Program Management Tools and Techniques: Best Practices & Workshop for Program and Change Management

PROGRAM MANAGEMENT EDUCATION SERIES
MARCH 2018
John Carter
TCGen Inc.
jcarter@tcgen.com
BEST PRACTICES & WORKSHOP FOR
PROGRAM AND CHANGE
MANAGEMENT
PROGRAM MANAGEMENT TOOLS AND
TECHNIQUES

Program & Change Management training:
Helps strengthen core skills required to work effectively in
leading and participating in cross functional process
improvement initiatives.
Organized within the Six Sigma DMAIC structure:
Consistent with the tenets of the Operational Excellence
organization, and other trainings within this framework.
2
Learning Overview

Training structured as both lecture and “lab” and organized as
modules.
After completion of 1-2 modules, breakout sessions will allow
small teams to apply the tools.
At the end of this training, you will be able to:
• Apply at least one tool within each area of the DMAIC
structure
• Created a common language to apply these tools
• Know how to access these tools easily and to apply them to
process improvement initiatives
3
Learning Objectives

4
Define Measure Analyze Improve Control
The DMAIC Process

ISIPROGRAM&CHANGEMANAGEMENT
5
Project
Team Wheel
Value Stream
Mapping
Define Measure Analyze Improve Control
Risk Mind
Map
Change Impact
Matrix
Circle Dot
Chart
Team PERT
Chart
Predictive
Metrics Tree
Half Life
Diagram
Ishikawa
Diagram
Training Overview: DMAIC
Attitude Influence
Diagram

ISI PROGRAM MANAGEMENT EDUCATIONAL
SERIES
MODULE 1
DEFINING YOUR
PROJECT INITIATIVE
Module 1
Defining Your
Project Initiative

In Module 1, you will learn how to get improvement initiatives
off to a good start:
1. Identifying the functional groups that will be involved and
the specific team members
2. Clarifying the roles and contributions of each team
member
3. Managing supporters and detractors of the initiative
7
Module 1 Learning Objectives

8
1. Team Organization –
identifying the right
team members
3. Stakeholder Analysis –
Effectively managing
supporters and detractors
2. Circle Dot Chart –
Clarifying roles
and contributions
These are tools to help you align and accelerate your initiative
Project Team Wheel
Tools For Defining Your Project

9
What is the Tool?
 Identifies gaps in staffing and
drives decision-making to
mitigate risks
 Analyzes and identifies the
team leadership, critical
functions, and the individuals
fulfilling these functions
 Snapshot that identifies by
name the functional
resources assigned to the
project
Ensuring Teams are Properly Staffed
Project Team Wheel
Project Team Wheel

10
Why use this tool?
 The Project Team Wheel helps to identify all team
members and ensures that team members are available
for your project
 A common root cause of project failures is the lack of
adequate resources; the Team Wheel identifies resource
gaps on a team
 The Project Team Wheel also:
 Provides a methodology for executives and project
managers to identify risk areas and address them
before trouble strikes
 Minimizes surprises (or project failure) attributed a
lack of the right resources
Project Team Wheel
Project Team Wheel

11
Steps for constructing
a Project Team Wheel
 Identify core team members;
place the program manager in the
center of the circle
 Identify both internal and external
team members required to support
the project
 Populate the wheel with the name of
each team member and their function
 If your project requires a secondary
team, identify those members
 Check for omissions:
“Do we have the right people on the
team? Do we have all the functions
staffed?”
 Review Team Wheel with the
Governance Committee
Project Team Wheel
How to Create A Project Team Wheel

12
What is the tool?
 Illustrates the directly
responsible individual and
contributors for each key
project deliverable
 Vertical axis identifies the key
functional team members;
the horizontal axis identifies
the key project deliverables
 Tool enables the team to
share a common
understanding of who
contributes to, and who owns,
the delivery of these key
milestones
Clarifying Responsibilities
Circle Dot Chart

Why use this tool?
 Unclear responsibilities are one of the leading causes of
program delays; when the team has a crisp picture of key
deliverables tied to key functions the problem decreases
 Helps prevent missed deliverables by clarifying who does what
 Prevents wasted effort resulting from having two people
working on the same task
 Helps the team create a common understanding of roles at the
beginning of the project
13
Circle Dot Chart

14
Steps for Creating a Circle Dot Chart
 The project manager fills out a rough draft of
the chart and holds a review with the team
 Identify key tasks (approximately 5-15) from
the project plan and put them in time
sequence across the top of the chart
 List the key functions responsible for
delivering the program
 Differentiate between participants and those
directly responsible for delivering the task
 Any functional group involved in a particular
task is indicated by an open circle; the one
function that is ultimately responsible for
fulfilling the task is represented by a filled
circle
 All tasks must have one, and only one, directly
responsible individual
How to Create a Circle Dot Chart

15
Eliminate Organizational Obstacles
What is the Tool?
 A scatter plot of your
project’s supporters and
detractors
 Applied early in the process,
this tool provides you with
the opportunity to manage
detractors proactively
 In many cases, applying this
tool can turn detractors into
supporters
Attitude Influence Diagram

Why use this tool?
 Detractors increase time-to-market because they
tend to insist that the team provide more and
more evidence to convince them that the project
should move forward
 Pinpoints blocking managers who can disrupt your
project
 Draw from proven change management
techniques to deal with the most influential
detractors
 Helps you do something about them before it
affects the project and allows you to take into
account the broader context around your project
16
Attitude Influence Diagram

17
Steps for Creating
an Attitude Influence Diagram
 Identify key individuals (typically
outside the team) that may impact
success
 Plot each individual:
 The horizontal axis shows how
positive or negative an
individual is about the project
 The vertical axis shows the
level of influence the individual
wields
 The size of the bubble rests on
your subjective judgment of the
difficulty of influencing the
individual
 Develop action plans for each
person in the upper left quadrant
Challenging
Individuals
Eliminate Organizational Obstacles

18
Your company has launched an improvement initiative requiring participation and
input from several cross functional teams.
Your functional team has been asked to participate. Using the tools that your just
learned:
1. Create a team wheel that illustrates the functional teams, and specific person that
will be a contributing member of the team. Do an omissions check to ensure all the
functional groups have been identified, and slot specific names into the wheel. Are all
the right functions accounted for? Is the team wheel fully populated?
2. Create a Circle Dot matrix as a team, to ensure that it is clear how everyone
contributes, for each critical element of the improvement initiative. Do you agree?
Where are the gaps?
3. Create a Stakeholder Analysis for the initiative – who are your strongest supporters,
detractors? Create a plan for effectively managing the detractors
With the scenario provided, apply the team organization and stakeholder
analysis tools.
Workshop One

Module 2
Measuring Using
Qualitative Data

In Module 2, you will learn:
• How to measure your initiative using qualitative data
• The technique of Value Stream Mapping
20

21
1. Value Stream Mapping –
Using Qualitative Data
A tool to help you define and map your processes.
21
Tools To Measure Your Project

22
What is the Tool?
 Originally used by the Toyota
Production System experts to study
processes
 Used in manufacturing, engineering
and administrative offices by lean
experts to improve business
processes
 Involves all the steps, both value
added and non value added,
required to complete a product or
service from beginning to end
Clarifying a process and eliminating waste
Source: “Value stream mapping training,” by Justo Castellon
(http://www.slideshare.net/jjcastellon/value-stream-map-
training)
Value Stream Mapping

23
Why use this tool?
 Sources of waste and inefficiency are often invisible
absent a clear process map
 Teams often do not have a common language to
speak about issues and their resolution
 Value Stream Mapping helps solve these problems
via a clear visual that enrolls people in process
improvement
 Focuses on customers and their requirements
 Includes information flow and product movement
 Documents performance characteristics of both the
Value Stream and the individual process steps
Source: “Value stream mapping training,” by Justo Castellon
training)
Value Stream Mapping

24
Steps for Creating
a Value Stream Map
 Where feasible, physically walk the path of the process
flow, beginning from each source of primary and
secondary inputs required to support the operation
 Document each step observed; identify the
communication points and how communication occurs
 Create your “current state” map including all pertinent
data and information
 Identify limiting factors, deficiencies and losses
associated with the current process
 Develop cost-effective solutions for each of the
factors, deficiencies and losses that are limiting the
effectiveness and efficiency of the current process
 Change the VSM to reflect the proposed changes;
assure that all stakeholders are given the opportunity
to review and comment on the new process
 Modify all affected procedures, such as bills of
material and training materials to reflect the changes
to be implemented; then implement changes
Sources: “Value stream mapping training,” by Justo Castellon
training)
“Value Stream Mapping Process,” by Anand Subramaniam
(http://www.slideshare.net/anandsubramaniam/Value-Stream-
Mapping-Process);
R. Keith Mobley,, “Best Practices for Using Value Stream
Mapping as a Continuous Improvement Tool”
http://www.industryweek.com/lean-six-sigma/best-practices-
using-value-stream-mapping-continuous-improvement-tool
How To Create a Value Stream Map

25
• Construct a scenario for your map
• Work in small groups
• Work for approximately 45 minutes, and then
share with the other groups
With the scenario provided, apply the Value Stream Mapping tool.
Workshop Two

Module 3
Analyzing Risks and
Challenges

In Module 3, you will learn how to manage risk by:
1. Identifying and mapping the key risks
2. Creating action plans to mitigate the greatest and most
likely risks
3. Understanding and mapping the consequences of change
4. Analyzing the root causes of outcomes
27

28
1. Risk Mind Map –
Comprehensive
Overview of Major
Risks
3. Ishikawa Diagram –
Determining the Root
Cause of an Outcome
2. Change Impact Matrix –
Understanding the
Consequences of Change
These are tools to help you analyze your situation and processes
and make better decisions
28
Tools For Analyzing Your Project

What is the Tool?
 The graphical diagram
records a creative
approach to risk
assessment and
management
 The tool is used for
creative problem-
solving, requirements
generation, and product
idea generation
 A map pre-populated
with major risk
categories can also be
used to brainstorm risks
for the program
Comprehensive Overview of Major Risks
29
Risk Mind Map

Why use this tool?
 Allows the management team to anticipate risks sooner
and prepare mitigation plans
 Provides an efficient method to view the whole spectrum
of risks at a glance
 Gives the team an opportunity to identify which risks are
the most probable and/or have the highest impact on
project success
 Updateable as the project progresses
30
Risk Mind Map

31
Steps for constructing a Risk Mind Map
 Place the main theme in a bubble in the center
 Outer boxes are various classes of risks
 Lists next to boxes indicate specific risks, prioritized from 1 (high) to 4 (low)
 Risks without numbers are the lowest priority
How to Create a Risk Mind Map

32
What is the Tool?
 A descriptive template
that captures the details
of what is going to
change for everyone
involved in a project
 Helps the project team
prepare for change and
enables them to better
adjust to change
 Describes graphically the
drivers behind many of
the program steps
Understanding the Consequences of Change
Change Impact Matrix

33
Why use this tool?
 Preparing people for change is often the most difficult
part of any initiative; this tool quickly targets the roles
impacted by planned changes to process, hierarchy
and technology
 Provides an at-a-glance understanding of
high/medium/low change impacts
 Informs project leaders about areas requiring greater
and lesser degrees of communication and training
 Informs those impacted about the degree of impact
in advance of change
Change Impact Matrix

34
Steps for constructing a Change Impact Matrix
 First column identifies the individual or stakeholder group that will be
affected by changes
 Second and third columns describe the specific technology and process
changes that will occur
 Four columns on the right indicate the magnitude of the impact of the
changes on a given individual or group in four areas
How to Create a Change Impact Matrix

35
What is the Tool?
 A framework to support the
discovery of the ultimate
cause of an outcome
 Allows individuals or groups
to discover root causes
systematically
 Facilitates the use of root
cause documentation
because it is easy to share
and archive
Determining the Root Cause of an Outcome
Ishikawa Diagram

36
Why use this tool?
 Facilitates fact-based decision making and
evidence-based management
 Saves time because the team does not repeat
mistakes
 Ensures that the team will manage the actual root
causes of issues and not just the symptoms
 Minimizes re-evaluation because the team does
the formal exercise once at the beginning of a
project
 Generates consensus because it is a cross-
functional effort, and all the participants
collaborate on the key takeaways of the process
Ishikawa Diagram

37
Steps for constructing an Ishikawa Diagram
 Use "Post-it" notes to write down causes and move them around as you decide on
categories
 On a white board write the problem to be solved (the EFFECT) as descriptively as
possible on one side of the work space, then draw the "backbone of the fish"
 Decide how to categorize the causes by function or by process sequence
 Ask ”why” up to five times and list potential causes in categories
 Move past symptoms to the true root cause, and quantify the relationship between
the Primary Root Causes and the Effect
 After creating your chart on a flip-chart or white board, you can replicate it using
PowerPoint
Source: “Fishbone Diagram”
(https://www.moresteam.com/toolbox/fishbone-diagram.cfm)
How to Create an Ishikawa Diagram

With the scenario you provide, apply the analysis tools.
38
• Construct a scenario for your risk map or
fishbone exercise
Workshop Three

In Module 4, you will learn how to continue to improve processes by:
1. Optimizing teamwork
2. Reducing schedule
40

41
1. Team Pert Chart –
Reducing Schedule Through Teamwork
This is a tool to help systematically improve your projects.
41
Tools For Improving Your Project

What is the Tool?
 Generates a schedule
and helps reduce time
to market
 Supports the trend
toward more
collaborative team
involvement
 Creating the chart using
the team-based method
gives you cross-
functional buy-in and a
schedule your team can
support
Reducing Schedule Through Teamwork
42
Team PERT Chart

Why use this tool?
 Identifies the critical path and helps reduce their
duration
 Empowers teams to create their own schedule
 Increases predictability by getting all the functional
inputs into key milestones, ensuring that your team
doesn’t inadvertently omit key tasks
 Ensures cross-functional alignment and buy-in to
the tasks and timelines
 Provides accurate estimates of the time needed to
complete each task
43
Team PERT Chart

44
Steps for constructing a Team PERT Chart
 Identify key tasks between MRD and Concept Review for your project and
plot the steps to get from one milestone to another
 Ask each team member to determine the time needed to complete each
task (optimistic, typical, pessimistic)
 Summarize the duration estimates, check those that look out of line
 Make sure no key tasks were omitted
 Draw the critical path by making it darker than the other arrows connecting
the tasks
How To Create a Team PERT Chart

45
With the scenario you provide, apply improving projects.
• Construct a scenario for your Team PERT chart
Workshop Four

Module 5
Controlling
Processes

In Module 5, you will learn how to predict and control processing by:
1. Using predictive metrics as an early warning system
2. Having predictive measures of the speed of improvement
47

48
1. Predictive Metrics Tree –
Rapid Indicators for Early
Warning
2. Half Life Diagram –
Predicting the Speed of
Improvement
These are tools to help predict and control processes.
48
Tools for Controlling Processes

What is the Tool?
 Provides a line of sight
between the program goal
and key metrics that will
best predict the likelihood
of achieving your desired
goal
 Derived from a root cause
analysis of barriers to
achieving objectives,
instead of a pre-populated
list of metrics
 The hierarchical tree
ensures you measure the
right actions to achieve
your program goal
Rapid Indicators for Early Warning
49
Predictive Metrics Tree

Why use this tool?
 Allows managers and teams to see where they
really stand and where they are headed
 Helps align the organization and reduce waste
because all initiatives are coordinated and tied to
clear objectives
 Early indication that a program is heading for
trouble helps leadership team make data-based
decisions
 Supports the critical few measurements; enables
project leadership to focus on the most critical
areas
50
Predictive Metrics Tree

51
Steps for constructing a Predictive Metrics Tree
 Project goal is defined at top of tree
 First row of shaded boxes represent key challenges (drivers); second
row of shaded boxes represent initiatives to manage the challenges;
bottom row describes associated metrics for each initiative
How to Create a Predictive Metrics Tree

52
What is the Tool?
 Predicts how fast you can
improve your organization
based on complexity
 Uses estimated degrees of
technical and
organizational complexity
to estimate the projected
rate of improvement
 Generates a target curve
that a project team can use
to track its progress and
take action before it’s too
late.
Predicting the Speed of Improvement
Half Life Diagram

53
Why use this tool?
 Provides a target for improvement that
accelerates initiatives
 Provides a weekly or monthly progress
reporting tool if required
 Requires little upfront planning and can
be applied to most improvement
opportunities
 Provides a consistent fact-based
guideline to achieve improvement goals
 Encourages teams to continually
monitor progress and compare against a
standard
 Reinforces an evidence-based culture
that aligns teams and management
Half Life Diagram

54
Steps for constructing a Half Life Diagram
 Vertical axis measures the degree of compliance
 Horizontal axis is a function of time
 The curve provides the trajectory for change
How To Create a Half Life Diagram

55
With the scenario you provide, apply the predictive metrics tree
and half-life diagrams
• Construct a scenario for your diagrams
Workshop Five

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