Project Management

Deliverable 4D

Define Module Roadmap

Define1D – Define VOC, VOB, and CTQ’s2D – Define Project Boundaries3D – Quantify Project Value4D – Develop Project Mgmt. Plan

Measure5M – Document Process6M – Prioritize List of X’s7M – Create Data Collection Plan8M – Validate Measurement System9M – Establish Baseline Process Cap.

Analyze 10A – Determine Critical X’s

Improve12I – Prioritized List of Solutions13I – Pilot Best Solution

Control14C – Create Control System15C – Finalize Project Documentation

Green11G – Identify Root Cause Relationships

Deliverables – Define

# Deliverable Deliverable Concept & TasksPrimary Tool(s)

Secondary Tool(s)

1D Define VOC, VOB and CTQs

A project is started because a customer (internal or external) needs some problem to be solved. Deliverable 1D obtains customer input to understand the problem(s) that the customer is experiencing so that a project can be started. In addition to defining the problem, we also need to understand how the customer defines product acceptability (specifications).

• VOC Worksheet

• Affinity Diagram• Stratification

tools (Pareto and other basic graphs)

2D Define Project Boundaries

Once we understand the defect that needs to be improved (project Y), define the project boundaries and components of the project. This includes a well written problem statement, identifying what process produces the defective item, how much improvement we will make, when it will be done, etc. This information is summarized in the project charter. Portions of deliverables 3D and 4D will also be on the charter.

• Project charter

• SIPOC

• Included / Excluded

• Elevator Speech

3D Quantify Project Value

Determine the benefit to the customer and to JEA for improving the process. Internal customer benefits are typically hard or soft $ savings, productivity improvements, and employee satisfaction. External customer benefits are typically customer retention, customer satisfaction, and price and/or share increase. Deliverable 3D documents these benefits.

• Project Benefit Document

4D Develop Project Management Plan

To effectively manage a project, the GB/BB needs to identify team members, effectively interface with the project stakeholders, plus develop and manage to a project plan (milestones and timelines). This plan should be developed and shared with all stakeholders.

• ARMI• Project

plan

• Faces of resistance

• Stakeholder analysis

V1.2

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4D – Develop Project Management Plan

# Deliverable Deliverable Concept & TasksPrimary Tool(s)

Secondary Tool(s)

4D Develop Project Management Plan

To effectively manage a project, the GB/BB needs to identify team members, effectively interface with the project stakeholders, plus develop and manage to a project plan (milestones and timelines). This plan should be developed and shared with all stakeholders.

• ARMI• Project

plan

• Faces of resistance

• Stakeholder analysis

Steps to Complete Deliverable: 1. Determine a communication plan and pre-schedule champion and team meetings.• Create a meeting agenda.• Determine the necessary project milestones and resources needed.• Create an Excel (or MS Project) timeline.• Establish team consensus and buy-in.

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Objectives – Project Management

Upon completing this module, students should be able to:• Develop a communication plan• Create an Excel Project Timeline (or MS Project Timeline)• Describe the critical elements of running a meeting• Create group consensus

Communication Plan

Communication Needs

1. Determine a communication plan and pre-schedule champion and team meetings.

2. Determine:o why communicate: the purpose of the communication (i.e.: can be

e-mail, telephone, or one-on-one)o who needs to be communicate to (I.E. team members, ad hoc

members, champion) – it’s important to a regular meeting time with the champion to solicit feedback and support

o how often (i.e. daily, weekly, monthly)o when and whereo main concerns that need to be addressedo actions to be taken

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Project Management - Develop a Communication Plan

• Create a Preliminary Communication Plan Worksheet

• Pre-schedule champion and team meetings.

Project Schedule

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Create an Excel Project Timeline

Project Schedule.xls

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* OR* Create an MS Project Timeline

• “Begin with the end in mind” by creating a project plan• Incorporate your milestones and needed resources• Assign major tasks to team members • Plan ahead!• Communicate to all involved

15 Deliv Typical BB schedule.mpp

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Time Scheduling – BB In Place

• Pick ½ to 1 day per week that you can set aside for your project.

• Block this time on your calendar for the next year• Conduct team meetings, do project paperwork, conduct

tollgates in this timeo Set tollgate meeting in Outlook at start of phaseo Tollgate attendance = Champion, BB, MBB (or designate)

• Remember – if you pick a project that is important to your area, you aren’t working on something “extra”o Using TargetSmart to do what already has to be done

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Project Schedule Exercise

• Prepare a schedule for your project

15 Min

Conducting a Meeting

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Meetings: “Good vs. Bad”

What elements make for a "Bad Meeting“?• Drags on too long • Audible conversations on sidelines • Poor planning; no agenda • Members not completing action items• Getting hung up on voting • Not starting on time • One or two persons dominating meeting • Long winded speakers • Old business portion of meeting too long

The following list, which may or may not agree with yours, is compiled from verbal surveys, some of which are admittedly informal. But the reasons given can be considered indicative of meeting participants throughout the company.

Meetings: “Good vs. Bad”

Components that make a "Good Meeting”:• Prepared agenda, preferably circulated beforehand • Business portion conducted quickly and efficiently • Members know their roles and responsibilities • Everyone has the opportunity to be heard • All speak with enough volume to be easily heard by everyone • Time is monitored according to the agenda items • Members reach consensus vs. voting on items requiring team

decisions • Opportunity for conversation after meeting • A positive and upbeat attitude by all, but particularly the leader

What would you add to these lists?

Effective Team Meetings

Running Effective Meetings• Well-planned meetings that accomplish their objectives are worth every

penny a company spends on them. • 471 management leaders polled - over one-half of the respondents

considered many meetings to be a "waste of time." o 90 percent attributed the failure to "lack of advanced planning and

organization" o Over three-fourths indicated they received no formal training on how to

conduct a meeting. • The underlying intent of most meetings involves the exchange of

information. • The following ideas can help to improve the quality of almost any

meeting.

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Where to Begin?

Plan in Advance• Determine meeting percentages to be used to disseminate, exchange, or receive

information• Identify the specific results to be achieved in each category• Invite only the individuals who need to attend • Develop a communication strategy for other involved individuals whose presence is not

required

Cover the Logistics• Pay close attention to easily overlooked logistical items that can take the steam out of a

positive meeting• Arrive early…make sure you have enough handouts and supplies (pens, markers, etc.) • Use the physical setup of the meeting room to assist you in accomplishing your goals • In addition to having flexible seating, know how to control the room lighting and

temperature

What About the Meeting Agenda?

Set a Clear Agenda• Have a concisely written agenda distributed in advance • The agenda should include:

o A list of topicso Individual(s) responsible for presenting informationo Estimated time to be spent on each itemo Indicate whether an item requires discussion, a decision, or is simply an

announcement. o Starting time and locationo Advise participants in advance if they are expected to bring pertinent

information• Be conservative in setting the agenda• Do not try to accomplish more than is possible in the time available

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Meeting Facilitator…

Your Role as Team Facilitator:• Ensure each meeting has a facilitator who is responsible for keeping

the meeting focused and moving it forward• A good facilitator:

o Is objectiveo Has the ability to tactfully prevent anyone from dominating the meetingo Should see that no one's contribution is attacked or overlookedo Monitor meeting progress vs. time allotment for each topic and inform

group if falling behindo If the discussion strays off topic, bring the group back to the main

subject• Sometimes the best facilitator is someone with no personal or

emotional stake in the outcome of the meetingo Another option is to identify an “Agenda Monitor” who has no stake in

the outcome to facilitate the above objectives

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Ground Rules & Visual Aids

Establish Ground Rules• State the ground rules at the beginning of the meeting. Here are a few:

o Meetings will start and end on time. o Everyone will participate. o Comments will be non-judgmental. o No one will interrupt anyone else. o Assigned tasks will be done on time. o Questions will be asked to clarify. o Confidentiality will be maintained.

Reinforce with Visual Aids• Use of flip charts, overhead projector, or other visual aids to allow participants

to follow agenda items• Also to help maintain the group's focus

Record and Evaluate

Keep a Meeting Record• Assign someone to record key information and discussion outcomes• List items requiring additional action, include the responsible

person’s name and assigned completion date• Indicate how information will be communicated and coordinated

between meetingsEvaluate• Meeting evaluations should follow the session• Post-meeting evaluations provide immediate feedback and indicate

meeting effectiveness and efficiency • Careful meeting planning and preparation can be a valuable activity• Consistently reaching objectives sets high expectations for future

meetings

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All Rights Reserved

Sample Meeting Agenda

You can create your own meeting agenda or access the JEA version: QUEST > Employee Center > JEA Meeting Agenda (MeetingAgendaForm.doc)

Building Consensus

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Reaching Consensus

• Sometimes team meetings are to inform others of discoveries and information

• Usually team meetings require a path forward to be defined and agreed to by the team

• Have you ever been in a team meeting where there was dissention regarding the path forward? Was there a negative outcome?

• We need consensus regarding the path forward and have all team members support this with their words and actions!!

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Consensus Decision Making

• Consensus IS NOT: A unanimous vote Having everyone completely satisfied with the outcome Necessarily anyone’s first choice. Everyone getting everything they want Everyone finally coming around to the “right” opinion

• Consensus IS: A search for the best decision through the exploration of the best of

everyone’s thinking Everyone understands the decision and can explain why it is best Everyone has had the opportunity to be heard Everyone supports the decision

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When to Use Consensus

• The decision is… High impact High consequence Emotionally charged Full of controversy Wide diversity of opinion Time constraint

• A better decision will be made if… You get everyone’s opinions and thoughts You get full buy in from all participants You have a structured process that helps your team listen to

each other

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Consensus Process

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Tips for Consensus Decision-Making

• Use a facilitator• Take good notes• Balance power• Make sure there is

enough time.• Search for alternatives that

meet the goals of all members.• Encourage all members to participate fully.• Listen carefully. Check for understanding.• Be open to new ideas, but don’t change your mind simply to avoid

conflict or speed up the decision.• Don’t just argue for your point of view.• Seek out differences of opinion. Have people play devil’s advocate.

Why Perform Fist of Five?

A “Fist of Five” is more than just a team consensus tool...by giving a fist of five, team members are showing that even though they may not whole heartedly agree with the team decisions, they will totally support the team decisions both during and outside the team meetings.

• No back stabbing or snide comments about the meeting outcomes• Professional demeanor• Total support of the team members and decisions made• No down grading or ridicule of others in the meeting

Fist of Five…

How and When is a Fist of Five Used?• When a team decision is made and consensus is needed…the leader

asks for a fist of five• Team members raise their hand in the air with 1 to 5 fingers displayed• 1-3 fingers signals that the team member takes exception to the

decision and cannot support it• At this point the leader will ask clarifying questions as to the reasons

for non-consensus• The team does not move forward until consensus is reached or a path

forward to address the concerns is finalized• A display of 4 or 5 fingers signals that the team member may have

some reservations about the path forward but agrees to fully support the decision

Learning Check– Project Management

Upon completing this module, students should be able to:• Develop a communication plan• Create an Excel Project Timeline (or MS Project Timeline)• Describe the critical elements of running a meeting• Create group consensus