
Business Case:
Project Timeline
Goal Statement: Phase Start Stop Status
Unit: Define mm/dd/yy mm/dd/yy
Defect: Measure mm/dd/yy mm/dd/yy
Customer Analyze mm/dd/yy mm/dd/yy
Specifications:
Improve mm/dd/yy mm/dd/yy
Process Start:
Control mm/dd/yy mm/dd/yy
Process Stop:
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Problem Statement
Opportunity or Problem Statement Business Impact
• What “pain” are we or our customers experiencing? • Why should we do this? What is the benefit?
• What is wrong or not working? • How does this project align with the business strategy?
• What is the quantified benefit of the project ($$$)?
Goal Statement Project Scope
• What are our improvement objectives and targets? • What are the boundaries of the initiative (start and end
points of the process or parts of a system)?
• Specifically, what is going to be better?
• What authority do we have?
• How will success be measured? What specific
parameters will be measured? • What is not within scope?
Project Timeline Team Selection
• How are we going to get this done? • Who are the team members?
• When are we going to complete the work? • What are their roles?
• What are the major milestones (tollgates)? • How much of their time will be dedicated to the
project?
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Building a Problem Statement
An Opportunity or Problem Statement:
Contains information that gives specificity to the issue
Quantifies the “pain” caused by the current problem
What is happening? (Example: Increase in cycle time)
When did the problem start? (Example: starting in FY03)
Where is the occurrence? (Example: at all locations)
What is the magnitude of the problem? (Example: average of 21 days
to process an Interim Flight Clearance)
Problem Statement Template:
The [customer] expects [metric (central tendency/spread)] and the current
process is operating at [metric (central tendency/spread)]. This (What) began
(When) at (Where).
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Problem Statement Examples
Bad Problem Statement Example:
The CAC, Common Access Card, issuing process needs
to be improved. We‟ve received numerous complaints
from DA Civilians and Soldiers.
Good Problem Statement Example:
The Civilians and Soldiers expect the CAC issuing process
lead time to ne less than 2 hours and the current
process lead time has averaged 6.2 hours. The CAC
process has shown a steady increase in lead time since
November 2001 at the Pentagon.
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Exercise: Create a Problem Statement
Objective
Create a Problem Statement for your project
Instructions:
Follow the problem statement template
Share with others and get feedback
Problem Statement Template:
The [customer] expects [metric (central tendency/spread)] and the current
process is operating at [metric (central tendency/spread)]. This (What) began
(When) at (Where).
Time = 10 Minutes
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Goal Statement
Opportunity or Problem Statement Business Impact
• What “pain” are we or our customers experiencing? • Why should we do this? What is the benefit?
• What is wrong or not working? • How does this project align with the business strategy?
• What is the quantified benefit of the project ($$$)?
Goal Statement Project Scope
• What are our improvement objectives and targets? • What are the boundaries of the initiative (start and end
points of the process or parts of a system)?
• Specifically, what is going to be better?
• What authority do we have?
• How will success be measured? What specific
parameters will be measured? • What is not within scope?
Project Timeline Team Selection
• How are we going to get this done? • Who are the team members?
• When are we going to complete the work? • What are their roles?
• What are the major milestones (tollgates)? • How much of their time will be dedicated to the
project?
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Goal Statement Objectives
Specifically, what are we going to do and deliver?
What are our improvement objectives and targets?
How will success be measured? What specific
parameters will be measured?
Goal Statement Template:
[Action verb] [metric] from
[baseline] to [target]
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How to Establish a Goal Statement
Several Options:
Meeting or exceeding customer requirements, established
through the VOC process
Meeting or exceeding business requirements, established
through the VOB process (i.e. requirements of the Process
Owner)
Comparing performance and/or benchmarking best practice
performance of others
A portion of the process „entitlement‟
Entitlement is the historical best performance of the process
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Bad Goal Statement Examples
Reduce cost of the process
Establish a good CAC issuing process
Develop an automated CAC issuing system
Implement kiosk to create CACs.
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Good Goal Statement Example
Problem Statement:
The Civilians and Soldiers expect the CAC issuing
process lead time to be less than 2 hours and the
current process lead time has averaged 6.2 hours.
The CAC process has shown a steady increase in
lead time since November 2001 at the Pentagon.
Goal Statement:
Reduce the average lead time for issuing CACs
from 6.2 hours to less than 2 hours.
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Exercise: Create a Goal Statement
Objective
Create a Goal Statement for your project
Instructions:
Follow the goal statement template
Share with others and get feedback
Goal Statement Template:
[Action verb] [metric] from [baseline] to [target]
Time = 10 Minutes
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Business Impact
Opportunity or Problem Statement Business Impact
• What “pain” are we or our customers experiencing? • Why should we do this? What is the benefit?
• What is wrong or not working? • How does this project align with the business strategy?
• What is the quantified benefit of the project ($$$)?
Goal Statement Project Scope
• What are our improvement objectives and targets? • What are the boundaries of the initiative (start and end
points of the process or parts of a system)?
• Specifically, what is going to be better?
• What authority do we have?
• How will success be measured? What specific
parameters will be measured? • What is not within scope?
Project Timeline Team Selection
• How are we going to get this done? • Who are the team members?
• When are we going to complete the work? • What are their roles?
• What are the major milestones (tollgates)? • How much of their time will be dedicated to the
project?
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Business Impact Objectives
Define:
A clear and common understanding of “why we should
do the project”
How the project links to and supports the strategic
objectives of the organization?
What is the benefit of doing the project in financial and
operational terms (expense reduction, productivity
increases, cost avoidance, non-financial)? - more on
this later!
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Exercise: Create a Business Case
Objective
Create a Business Case for your project
Instructions:
Why is your project important? How does your project
align with the strategic objectives of your organization?
Share with others and get feedback
Time = 10 Minutes
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Project Scope
Opportunity or Problem Statement Business Impact
• What “pain” are we or our customers experiencing? • Why should we do this? What is the benefit?
• What is wrong or not working? • How does this project align with the business strategy?
• What is the quantified benefit of the project ($$$)?
Goal Statement Project Scope
• What are our improvement objectives and targets? • What are the boundaries of the initiative (start and end
points of the process or parts of a system)?
• Specifically, what is going to be better?
• What authority do we have?
• How will success be measured? What specific
parameters will be measured? • What is not within scope?
Project Timeline Team Selection
• How are we going to get this done? • Who are the team members?
• When are we going to complete the work? • What are their roles?
• What are the major milestones (tollgates)? • How much of their time will be dedicated to the
project?
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Project Scope Objectives
Define:
What are the boundaries of the project (start and end
steps of the process)? – SIPOC will help here!
What authority do we have?
What is not within scope?
Commandments?
“Thou shalt” or “Thou shalt nots” of the project
Monuments?
Things that can‟t be moved/changed (i.e. IT system)
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Elements of a Scope Statement
A Scope Statement defines the boundaries of the project.
Scope-In
Areas that will be addressed
Consider applying the 80/20 rule to narrow the scope
Example: The project will address all standard Interim Flight
Clearances at all sites.
Scope-Out
Specific areas that will not be addressed
Aspects of the problem
Areas of the business / physical locations
Related issues that can be addressed later
Example: The project will not address Special Flight Clearances or
Permanent Flight Clearances. 26
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Relationship to Other Charter Elements
Business Impact
Benefits are proportional to scope
Problem Statement
Scope must address the bulk of the problem identified
Consider using Pareto analysis to narrow the scope
Goal Statement
Scoping can change what measurements you want to use / track
Project Plan
Consider splitting projects into pieces when effort is too high –
covered in the Multi-Generational Project Planning module
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Problem Timeline and Team Selection
Opportunity or Problem Statement Business Impact
• What “pain” are we or our customers experiencing? • Why should we do this? What is the benefit?
• What is wrong or not working? • How does this project align with the business strategy?
• What is the quantified benefit of the project ($$$)?
Goal Statement Project Scope
• What are our improvement objectives and targets? • What are the boundaries of the initiative (start and end
points of the process or parts of a system)?
• Specifically, what is going to be better?
• What authority do we have?
• How will success be measured? What specific
parameters will be measured? • What is not within scope?
Project Timeline Team Selection
• How are we going to get this done? • Who are the team members?
• When are we going to complete the work? • What are their roles?
• What are the major milestones (tollgates)? • How much of their time will be dedicated to the
project?
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Project Timeline - Guidelines
RIE (Rapid Improvement Event)
Define – 1 week
Measure – usually 1-3 weeks, could be longer depending on process
Analyze – during RIE (3-5 days)
Improve – might be during RIE, pilot might follow RIE
Control – 1 week-1 month depending on process
DMAIC and Other 8-Step Projects
Define – 1 week
Measure – usually 1-4 weeks, could be longer depending on process
Analyze – 1-4 weeks, usually on the shorter side
Improve – 2-6 weeks
Control – 1 week-1 month depending on process
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Key Elements of Team Selection
How many team members?
Which functions or skills are required
(identify specific individuals, if necessary or Extended Team
possible)? • Supporting skills
• “Pull-in” as needed
Include customers and suppliers
What percentage of their time is required? Core Team
Critical skills
Too many team members is 3-5 team members
Black Belt leader
difficult to manage and could also be an
early indicator of a scope issue
Too few team members will reduce the
breadth of support for the change
Also include a resource/financial manager
to validate the financial and operational
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Project Charter Elements
Opportunity or Problem Statement Business Impact
• What “pain” are we or our customers experiencing? • Why should we do this? What is the benefit?
• What is wrong or not working? • How does this project align with the business strategy?
• What is the quantified benefit of the project ($$$)?
Goal Statement Project Scope
• What are our improvement objectives and targets? • What are the boundaries of the initiative (start and end
points of the process or parts of a system)?
• Specifically, what is going to be better?
• What authority do we have?
• How will success be measured? What specific
parameters will be measured? • What is not within scope?
Project Timeline Team Selection
• How are we going to get this done? • Who are the team members?
• When are we going to complete the work? • What are their roles?
• What are the major milestones (tollgates)? • How much of their time will be dedicated to the
project?
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Project Charter Checklist
Have all of the questions been answered for each element of
the Project Charter?
Will the Black Belt facilitator clearly understand:
What is to be improved?
By when?
With what resources?
Measured by what results?
Does the Sponsor clearly understand:
Whether the project is “do-able”?
Worth doing?
A high enough priority to dedicate resources?
How to measure progress and the conclusion?
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S.M.A.R.T.
Project Charter Evaluation
Another way to evaluate a
Charter's completeness is Specific
• Does it address a real problem?
though an evaluation
methodology called Measurable
• Are we able to measure the problem,
“SMART” establish a baseline, and set targets
for improvement?
Use SMART to ensure that Attainable
• Is the goal achievable? Is the project
the charter is effective and completion date realistic?
thorough Relevant
• Does it relate to a strategic objective?
Time Bound
• Have we set a date for completion?
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Project Charter: Name of Your Project
Team Members
Name Role Affiliation DACI
Black Belt Driver
Master Black Belt Driver
Take away
Project Sponsor Approver
message goes
Process Owner Approver
here
Project Charter (impact of
Problem problem)
Statement:
Business Case:
Project Timeline
Goal Statement: Phase Start Stop Status
Unit: Define
Defect: Measure
Customer Analyze
Specifications:
Improve
Process Start:
Control
Process Stop:
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Cross Functional Team
Team Members
Name Role Affiliation DACI
Black Belt Driver
Master Black Belt Driver
Project Sponsor Approver
Process Owner Approver
Contributor
Contributor
Contributor
Contributor
Inform
Inform
Inform
Inform
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Exercise: Prepare a Project Charter
Instructions
Using your own project, begin to complete the Project Charter
template, including:
Problem Statement
Business Impact
Goal Statement and Metrics
Project Scope
Project Timeline
Team Leadership
For any sections that have issues, formulate specific questions
to ask to clarify with your project sponsor next week
Time = 20 Minutes
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Takeaways
Now you should be able to:
Develop a problem statement and the other elements
of a good project charter
Assess the quality of all elements of a good project
charter
Describe the roles and responsibilities associated with
the CPI project chartering process
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What other comments or questions
do you have?
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