The document provides a template for a Project Action Team Charter that can be used to guide the creation of charters for process improvement teams. It includes sections for identifying the team and improvement opportunity, objectives, metrics, milestones, resources, boundaries, stakeholders, and a communication plan. The template is intended to clearly define the team's purpose and ensure agreement between the executive sponsor, team leader, and facilitator on what the team aims to accomplish.
The Gate Gourmet production facility at LAX implemented a new Performance Management system over 12 weeks. An initial diagnostic identified issues with leadership skills, performance management, and training. A team designed solutions focusing on leadership development activities, standardized performance boards to measure and display KPIs, and training everyone on using the boards and conducting performance dialogues. The new system aimed to generate quick, substantial and sustainable improvements by ensuring what gets measured gets done.
The document summarizes an annual administrative management summit taking place on January 14-15, 2010 in Arlington, VA. The summit will provide training and workshops over two days for administrative professionals to develop skills in areas such as communication, leadership, time management, and using technology. Some key sessions include developing a professional development plan, communicating effectively, negotiating with confidence, and perfecting time management skills. The summit offers up to 18 CPE credits and provides an opportunity to network with other administrative professionals.
The document provides information about the Total Productive Maintenance Conference to be held June 21-24, 2010 in Mooresville, North Carolina. The conference will take place at NASCAR race shops and feature hands-on sessions to help attendees achieve maintenance excellence. Over 35 sessions will be offered covering topics like TPM planning and implementation, predictive maintenance technologies, autonomous maintenance, and more. Participants can customize their experience by choosing from general sessions, knowledge transfer sessions, hands-on activities, and case study presentations. Networking events will also be held at local race shops and a go-kart racing facility. The goal is for attendees to learn equipment reliability techniques to transition from reactive to proactive maintenance.
The 2009 National Law Enforcement Recruitment, Retention and Diversity Summit was a two-day conference held May 11-13, 2009 in Washington, DC that focused on strategies for improving recruitment, retention, and diversity within law enforcement agencies. The summit included keynote addresses, panel discussions, and breakout sessions on topics such as analyzing changing applicant pools, developing diversity recruitment plans, identifying retention incentives, and building community partnerships. Additionally, pre-conference and post-conference workshops allowed for more in-depth examination of issues like developing marketing plans and succession planning. The goal of the summit was to provide law enforcement professionals with tested strategies and best practices to attract, support, and maintain a talented and diverse workforce.
This two-day training titled "Project Leadership" will take place from March 15-16, 2010 in Arlington, VA. The training will teach participants how to effectively lead project teams and increase work productivity. Over the two days, participants will learn skills such as effective team building, decision making, communication, change management, motivation, and conflict resolution. The training will provide up to 14 professional development units and is intended for project managers, program managers, and other leadership roles.
This document provides information about the 2009 Administrative Professional Certification Week taking place from August 24-28, 2009 in Washington, DC. The certification week aims to teach administrative professionals skills to succeed in highly demanding times, including career development, managing conflict, time management, and team building. Each day covers different topics through workshops, presentations, and networking opportunities. Some highlights include creating a professional development plan, developing negotiation skills, setting goals, expanding professional networks, and improving non-verbal communication and leadership skills without authority. The certification week is designed to help administrative staff gain competencies to advance their careers.
This two-day training on employee engagement will teach participants how to understand what drives employee engagement, discover causes of employee motivation and procrastination, and use social media to foster collaboration. The training will provide tools and best practices for listening to employees, providing feedback, and engaging a multi-generational workforce. Participants will learn how employee disengagement impacts productivity and costs organizations. They will earn up to 12 CPE credits for attending.
This document provides information about a two-day training seminar on project leadership skills. The training will take place on September 10-11, 2009 in Washington, DC and will provide up to 14 PDUs. Attendees will learn tools and techniques for effective project team leadership, communication, decision making, change management, and motivation. Sessions will include lectures, exercises and real-world examples. The training is intended for project managers, directors, and other project roles.
The Gate Gourmet production facility at LAX implemented a new Performance Management system over 12 weeks. An initial diagnostic identified issues with leadership skills, performance management, and training. A team designed solutions focusing on leadership development activities, standardized performance boards to measure and display KPIs, and training everyone on using the boards and conducting performance dialogues. The new system aimed to generate quick, substantial and sustainable improvements by ensuring what gets measured gets done.
The document summarizes an annual administrative management summit taking place on January 14-15, 2010 in Arlington, VA. The summit will provide training and workshops over two days for administrative professionals to develop skills in areas such as communication, leadership, time management, and using technology. Some key sessions include developing a professional development plan, communicating effectively, negotiating with confidence, and perfecting time management skills. The summit offers up to 18 CPE credits and provides an opportunity to network with other administrative professionals.
The document provides information about the Total Productive Maintenance Conference to be held June 21-24, 2010 in Mooresville, North Carolina. The conference will take place at NASCAR race shops and feature hands-on sessions to help attendees achieve maintenance excellence. Over 35 sessions will be offered covering topics like TPM planning and implementation, predictive maintenance technologies, autonomous maintenance, and more. Participants can customize their experience by choosing from general sessions, knowledge transfer sessions, hands-on activities, and case study presentations. Networking events will also be held at local race shops and a go-kart racing facility. The goal is for attendees to learn equipment reliability techniques to transition from reactive to proactive maintenance.
The 2009 National Law Enforcement Recruitment, Retention and Diversity Summit was a two-day conference held May 11-13, 2009 in Washington, DC that focused on strategies for improving recruitment, retention, and diversity within law enforcement agencies. The summit included keynote addresses, panel discussions, and breakout sessions on topics such as analyzing changing applicant pools, developing diversity recruitment plans, identifying retention incentives, and building community partnerships. Additionally, pre-conference and post-conference workshops allowed for more in-depth examination of issues like developing marketing plans and succession planning. The goal of the summit was to provide law enforcement professionals with tested strategies and best practices to attract, support, and maintain a talented and diverse workforce.
This two-day training titled "Project Leadership" will take place from March 15-16, 2010 in Arlington, VA. The training will teach participants how to effectively lead project teams and increase work productivity. Over the two days, participants will learn skills such as effective team building, decision making, communication, change management, motivation, and conflict resolution. The training will provide up to 14 professional development units and is intended for project managers, program managers, and other leadership roles.
This document provides information about the 2009 Administrative Professional Certification Week taking place from August 24-28, 2009 in Washington, DC. The certification week aims to teach administrative professionals skills to succeed in highly demanding times, including career development, managing conflict, time management, and team building. Each day covers different topics through workshops, presentations, and networking opportunities. Some highlights include creating a professional development plan, developing negotiation skills, setting goals, expanding professional networks, and improving non-verbal communication and leadership skills without authority. The certification week is designed to help administrative staff gain competencies to advance their careers.
This two-day training on employee engagement will teach participants how to understand what drives employee engagement, discover causes of employee motivation and procrastination, and use social media to foster collaboration. The training will provide tools and best practices for listening to employees, providing feedback, and engaging a multi-generational workforce. Participants will learn how employee disengagement impacts productivity and costs organizations. They will earn up to 12 CPE credits for attending.
This document provides information about a two-day training seminar on project leadership skills. The training will take place on September 10-11, 2009 in Washington, DC and will provide up to 14 PDUs. Attendees will learn tools and techniques for effective project team leadership, communication, decision making, change management, and motivation. Sessions will include lectures, exercises and real-world examples. The training is intended for project managers, directors, and other project roles.
This document provides information about a two-day training seminar on developing and implementing rolling forecasts to improve organizational performance. The training will teach attendees how to design effective rolling forecasts to identify key business drivers and trends to enhance forecast accuracy. Attendees will learn how to integrate rolling forecasts with strategic planning and use the forecasts to make informed decisions and measure performance. The seminar aims to demonstrate why traditional forecasting methods are outdated and how rolling forecasts can increase profitability by better understanding risks.
This document provides information about a Lean Six Sigma Yellow Belt certification training program that will teach process improvement methodologies and tools. The 2-day training will cover Lean Six Sigma concepts and the DMAIC process for defining, measuring, analyzing, improving, and controlling processes. Attendees will learn to apply Six Sigma tools to solve organizational challenges, streamline projects, and document best practices. The goal is to provide professionals with techniques to continuously improve work through problem solving projects.
This document provides an agenda for the 2010 Government HR Innovations conference taking place June 15-17 in Arlington, VA. The conference features six tracks: 1) workforce planning, 2) strategic recruitment, 3) talent onboarding, 4) employee engagement, 5) the blended workforce, and 6) HR metrics. Day one includes keynote addresses and sessions within tracks A and B. Day two includes sessions within tracks C through F. Day three includes workshops on succession planning and leadership development programs. The conference aims to provide HR managers at the federal, state, and local levels with the most comprehensive event of the year to address key HR issues.
This document provides information about the Corporate Performance Management Training Forum 2010, which will take place from January 20-22, 2010 in Arlington, VA. The forum will provide up to 18 CPE credits and feature step-by-step training on building strategy maps, balanced scorecards, and performance reporting. Participants will learn skills for implementing performance management and applying strategies to improve organizational results. The agenda outlines sessions on various performance management topics each day, including strategy mapping, measure identification, reporting, and becoming a strategy-focused organization.
Offshore outsourcing comes with its set of risks and it known to fail at times. If one analyzes reasons for failures one will clearly realize that most of these risks can be mitigated. All it takes is a management commitment, mature process and mitigation plan.
The document provides information about an upcoming succession planning summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on developing effective succession plans, cultivating and retaining employees, overcoming obstacles to succession planning, and promoting a strong employer brand. It includes an agenda for the three-day event with sessions on creating results-driven succession plans, using social media to strengthen plans, retaining top talent, and developing a strong employer brand. The summit aims to help participants enhance their organizations by aligning succession plans with goals and engaging employees in the process.
The document provides information about a Lean Six Sigma Yellow Belt Certification conference to be held on July 13-15, 2009 in Washington DC. The conference will teach participants about Lean Six Sigma concepts and tools to improve organizational processes using the DMAIC methodology. It will include presentations, exercises and a certification exam. An optional post-conference workshop on July 15th will provide guidance on deploying Lean Six Sigma in an organization.
The document summarizes a two-day strategic alliance conference that will take place from March 15-16, 2010 in Arlington, VA. Attendees will learn best practices for launching, managing, and evaluating strategic alliances through workshops, presentations, and keynote addresses. Specific topics include identifying alliance metrics, aligning alliances with corporate strategy, and fostering transparency between partner organizations.
The document announces an environmental performance summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on measuring and improving environmental performance in government through workshops on developing quality performance measures, performance-based budgeting, and selecting the right performance measures for environmental programs. Featured speakers will discuss renewable energy contributions to environmental sustainability and innovations for utilizing performance measures. Attendees include environmental managers, specialists, researchers, and sustainability coordinators.
This document provides information about a conference on executing strategy efficiently and effectively using the Balanced Scorecard methodology. The conference will take place July 15-17, 2009 in Washington, DC, and will include workshops on July 15 and the main conference on July 16-17. Attendees will learn how to develop a Balanced Scorecard strategy, align their organization to strategy, and link performance incentives, planning and budgeting to the Balanced Scorecard. Speakers will discuss topics such as developing strategy maps, key measures and metrics, managing through strategic themes, and lessons learned from Balanced Scorecard implementation.
The document describes a Lean Six Sigma Yellow Belt certification course that will teach participants to apply Six Sigma tools and the DMAIC process to solve organizational challenges and improve processes. The 2-day course will cover Six Sigma concepts and methods, process mapping, project management, and tools for defining problems, measuring performance, analyzing causes of defects, improving processes, and controlling gains. Attendees will learn techniques to support continuous improvement through team problem solving and complete a work-related project.
Do you and your colleagues have to deliver a project? Would you find it useful to use a researched approach to identify potential issues and help avoid them?
One which involves the whole project team in an interesting and participative way? “Prevaluation” does that. This actual client case study reveals all ~ Read on….
The document provides information about a two-day training event on customer experience management to be held in Atlanta, Georgia from August 9-10, 2010. The training will teach attendees how to design memorable customer experiences, engage employees, and utilize metrics to measure customer experience. Attendees will learn how to define customer experience intent, understand experience disconnects, and execute and measure experience achievement.
The document describes an upcoming conference on performance management called The Performance Conference 2009 taking place from October 6-9, 2009 in Chicago, IL. The conference will feature 12 comprehensive tracks on topics related to performance management, measures, metrics, and business analytics. It will bring together business executives from various industries and functions to explore challenges in business performance and latest innovations. Attendees will learn how to utilize performance management strategies to improve operational efficiencies, reduce costs, and increase profitability during turbulent economic times.
This two-day Lean Six Sigma Yellow Belt Certification course provides an overview of Six Sigma concepts and the DMAIC process. Attendees will learn techniques to continuously improve processes and apply these skills to solve business challenges. The goal is for professionals to support improvement opportunities, document best practices, and work to ensure gains from successful projects are sustained.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
The document discusses the results of a study on the effects of a new drug on memory and cognitive function in older adults. The double-blind study involved giving either the new drug or a placebo to 100 volunteers aged 65-80 over a 6 month period. Testing showed those receiving the drug experienced statistically significant improvements in short-term memory retention and processing speed compared to the placebo group.
Developing Public Support For Utility Infrastructure.071309Christopher Kenny
STAR Group uses a structured stakeholder involvement process to help utilities build public support for infrastructure projects. Their approach includes convening leadership teams and search conferences to identify solutions, as well as establishing working groups to ensure meaningful public engagement. Client testimonials and case studies demonstrate that STAR Group's methods achieve regulatory approval while minimizing controversy and costs.
The document describes two interactive courses on performance auditing and program evaluation taking place from September 27-30, 2010 in Arlington, VA. The performance auditing course will focus on creating strategies to improve performance auditing and developing relevant program measures. The program evaluation course will teach how to determine if a program is achieving its intended outcomes and how to build an evaluation system. The courses will provide techniques for using performance data to drive decision making, assessing risks and vulnerabilities, developing audit objectives, and selecting appropriate data collection and analysis methods. Attendees include government auditors, inspectors general, program managers, and other professionals.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
This document discusses key aspects of developing and implementing an organizational performance management system, including defining key result areas (KRAs), setting objectives and goals, measuring performance, reviewing progress, evaluating performance, and providing rewards. It emphasizes establishing 3-5 specific and measurable KRAs per role that capture 80% of responsibilities. Performance management systems aim to increase the likelihood employees will achieve organizational objectives through goal setting and regular feedback.
This document provides information about a two-day training seminar on developing and implementing rolling forecasts to improve organizational performance. The training will teach attendees how to design effective rolling forecasts to identify key business drivers and trends to enhance forecast accuracy. Attendees will learn how to integrate rolling forecasts with strategic planning and use the forecasts to make informed decisions and measure performance. The seminar aims to demonstrate why traditional forecasting methods are outdated and how rolling forecasts can increase profitability by better understanding risks.
This document provides information about a Lean Six Sigma Yellow Belt certification training program that will teach process improvement methodologies and tools. The 2-day training will cover Lean Six Sigma concepts and the DMAIC process for defining, measuring, analyzing, improving, and controlling processes. Attendees will learn to apply Six Sigma tools to solve organizational challenges, streamline projects, and document best practices. The goal is to provide professionals with techniques to continuously improve work through problem solving projects.
This document provides an agenda for the 2010 Government HR Innovations conference taking place June 15-17 in Arlington, VA. The conference features six tracks: 1) workforce planning, 2) strategic recruitment, 3) talent onboarding, 4) employee engagement, 5) the blended workforce, and 6) HR metrics. Day one includes keynote addresses and sessions within tracks A and B. Day two includes sessions within tracks C through F. Day three includes workshops on succession planning and leadership development programs. The conference aims to provide HR managers at the federal, state, and local levels with the most comprehensive event of the year to address key HR issues.
This document provides information about the Corporate Performance Management Training Forum 2010, which will take place from January 20-22, 2010 in Arlington, VA. The forum will provide up to 18 CPE credits and feature step-by-step training on building strategy maps, balanced scorecards, and performance reporting. Participants will learn skills for implementing performance management and applying strategies to improve organizational results. The agenda outlines sessions on various performance management topics each day, including strategy mapping, measure identification, reporting, and becoming a strategy-focused organization.
Offshore outsourcing comes with its set of risks and it known to fail at times. If one analyzes reasons for failures one will clearly realize that most of these risks can be mitigated. All it takes is a management commitment, mature process and mitigation plan.
The document provides information about an upcoming succession planning summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on developing effective succession plans, cultivating and retaining employees, overcoming obstacles to succession planning, and promoting a strong employer brand. It includes an agenda for the three-day event with sessions on creating results-driven succession plans, using social media to strengthen plans, retaining top talent, and developing a strong employer brand. The summit aims to help participants enhance their organizations by aligning succession plans with goals and engaging employees in the process.
The document provides information about a Lean Six Sigma Yellow Belt Certification conference to be held on July 13-15, 2009 in Washington DC. The conference will teach participants about Lean Six Sigma concepts and tools to improve organizational processes using the DMAIC methodology. It will include presentations, exercises and a certification exam. An optional post-conference workshop on July 15th will provide guidance on deploying Lean Six Sigma in an organization.
The document summarizes a two-day strategic alliance conference that will take place from March 15-16, 2010 in Arlington, VA. Attendees will learn best practices for launching, managing, and evaluating strategic alliances through workshops, presentations, and keynote addresses. Specific topics include identifying alliance metrics, aligning alliances with corporate strategy, and fostering transparency between partner organizations.
The document announces an environmental performance summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on measuring and improving environmental performance in government through workshops on developing quality performance measures, performance-based budgeting, and selecting the right performance measures for environmental programs. Featured speakers will discuss renewable energy contributions to environmental sustainability and innovations for utilizing performance measures. Attendees include environmental managers, specialists, researchers, and sustainability coordinators.
This document provides information about a conference on executing strategy efficiently and effectively using the Balanced Scorecard methodology. The conference will take place July 15-17, 2009 in Washington, DC, and will include workshops on July 15 and the main conference on July 16-17. Attendees will learn how to develop a Balanced Scorecard strategy, align their organization to strategy, and link performance incentives, planning and budgeting to the Balanced Scorecard. Speakers will discuss topics such as developing strategy maps, key measures and metrics, managing through strategic themes, and lessons learned from Balanced Scorecard implementation.
The document describes a Lean Six Sigma Yellow Belt certification course that will teach participants to apply Six Sigma tools and the DMAIC process to solve organizational challenges and improve processes. The 2-day course will cover Six Sigma concepts and methods, process mapping, project management, and tools for defining problems, measuring performance, analyzing causes of defects, improving processes, and controlling gains. Attendees will learn techniques to support continuous improvement through team problem solving and complete a work-related project.
Do you and your colleagues have to deliver a project? Would you find it useful to use a researched approach to identify potential issues and help avoid them?
One which involves the whole project team in an interesting and participative way? “Prevaluation” does that. This actual client case study reveals all ~ Read on….
The document provides information about a two-day training event on customer experience management to be held in Atlanta, Georgia from August 9-10, 2010. The training will teach attendees how to design memorable customer experiences, engage employees, and utilize metrics to measure customer experience. Attendees will learn how to define customer experience intent, understand experience disconnects, and execute and measure experience achievement.
The document describes an upcoming conference on performance management called The Performance Conference 2009 taking place from October 6-9, 2009 in Chicago, IL. The conference will feature 12 comprehensive tracks on topics related to performance management, measures, metrics, and business analytics. It will bring together business executives from various industries and functions to explore challenges in business performance and latest innovations. Attendees will learn how to utilize performance management strategies to improve operational efficiencies, reduce costs, and increase profitability during turbulent economic times.
This two-day Lean Six Sigma Yellow Belt Certification course provides an overview of Six Sigma concepts and the DMAIC process. Attendees will learn techniques to continuously improve processes and apply these skills to solve business challenges. The goal is for professionals to support improvement opportunities, document best practices, and work to ensure gains from successful projects are sustained.
The document discusses a Lean Six Sigma conference for IT professionals to be held from September 27-30, 2010. The conference will provide 18 CPE credits and optional yellow belt certification. Attendees will learn how to apply Lean Six Sigma methodology to improve IT processes and drive business results. They will gain tools to continuously improve work through problem solving. The yellow belt track on September 27-28 will cover Lean Six Sigma concepts and techniques to define, measure, analyze, improve and control processes.
The document discusses the results of a study on the effects of a new drug on memory and cognitive function in older adults. The double-blind study involved giving either the new drug or a placebo to 100 volunteers aged 65-80 over a 6 month period. Testing showed those receiving the drug experienced statistically significant improvements in short-term memory retention and processing speed compared to the placebo group.
Developing Public Support For Utility Infrastructure.071309Christopher Kenny
STAR Group uses a structured stakeholder involvement process to help utilities build public support for infrastructure projects. Their approach includes convening leadership teams and search conferences to identify solutions, as well as establishing working groups to ensure meaningful public engagement. Client testimonials and case studies demonstrate that STAR Group's methods achieve regulatory approval while minimizing controversy and costs.
The document describes two interactive courses on performance auditing and program evaluation taking place from September 27-30, 2010 in Arlington, VA. The performance auditing course will focus on creating strategies to improve performance auditing and developing relevant program measures. The program evaluation course will teach how to determine if a program is achieving its intended outcomes and how to build an evaluation system. The courses will provide techniques for using performance data to drive decision making, assessing risks and vulnerabilities, developing audit objectives, and selecting appropriate data collection and analysis methods. Attendees include government auditors, inspectors general, program managers, and other professionals.
Communication, training, support, and change management. Business Readiness is a new term and encompasses components that are familiar to learning and development. However, look it up on Google, Wikipedia, or other search engines and it\'s not there. At least not in the way we have been talking about it. Why? Is it because it is so new and the components such as change management, communications, training and end user support are typically run by project managers? Or are they? How do you, as a learning professional, affect these components? You\'ll explore how the direction and guidance you provide in these areas affect overall projects and success of new processes, ERP roll outs and training delivery in your organization.
This document discusses key aspects of developing and implementing an organizational performance management system, including defining key result areas (KRAs), setting objectives and goals, measuring performance, reviewing progress, evaluating performance, and providing rewards. It emphasizes establishing 3-5 specific and measurable KRAs per role that capture 80% of responsibilities. Performance management systems aim to increase the likelihood employees will achieve organizational objectives through goal setting and regular feedback.
How to Apply a Product Mindset to Your Platform Team TomorrowJelmer Borst
5 practical tips to apply for your platform team:
1. Don't build
2. Align with your company's strategy
3. Define and explain your team's value
4. Measure what matters
5. Iterate & celebrate your successes
This document discusses governance for Microsoft SharePoint technologies. It defines governance as managing the deployment of information technologies to balance risks, costs and adoption. The document outlines several key areas that should be considered for a SharePoint governance plan, including project management, development processes, infrastructure, operations, training, and taxonomy. It provides details on specific governance activities and decisions needed within each area.
Managing Virtual Teams with Plugged-In ManagementTerri Griffith
The document discusses supporting virtual teams with plugged-in management. It recommends three practices for plugged-in managers: stop, look, and listen. Plugged-in managers stop what they are doing, look at their team's needs and issues, and listen to understand how to help the team work better together. Following these practices can help managers support virtual teams in a way that is faster, easier to implement, and more effective.
The document discusses applying Lean principles to recruiting and hiring processes. It provides background on Lean manufacturing and defines key terms. It then describes a Kaizen event conducted by the company's Talent Acquisition team to improve their "Days to Fill" a position by reducing waste. The event revealed issues such as a lack of headcount forecasting, non-competitive compensation, and delays in communication. It developed standard work and identified future needs like enhancing the career website and implementing a leadership development program.
Start with a plan! This presentation is an effective event management plan I created after conducting a 6 month assessment of one company's event management processes. It includes evaluation, SWOT and a suggested solution of a cloud based project management software.
Organisation Change, Management Development & Communications Consulting and T...journal72
Its services include organization analysis, strategy analysis, people analysis, systems analysis, and transformation programs to drive successful organization changes.
This document outlines the steps to effective SharePoint governance. It recommends establishing 5 governance teams: a business strategy team, solutions/technical strategy team, and 3 tactical teams for operations, development, and support. Each team's roles and responsibilities are described. The document also discusses developing governance policies and standards, building a governance site to manage materials, and taking a iterative approach to continuously refine governance.
This report summarizes the performance of initiatives at Telekom Malaysia Berhad (TM) in June 2012. The monthly technical resolution rate was 84%, exceeding the target of 80% but the percentage of points of contact (POC) completed for the Priority Technical Support (PTS) project was 60%, below the target of 100%. To improve PTS, workarounds may be needed using available resources due to dependencies on other parties. For the TSI Team Competency Analysis initiative, a competency framework and preliminary assessment model were designed but the percentage completed was only 35% due to the initiative's critical nature and dependencies on other projects like PTS.
This document describes a Deployment Excellence Framework (DEF) to effectively adopt high maturity processes. The framework includes 3 interlinked cycles: 1) Identification Cycle to target initial units and stakeholders, 2) Initial Deployment Cycle focusing on awareness and success indicators, and 3) Sustenance Cycle increasing adoption scope and self-reliance. It also includes a feedback adapter for course correction. The case study illustrates using DEF to standardize an organization's project estimation processes and templates by deploying new estimation models and tools over 6 quarters.
- The document discusses applying decision analysis and resolution (DAR) techniques in real-world situations. It describes when DAR should be used, such as for technical decisions, business decisions, project proposals, training priorities, and requirement prioritization.
- The basic DAR process involves defining the decision statement, identifying alternatives, evaluating alternatives against criteria, and making a decision. A variety of decision-making tools are presented, including grid analysis, decision trees, cost-benefit analysis, and more.
- Examples of applying techniques like grid analysis, fishbone diagrams, and decision trees are provided. Lessons learned emphasize having criteria for when to use DAR and that institutionalizing the process takes time.
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
Ineffective meetings are the bugbear of many organisations. In this article, John Sutherland, Director of Strategic resource introduces and discusses the 4 P's model. He advises that setting out the 4 P's – Person, Purpose, Process and Product for any form of teamwork or organisational meetings promotes efficiency, productivity and focus.
DQO is an initiative that provides guidance for organizations to develop digital strategies. It involves four phases: Discover, Define, Develop, and Deploy. The Discover phase involves assessing an organization's readiness for social media use and determining desired outcomes. The Define phase defines goals and key performance indicators. The Develop phase establishes policies, processes, and appropriate platforms. Finally, the Deploy phase involves piloting social media strategies before full implementation. DQO provides tools and best practices to help organizations strategically develop and deploy social media initiatives.
This 4-day training focuses on providing facilitators with the tools and techniques to guide teams through change. The agenda covers lean fundamentals, facilitation skills like effective brainstorming and conflict resolution, and the A3 problem-solving method. Participants will learn basics like 6S and value stream mapping, as well as how to prepare and sustain improvements. The unique training emphasizes balancing stakeholder needs and applies A3 thinking at all levels to target improvements to the organization.
Practical Steps For Building High Performance TeamsElijah Ezendu
The document provides information on building high performance teams. It discusses developing a team charter that defines the team's mission, objectives, timeline and responsibilities. It also identifies the key qualities of high performance teams such as clear goals, collaboration, excellence and leadership. When selecting team members, the document recommends considering criteria like creativity, team skills, respect and balancing qualifications with commitment to the team.
The document provides an overview of project management concepts and tools for a National Guard Black Belt training module. It discusses the define stage of the CPI roadmap, key drivers of project success, roles and expectations of a project manager, effective communication, and developing a communication plan. Templates are provided for a stakeholder analysis and communication plan to help project managers identify stakeholders, assess their level of influence and concerns, and develop targeted messaging. The overall aim is to help trainees understand project management responsibilities and optimize performance.
1) The document outlines action items, decisions, and open issues that should be recorded from meetings. Action items include tasks assigned to attendees with responsible persons and due dates. Decisions that could impact the group's future choices should be recorded. Open issues raised but not resolved should be noted to carry over to future meetings.
2) The team charter worksheet provides templates for documenting a project's problem statement, business case, processes affected, requirements, consequences of no change, scope, goals, timeline, and metrics.
3) The document discusses valuing key measures in a process by calculating payback periods based on total investment, cost of capital, and monthly benefits to determine if projects will pay for themselves within a set time
The document outlines the services of an organizational consulting firm focused on helping clients improve performance, productivity, and organizational excellence. The firm provides assessments, strategic planning, leadership development, and process improvement consulting. The goal is to help clients transition from good to great by aligning resources, implementing continuous improvement processes, and engaging employees. Services are available to clients across various industries and stages of organizational development.
This document advertises the 14th Annual PEX Week conference from January 21-25, 2013 in Orlando, Florida. Over 45 senior process leaders from major companies will speak, including executives from Citi, Kraft Foods, Nationwide, and Xerox. The event will focus on innovating business processes, reaching process excellence through various tools and industry forums, and benchmarking process improvement strategies. Attendees will gain new ideas and networking opportunities to further their process improvement programs.
The PEX Corporate Leaders Boardroom event brings together C-Suite executives to discuss key issues for driving process excellence and business transformation in 2013, including redefining quality, leadership engagement, change management, and strategic alignment. Through an exclusive boardroom-style discussion format, participants can engage with peers, develop leadership skills, and focus on operational challenges to formulate a forward vision and competitive strategy for their organizations. Previous attendees of the event include senior executives from major companies across various industries.
This document provides information about sponsoring an event called PEX Week hosted by PEX Network. It discusses the benefits of sponsorship, including access to senior decision makers from major companies. PEX Week is described as the largest annual gathering of process professionals and a chance for sponsors to meet prospects and current partners. Details are given about the audience breakdown by region, job function, company size and industry to help sponsors understand the potential customers that will be attending.
The document summarizes an invitation-only boardroom discussion event for senior process and technology executives called the IBM Corporate Leaders' Boardroom. It will be held alongside PEX Week 2013 in Orlando, Florida and hosted by IBM. The boardroom format allows an informal discussion of key issues facing executives in aligning people, processes, and technology to drive revenue growth and customer-centric strategies. Discussion topics will include leveraging innovation for global growth, enabling customer-centricity, and using insights to drive sustainable competitive advantages. Attendees in 2012 included executives from Thomson Reuters, UnitedHealth Group, and The McGraw-Hill Companies.
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1. DPH
Process Action Team (PAT)
Project Charter Action
Team Template
Document produced by Grace Duffy, John Moran & Michael Rudis
1
2. DPH
Process Action Team (PAT)
Introduction:
This document has a template “Working Copy” of a Project Action Team Charter that you may use to help
guide you through the process of creating your own. These templates and guidelines have been provided
courtesy of Delaware (US) Public Health.
After a few iterations of this charter, the executive sponsor, team leader, and facilitator will have a written
document that describes in detail what the team is to accomplish. This becomes the official work contract
for the team leader and the facilitator to begin the teaming process.
For further details about creating Project Action Team Charters, please see the full article “Creating an
Effective Team Charter” on the Process Excellence Network:
http://www.processexcellencenetwork.com/article.cfm?externalID=5610
CONTENTS:
Document Pages
Working Copy of the DPH Process Improvement Team (PAT) Charter 3-4
Official Copy of the DPH Process Improvement Team (PAT) Charter 5-7
DPH Process Improvement Team (PAT) Charter Guidelines 8-15
3. DPH
Process Action Team (PAT)
PAT Name:
Subject:
Process Improvement Opportunity
Charter Start Date: Charter End Date:
Executive Sponsor:
Team Leader:
Facilitator:
Team Member Section Area of Expertise
Process Improvement Aim
Process Improvement Objectives (SMART)
1.
2.
3.
4.
5.
4. DPH
Process Action Team (PAT)
Success Metrics (Measures)
1.
2.
3.
Key Milestones
1.
2.
3.
Available Resources ______________Required Resources______
____________________________________
____________________________________
Considerations (Assumptions, Constraints, Obstacles, & Risks)
Boundaries
Key Stakeholders Area of Concern
Communication Plan
5. DPH
Process Action Team (PAT)
PAT Name:
Subject:
Process Improvement Opportunity:
Charter Start Date: Charter End Date:
Executive Sponsor:
Team Leader:
Facilitator:
Team Member Section Area of Expertise
Process Improvement Aim:
Process Improvement Objectives (SMART):
1.
2.
3.
4.
5.
Success Metrics (Measures):
1.
2.
3.
5
6. DPH
Process Action Team (PAT)
Key Milestones:
1.
2.
3.
Available Resources: Required Resources:
Considerations (Assumptions, Constraints, Obstacles, Risks):
Boundaries:
Key Stakeholders Area of Concern
Communication Plan:
7. DPH
Process Action Team (PAT)
Signature Page
Division Director’s Printed Name Division Director’s Signature
Executive Sponsor’s Printed Name Executive Sponsor’s Signature
Team Leader’s Printed Name Team Leader’s Signature
Facilitator’s Printed Name Facilitator’s Signature
Team Member’s Printed Name Team Member’s Signature
Team Member’s Printed Name Team Member’s Signature
Team Member’s Printed Name Team Member’s Signature
Team Member’s Printed Name Team Member’s Signature
Team Member’s Printed Name Team Member’s Signature
Team Member’s Printed Name Team Member’s Signature
Team Member’s Printed Name Team Member’s Signature
Team Member’s Printed Name Team Member’s Signature
8. DPH Process Action Team (PAT) Charter Guidelines
WHY IS IT
SECTION WHAT IS DOES? EXAMPLE TIP
IMPORTANT?
Identifies the team. Enables the team to WIC (Women, Infants, Keep it simple, unique,
distinguish the effort from and Children) Waiting and easily stated.
others. Room Time Reduction
PAT Name Team.
Identifies the area of Clarifies the intent of the WIC Intake Department Make it clear and
focus. project. waiting time succinct.
Subject
States why this effort was Orients team and others WIC applicants are This is the most important
initiated and what will be to the true need for the complaining that it takes part of the Charter. It is
affected by the outcome. effort. The source and too much time to process the foundation for PAT
analysis of the data that their in-person application formation. It's important
identified the problem or and there is a lack of to ensure that it is well
opportunity should be privacy while giving thought through and
Process Improvement included and used as a information to the clerk. agreed upon by the
Opportunity baseline. Executive Sponsor, Team
Leader, and Facilitator.
8
9. DPH Process Action Team (PAT) Charter Guidelines
WHY IS IT
SECTION WHAT IS DOES? EXAMPLE TIP
IMPORTANT?
Signifies the day the Keeps the team focused Charter Start Date: Make sure these dates
charter goes into effect on “beginning with the September 17, 2011 are reasonable and
and the date the team end in mind. This is not Charter End Date: agreed upon by the
adjourns. necessarily the date the December 20, 2011 Executive Sponsor, Team
Team Leader reports Leader, and Facilitator.
results to the Executive
Charter Dates
Sponsor.
Identifies the senior This Leadership Team Mary James, Local It’s a good idea for all
leader that supports member has overall Health Department members of the PAT to
and/or initiated this effort. authority and Administrator meet the Executive
Designated by the responsibility for Sponsor prior to the
leadership team to hold organizing the team that initiation of the Charter.
overall responsibility for will address the Process
the strategy and its Improvement
execution. Opportunity. They have
overall operational
Executive Sponsor accountability. The
Executive Sponsor will be
expected to break down
barriers and “go to bat”
for the team.
10. DPH Process Action Team (PAT) Charter Guidelines
WHY IS IT
SECTION WHAT IS DOES? EXAMPLE TIP
IMPORTANT?
Identifies one individual Establishes who will Josephine Smith, WIC Select a Team Leader
who will guide the team conduct team meetings, Manager that has a broad
to achieve successful provide focus and understanding of the
outcomes and who will direction, and will ensure process improvement
communicate to senior productive use of team opportunity.
leaders. member’s time. This
Team Leader
person is not necessarily
the same individual who
will be “in charge” of the
process, but should be a
person who will “lose
sleep” over the outcome.
Moves a team forward Quality facilitators use Joe Bagodonuts, To eliminate the
through a series of observation, intervention, Facilitator Extraordinaire possibility of personal
scheduled meetings feedback, coaching, and bias and the risk of
aimed at attaining the team member personality getting involved with
goal established by the differences to conduct decision making and
team and team leader. effective meetings. solutions, it’s important to
Facilitator Quality facilitators are not select a facilitator that
subject matter experts, knows as little about the
but rather focus on how process as possible.
effectively the team is
working.
11. DPH Process Action Team (PAT) Charter Guidelines
WHY IS IT
SECTION WHAT IS DOES? EXAMPLE TIP
IMPORTANT?
Defines who will be on Assure that all the people Team Member: Wilma You may have people
the team and why necessary to effect Bates – WIC Intake that you do not need on
change will be involved. supervisor. the core team. However,
they are key stakeholders
and must be consulted
with, and made aware of,
changes. These
Team Member/Section/
individuals should be
Area of Expertise
identified in the Charter.
Refer to the high level
process utilized to define
the scope to verify that
the team has
representation from each
major process step.
It describes what the Clarifies where the team AIM: To reduce the Most successful
team intends to do, is going and enables waiting time by 50%. improvement efforts have
providing the team with a them to know when they a succinct aim with a
focus and a way to get there. A well stated measurable stretch goal.
Process Improvement
measure progress. The aim affords a team the The measure should be
Aim
aim should be derived opportunity to improve monitored over time and
from a known problem many aspects of the tracked in the form of a
(data) and need for system or process related statistical process control
corrective action. to the aim. chart.
12. DPH Process Action Team (PAT) Charter Guidelines
WHY IS IT
SECTION WHAT IS DOES? EXAMPLE TIP
IMPORTANT?
Listing out the specific It enables the team to Eliminating Waste Group similar objectives
and measurable reach consensus on what Eliminate unnecessary and give them a
Process Improvement objectives for the effort will be addressed during waiting time descriptive title; for
Objectives (SMART = will help define the the course of the effort. Reduce duplicative example, Eliminating
Specific, Measureable, opportunities to improve. data entry Waste. Grouping
Achievable, Realistic, objectives into change
Time Dependent) concepts facilitates
creative thinking with
improvement teams.
Defines how you Metrics help the team Overall applicant cycle Be specific. Agree to
measure the success of and sponsor to time to get service and definitions & data
the improvement effort or understand when and if complete an application sources. It is ideal to
the project as a whole. an implemented will be reduced by 50%. have a balanced set of
improvement is meeting measures: Identify one
Success Metrics the desired goal. overarching measure that
(Measures) Use sampling. can be a gauge for the
entire effort, measure it
over time and use a
control chart. This should
relate to the Process
Improvement Aim.
Marks significant Holds the team Current State Schedule milestone
expectations and/or accountable. Maps Assessment due March reviews on senior
deliverables the team can progress. 15th. management calendars
Key Milestones expect. Recommendations to be well in advance to make
presented to senior sure time is available
leadership in 6 weeks. when the team is ready to
present.
WHY IS IT
SECTION WHAT IS DOES? EXAMPLE TIP
IMPORTANT?
13. DPH Process Action Team (PAT) Charter Guidelines
Articulate who and what Provides both the team Facilitator: Joe Validate availability of
is available to support the and senior leadership Bagodonuts. Training resources as part of the
team. This might include with an opportunity to workshops. definition stage of the
a facilitator, trainers, or negotiate what the team Up to $5,000 for process improvement
Available Resources funds. needs to be successful. miscellaneous office project. The team
expenses. sponsor or process
owner is usually the
function that controls
resource availability.
Recognizes any Resources are scarce in Support from Location Physical layout changes
additional resource the most organizations. It is Facilities department to may take time to design,
team believes is best to be realistic in the re-work client waiting schedule and implement.
necessary to achieve the use of resources and areas or create client Have the team think
objectives of the process identify requirements at booths. ahead to anticipate
Required Resources
improvement project. the onset of activities. If bottlenecks that may
resources are occur during the
unavailable, then options improvement project.
can be pursued for
alternative strategies.
14. DPH Process Action Team (PAT) Charter Guidelines
WHY IS IT
SECTION WHAT IS DOES? EXAMPLE TIP
IMPORTANT?
Describes both positive Clarifies expectations; Assumption: The WIC Communicate with all
and negative factors that requires people to reflect intake area can be areas of the organization
must be discussed and on the effort in a more rearranged to make for affected by the process
understood prior to the thoughtful way; can private booths improvements
work beginning. redefine the work; may Constraints: Information anticipated. Record any
Assumptions: statements facilitate the removal of Technology solutions will barriers or obstacles
of requirements that must known obstructions in not be entertained at this identified during these
Considerations
be accepted; advance; gives credibility time (system upgrade conversations. Some
(Assumptions,
Constraints: an element to teams (that they have planned in 2 years). items may be simple to
Constraints, Obstacles,
that might restrict or considered possible Obstacles: Departmental address, others may
Risks)
regulate project actions issues). practices related to need significant effort.
or outcomes; scheduling applicants The sooner these are
Obstacles: factor that differ widely. identified, the better.
might impede progress; Risks: Changes may not
Risks: a course of action conform to legal
that might pose a hazard requirements
or cause loss.
Specifies the boundaries Sets the stage; provides “The time the person Map out a 7-9 step high-
of the process you are focus; identifies limits. arrives in the WIC level process flow for the
involved in. They may be Department to the time scope you’ve defined.
stated in time frames they have successfully This will help you
Boundaries and/or process steps. filled out the application understand what you
and leave.” need to be successful,
including validating team
membership.
15. DPH Process Action Team (PAT) Charter Guidelines
WHY IS IT
SECTION WHAT IS DOES? EXAMPLE TIP
IMPORTANT?
Identifies individuals It recognizes their John Smith - Information Stakeholders may be
and/or departments that importance and increases Systems affected directly by the
may be impacted by the the team’s awareness. anticipated changes or be
outcome. These politically essential to the
Key Stakeholders/ Area individuals should be acceptance of the
of Concern sought out as a resource recommendations.
and communicated with Stakeholders can ease
on a regular basis. the progress of the
project or greatly delay
progress.
Clarifies your activities for
Identifies everyone who The entire team will give Over-communicate rather
keeping necessary and is expecting to receive a report out to the than under-communicate.
useful functions or communication on this stakeholders 6 weeks Communication should
leadership aware of team effort. The from the start of the match the style of the
project progress. communication plan has project (~ Nov15). The audience. If a senior
two purposes; 1) Team Leader will update leader likes to see charts
Identifying how the team the Executive Sponsor and graphs, format the
Communication Plan will work internally to weekly (agenda item at status report accordingly.
achieve smooth the regular staff meeting). If the Quality Council
interaction, 2) Establish wishes to have the whole
requirements for keeping team present a
stakeholders and other milestone, then practice
external decision makers with all members
informed of project contributing to the
activity. communication.
Serves as a contract Creates buy-in, everyone It's a good idea to have
agreement between the has an opportunity to all parties sign the
Signature Page Executive Sponsor, Team meet all the players Charter at the same time
Leader, Facilitator, and involved in the process and place.
Team Members improvement opportunity.
16. DPH Process Action Team (PAT) Charter
Guidelines
About the Authors:
Mike Rudis is Training Administrator for the Delaware Division of Public Health, Office of
Performance Management - responsible for implementing an effective performance
management system that will improve the quality of our programs to better serve the
people of Delaware, michael.rudis@state.de.us.
Grace L. Duffy, CMQ/OE, CQA, CQIA, CLSSMBB provides services in organizational and
process improvement, leadership, quality, customer service and teamwork.-
grace683@embarqmail.com.
John W. Moran, MBA, Ph.D., CMC, CMQ/OE, CQIA is Senior Quality Advisor to the
Public Health Foundation and a Senior Fellow at the University of Minnesota School of
Public Health in the Division of Health Policy and Management - jmoran@phf.org.
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