9. People
•
Truths about project management and change
•
It is hard
•
You can’t run a business and change it
•
Everyone thinks they are a project manager
•
Everyone is not
11. People
So why the martial arts thing?
•
Practitioners of martial arts are:
•
Self-assured
•
Knowledgeable
•
Intensively trained
•
Disciplined
•
Purposeful
•
Decisive
•
Highly focused
•
Identify and mentor new Black Belts
14. People
Questions asked by project managers about Lean Six Sigma
•
Should I get certified?
•
•
Don’t do it just to add to your resume
•
•
It depends…
If you are serious about learning how to get to root cause, solve
problems and improve your process…DO IT!
Why should I get certified?
•
A GB/BB/MBB can be a master of Six Sigma concepts, author books,
generate clever templates and create professional presentations, but if
they are unable to lead a team, ask the difficult questions, cultivate
change, influence culture, the chances of being successful are slim. The
credibility of that person and the program are also compromised.
•
What is a six sigma program after all? You guessed it, a lot of projects!
15. People
Compare and contrast PM and BB Certification
PROJECT MANAGER
•
•
•
•
•
•
•
•
•
•
BLACK BELT
Individual determines desire to be a
PMP® candidate
Application to sit for certification
exam approved by PMI
Specified # of hours of previous
project management experience
Minimum # of prior PDUs and formal
education
Complete some method of
examination preparation
Pass PMP® certification exam
Sign Project Management Code of
Professional Conduct
Complete 60 PDUs in next 3 years to
maintain certification
•
Average cost : $1,500 - $3,000
Certification by PMI
•
•
•
•
•
•
•
•
•
Companies determine criteria and
candidates
Complete 4-6 weeks training &
additional software training
Testing of course material
Approval by sponsor, mentor, Master
Black Belt, boss
Complete 2 projects with specified
$$$ savings
Coach Green Belts and team
members
Deliver training and communication
in business units
Most BBs have to work full-time in
position for 12-24 months
Average cost : $25,000 - $50,000
Certification by BB’s employer
16. People
Bottom Line
•
Projects, processes
and problems in
today’s business
environment are
infinitively intertwined
•
To execute
successfully,
companies need
leaders with the skill
to get to the root
cause of issues and
successfully
implement solutions
•
The synergy between
six sigma and project
management is one
way to provide this
17. Process
How do the lifecycles work together?
PMI’s 5 Process Groups
Standard project lifecycle
DMAIC
Six Sigma project lifecycle
Initiating
Define
Monitoring
Planning
(includes initial charter
creation by sponsor)
Measure
Executing
Analyze
Improve
Closing
Control
Realization
18. Process
Using DMAIC in a “regular” project?
•
•
•
•
DMAIC is essentially a change lifecycle
Some organizations use DMAIC for all projects (at least nonagile projects)
Don’t be a purist….
Take the best of both and turbo charge your execution
capability
19. Process
Turbo Charge-DEFINE
•
Initiating process group
•
Charter (4.1 Project Charter)
•
Use of metrics-what is the business problem we are trying to solve
•
So what/what do I get/meaningful business impact?
•
PMBOK-metrics on page 26, not talked about again until page 52, Project
Quality Management
•
Talked about in Enterprise Environmental Factors
•
Project and Quality Metrics
•
HAVE A BUSINESS METRIC!
•
Primary and Secondary
•
Understand the impact of the project on the metric
20. Process
Turbo Charge-DEFINE
•
Initiating process group
•
Stakeholder ENGAGEMENT (10.1 Identify Stakeholders)
•
Formula for Change
•
Formula for Change originally created by Richard Beckhard and David Gleicher. Provides
a way to measure the success of a change by comparing the components of the change
with the resistance for the change.
•
The formula is D x V x F > R (uh-oh, math <g>)
•
D=Dissatisfaction with how things are now.
•
V=Vision. Is the vision of the current state known? Is it well communicated and shared?
•
F=First Steps. Do we know the first steps to begin to take on this journey to the promised land.
•
R=Resistance. The resistance of the stakeholders to the change.
•
All of these can be represented by a percentage, or to make it easier, a scale of 1 to 10.
21. Process
Turbo Charge-MEASURE
•
Planning Process Group
•
Key Deliverable-Requirements (5.1 Requirements)
•
•
Project Schedule (6.0 Time Management)
•
•
Critical Chain, Monte Carlo Simulation
Project Costs (7.0 Cost Management)
•
•
Design for Six Sigma Tools-VOC, QFD, Transfer Function
Monte Carlo Simulation
Risk Management (11.0 Risk Management)
•
FMEA
22. Process
Turbo Charge-ANALYZE
•
Executing Process Group
•
Key Deliverable-Design (4.3 Direct and Manage Execution)
•
•
Design for Six Sigma Tools-DOE, Axiomatic Design, Process Maps
Tollgates (10.4 Manage Stakeholder Expectations and 10.5 Report
Performance)
•
•
Conducted at end of all phases
•
•
Formal Acceptance
Use in-process reviews if durations are longer
Monitoring and Controlling
•
Change Controls (4.5)
•
More than just CYA
•
History of project, work and issues
23. Process
Turbo Charge-IMPROVE
•
Executing Process Group
•
Key Deliverable-Build/Implement (4.3 Direct and Manage Execution)
•
•
Pilot
•
•
Tools-Process Maps, Simulation, Fishbone
A/B Testing, DOE
Monitoring and Controlling
•
Monitor and Control Risks (11.6)
•
FMEA updated throughout project
•
Risk mitigations may be part of design/solution
•
Before and after implementations
•
Risk can also be a metric (RPN)
24. Process
Turbo Charge-CONTROL
•
Monitoring and Controlling
•
Key Deliverable-Transfer to Operations
•
Verify Scope (5.4)
•
Report Performance (10.5)
•
Including Lessons Learned
•
•
•
Control Plan
Statistical Process Control
Closing
•
Difference between admin close and realization
•
Time for burn in/warranty/significance
•
Don’t forget to plan for lag time
32. Summary
Lean Six Sigma and Project Management
Becoming certified in Lean Six Sigma
gives the project practitioner a new
perspective on their work.
People, Processes, Problems
All linked and require projects to CHANGE
Lean Six Sigma and Project Management
Provide an excellent SYNERGY to drive CHANGE
Execution Engines-the forces that drive strategy
Project Management
Program Management
Lean Six Sigma
Instead of an administrative view, it
leads the PM to begin to understand
how to lead the work and constantly
question the value they are adding.
It allows them to effectively and
efficiently execute strategy for
meaningful business results.
