D10 Project Management

Project Management Deliverable 4D

Define Module Roadmap Define 1D – Define VOC, VOB, and CTQ’s 2D – Define Project Boundaries 3D – Quantify Project Value 4D – Develop Project Mgmt. Plan Measure 5M – Document Process 6M – Prioritize List of X’s 7M – Create Data Collection Plan 8M – Validate Measurement System 9M – Establish Baseline Process Cap. Analyze 10A – Determine Critical X’s Improve 12I – Prioritized List of Solutions 13I – Pilot Best Solution Control 14C – Create Control System 15C – Finalize Project Documentation Green 11G – Identify Root Cause Relationships

Deliverables – Define # Deliverable Deliverable Concept & Tasks Primary 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

4D – Develop Project Management Plan 4 # Deliverable Deliverable Concept & Tasks Primary 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: 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.

Objectives – Project Management 5 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 Needs Determine a communication plan and pre-schedule champion and team meetings. Determine: why communicate: the purpose of the communication (i.e.: can be e-mail, telephone, or one-on-one) 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 how often (i.e. daily, weekly, monthly) when and where main concerns that need to be addressed actions to be taken

Project Management - Develop a Communication Plan 8 Create a Preliminary Communication Plan Worksheet Pre-schedule champion and team meetings.

Create an Excel Project Timeline 10 Project Schedule.xls

* OR* Create an MS Project Timeline 11 “ 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

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 time Set tollgate meeting in Outlook at start of phase 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” Using TargetSmart to do what already has to be done 12

Project Schedule Exercise Prepare a schedule for your project 13 15 Min

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 15 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." 90 percent attributed the failure to "lack of advanced planning and organization" 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.

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 18

What About the Meeting Agenda? Set a Clear Agenda Have a concisely written agenda distributed in advance The agenda should include: A list of topics Individual(s) responsible for presenting information Estimated time to be spent on each item Indicate whether an item requires discussion, a decision, or is simply an announcement. Starting time and location 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

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: Is objective Has the ability to tactfully prevent anyone from dominating the meeting Should see that no one's contribution is attacked or overlooked Monitor meeting progress vs. time allotment for each topic and inform group if falling behind 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 meeting Another option is to identify an “Agenda Monitor” who has no stake in the outcome to facilitate the above objectives 20

Ground Rules & Visual Aids Establish Ground Rules State the ground rules at the beginning of the meeting. Here are a few: Meetings will start and end on time. Everyone will participate. Comments will be non-judgmental. No one will interrupt anyone else. Assigned tasks will be done on time. Questions will be asked to clarify. 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 21

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 meetings Evaluate 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

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!! 25

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 26

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 27

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. 29

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

D10 Project Management

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D10 Project Management