This document provides templates and requirements for a Define Tollgate briefing for a project using the Black Belt methodology. It includes templates for listing the project charter and timeline, cross functional team, replication check, strategic alignment, business impact, high-level process map, and voices of the customer and business. The templates require inputs such as the problem statement, goal statement, project scope, timeline, sponsor, team members, potential similar past projects, related organizational metrics, operational and financial benefits estimates, key suppliers, inputs, processes, and outputs.
Disaster Recovery Planning Tips: National Preparedness InfographicICF
Individual, family, and community recovery from a disaster is often expensive and can take months or even years. Fortunately, planning in advance for recovery can help better to cope with these challenges and get back to normal faster.
Toll application - .NET and Android - SRSArun prasath
In United States the toll gate payment requires more manual work. Toll App is an application which enables automatic payment for the Toll gate. Toll gates are created as virtual geo-fences using Google map and the cost of crossing the fence is defined. The user is tracked via his GPS enabled device and the payment is made automatically from his credits purchased.
In enterprise-wide roles the PMO (Project Management Office or Program Management Office) will have responsibility for management and implementation of a tollgate or stage gate process for program and project approval. The purpose of this process is to ensure that investment decisions are made on a sound basis, that project portfolios have been rationalized and optimized, and that solid baseline foundations exist.
This paper we will take a closer look at the tollgate process and its oversight by the PMO.
2.0 Adoption in the Enterprise - The BeforeSoCo Partners
First of a four-part series on how to roll out 2.0 in the large enterprise. This presentation focuses on the "Before" (pre-implementation) and highlights a planned rollout and an emergent rollout.
For more information on The 2.0 Adoption Council, please visit our web site. http://www.20adoptioncouncil.com
First of a four-part series on how to roll out 2.0 in the large enterprise. This presentation focuses on the "Before" (pre-implementation) and highlights a planned rollout and an emergent rollout.
For more information on The 2.0 Adoption Council, please visit our web site. http://www.20adoptioncouncil.com
This briefing is an overview of the role of Capture Management and Capture Managers in Federal Government Business Development. I developed the briefing to address specific questions for a specific group of business owners.
Operating a delivery model of 90:10 (90% - offshore and 10% onsite) or 80:10 implementing the agile practices could be very challenging. The aim of this presentation would be to bring out challenges faced by offshore agile teams. The presentation will be complemented with couple of case studies.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
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
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
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.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
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.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
1. UNCLASSIFIED / FOUO
Black Belt
Define
Tollgate Briefing
Project Name
DEPMS Project Number
Name of Belt
Organization
Date
UNCLASSIFIED / FOUO
2. UNCLASSIFIED / FOUO
Define Tollgate Requirements
NG CPI BLACK BELT TOLLGATE REQUIREMENTS
PROJECT DELIVERABLES NGB COMMENTS
DEFINE
Problem Statement Mandatory Part of project charter
Goal Statement Mandatory Part of project charter
Project Scope Mandatory Part of project charter
Project Timeline Mandatory
Project Sponsor and Core Team Mandatory
Process Map (High Level) / SIPOC Mandatory
Voice of Customer / Voice of Business Analysis Mandatory
Replication Check / Benchmarking Mandatory Was it done before?
Strategic Alignment Cross Check Mandatory Is it important to org?
Communication Plan Mandatory For team/stakeholders
Stakeholder Analysis Recommended Use to develop comm plan
Storyboard / A3 Mandatory 1-page proj summary
Barriers/Issues/Risks Mandatory
Quick Wins Recommended
Lessons Learned Optional
2
UNCLASSIFIED / FOUO
3. UNCLASSIFIED / FOUO
Define Tollgate Templates
NOTE: THIS IS A TEMPLATE FOR ALL NG CPI BELTS
NG has developed this template as a basic format with standard deliverables to
help guide NG CPI belts through the NG tollgate requirements for certification.
It is recognized that each project is unique and has unique deliverables with
unique flows. Therefore, this format does not have to be followed exactly to the
letter of the law for your project.
(DELETE THIS SLIDE FOR YOUR PROJECT)
3
UNCLASSIFIED / FOUO
4. UNCLASSIFIED / FOUO
Charter and Timeline
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:
4
Scope:
Required Deliverable UNCLASSIFIED / FOUO
5. UNCLASSIFIED / FOUO
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
5
Required Deliverable
UNCLASSIFIED / FOUO
6. UNCLASSIFIED / FOUO
Replication Check
I confirm that:
DEPMS (DoD Enterprise Performance Management System) has been
searched for similar projects: Yes / No
Replication: List relevant initiatives / potential replication projects
found (if any):
• Project 1: (DEPMS # or other tracking tool project number)
• Project 2:
Collaboration: Identify organizations that can/should be considered for
working this project collaboratively:
• Organization 1:
• Organization 2: 6
Required Deliverable
UNCLASSIFIED / FOUO
7. UNCLASSIFIED / FOUO
Strategic Alignment
The Define Tollgate requires a linkage to organizational strategy.
Include an organizational metric/metrics for which your project will
help improve
Refer to your organization’s Strategic Plan and/or other referenced
documents
7
Required Deliverable
UNCLASSIFIED / FOUO
8. UNCLASSIFIED / FOUO
Business Impact
Insert as much information as possible about the potential operational
and/or financial benefits
Include any assumptions upon which these estimates are based
Example: Operational benefits – This project is expected to reduce PLT
by 35%, improve SQL from 1.2 to 3.0, save 20 man hours per shift
Example: Financial benefits – This project is expected to save $xx in FYxx
8
Required Deliverable
UNCLASSIFIED / FOUO
10. UNCLASSIFIED / FOUO
Voice of Customer / Voice of Business
Critical Customer
Voice of the Key Customer Issue(s) Requirement
Customer /
What does the customer want from us? What does the customer want from us? We should summarize key issues and
We need to identify the issue(s) that translate them into specific and measurable
prevent us from satisfying our requirements
customers.
CriticalBusiness
Voice of the Key Process Issue(s)
Requirement
Business
What does the business want/need from us? What does the business want/need from We should summarize key issues and
us? We need to identify the issue(s) translate them into specific and measurable
that prevent us from meeting strategic requirements
goals/missions.
10
Required Deliverable
UNCLASSIFIED / FOUO
11. UNCLASSIFIED / FOUO
Stakeholder Analysis
Stakeholder Explanation of
Stakeholder’s Stakeholder
Project Impact Level of Current Action Plan
Stakeholder Current Attitude Score
On Stakeholder Influence on Stakeholder For
Name/Group Toward Project (H=3, M=2, L=1,
(H, M, L) Success of Attitude Stakeholder
( +, 0, - ) +=3, 0=1, -=-3)
Project (H,M,L) (list)
Recommended Deliverable 11
UNCLASSIFIED / FOUO
12. UNCLASSIFIED / FOUO
Communication Plan
Topics of
Audience Media Purpose Discussion/ Owner Frequency Notes/Status
Key Messages
12
Required Deliverable
UNCLASSIFIED / FOUO
14. UNCLASSIFIED / FOUO
Project Risk Analysis – Example
Address Risk speaking points here
Be sure to include the risk of potential IT solutions and mitigation plans (I.e., work-
arounds), if any
• Data Availability (Schedule) Low Risk Medium Risk High Risk •Project Scope (Performance)
• Risk: Process tracking which shows enough •Risk: Current scope of process is very large with
critical process time information in some multiple sub-processes. Team unlikely to be able to
9 – 10
stages of the process may not be available. complete DMAIC process on currently defined scope.
• Mitigation: TBD •Mitigation Plan: Team will scope this out of the
• Consequence: May have to spend 1-2 weeks 7-8 process according to the following plan:
to collect enough data to be statistically •Complete process mapping
Likelihood
significant. •Reduce scope to Critical Path
5-6 •Based on data, reduce scope to parts of
process that most affect PCT within control of
•Contractor Process Mapping (Performance) the Project Team.
•Risk: Contractor Process impact on cycle time 3-4 •Consequence: If mitigation plan is unacceptable,
could be high. Team has no control over team unlikely to be successful.
getting information from the contractor and
0-2
may not be able to get verifiable information
level in the time available.
0–2 3–4 5–6 7–8 9 – 10
•Mitigation Plan: Team will scope this out of Little Low Medium High Critical
the process. • Personnel Availability (Schedule)
•Consequence: 1 week lost time on project Consequence
• Risk: Team Members have multiple schedule
conflicts during Month of March. Lack of team
•Process Mapping (Schedule) member availability and participation on team could
•Risk: Very large process to map. Team may not slow data collection during MEASURE phase.
have time to define sufficient level in the time • Mitigation: TBD
available. • Consequence: May have to delay MEASURE Tollgate
•Mitigation Plan: Scope to the “critical few” process
paths
•Consequence: 1-2 week slide in schedule
Recommended Deliverable
14
UNCLASSIFIED / FOUO
15. UNCLASSIFIED / FOUO
Define Story Board
Define 1.2 Day
Project Charter CCR Gap
BUS CASE: Be #2 Fin Service Provider
GOAL: Reduce Loan/Lease CT from
9.2 to 8.0 days by July 1
FIN IMPACT: $2.7M per year
Required Deliverable
15
UNCLASSIFIED / FOUO
16. UNCLASSIFIED / FOUO
8-Step A3 Project Summary Report
Company: Department: Date: Prepared by:
1. Define the problem situation 3. Action plans to correct problems
2. Problem Analysis 4. Results of Activity
5. Future Steps
16
UNCLASSIFIED / FOUO
17. UNCLASSIFIED / FOUO
NG CPI Tollgate Tool
8-STEP PROCESS
1. Validate 2. Identify 3. Set 4. Find Root 5. Develop 6. See C-Ms 7. Confirm
8. Standardize
Problem Gaps Targets Cause C-Ms Through Results
Define Measure Analyze Improve Control
Project Charter
• Problem Stmt Detailed As Is Process Potential Xs “To Be” Process Map Process Control Plan
• Defect Definition Map • Brainstorming
• 5 Whys Solution Generation / Process Owner
• Goal Statement
Value Stream Map • Fishbone Prioritization Accountability
• Project Scope Affinity Diagram
Key Process Metrics •
• Business Impact
• Strat Alignment Data Collection Plan Critical Xs Improvement Strategy Updated Financial
Measure Systems • Cause & Effect Matrix • Improvement Model Benefits
Sponsor & Team • Hypothesis Testing • Implementation Plan
Analysis • Pilot
• Regression Replication Opportunities
Replication Check Data Collected • “X” Improvement Target
• Time Studies
Measurable Y Baseline Data Analysis • Theory of Constraints Mistake Proofing Project Documentation
Voice of Customer • Descriptive Stats of revised policies,
FMEA SOP’s, procedures, and
Customer Specs • Graphs
• Risk Analysis
• Pareto Charts
training
Voice of Business • Risk Mitigation Plan
Project Timeline Est Financial Benefits FMEA Visual Process Control
• Risk Analysis Tools (Optional)
Communication Plan Control Charts (as • Risk Mitigation Plan
• Stakeholder Analysis needed)
High Level Process Process Capability Control Charts
Map (SIPOC) Process Capability
I accept the Define I accept the Measure I accept the Analyze I accept the Improve I accept the Control
Tollgate Tollgate Tollgate Tollgate Tollgate
(Sponsor) (Sponsor) (Sponsor) (Sponsor) (Sponsor)
(Process Owner) (Process Owner) (Process Owner) (Process Owner) (Process Owner)
(MBB) (MBB) (MBB) (MBB) (MBB)
(Finance Owner) (Finance Owner) 17
UNCLASSIFIED / FOUO