Developing a Project Plan
- 1. Basic Principles of Project Management RLDC 1 Barry Cordero SHPE National VP Principal Project Engineer, Medtronic Inc. Master Black Belt: Lean Six Sigma
- 2. “It takes as much energy to wish as it does to plan” Eleanor Roosevelt
- 3. Project Management • Goals/Obj Execute • Control Plan • Tasks/Owners • Schedule • Manage Critical Path • Resources • Solve Problems • Deadlines • Adjust Plan • Phase Reviews Plan Control
- 5. The Project Planning Cycle Background Plan of Current Action State Future Goal State
- 6. Other Project Cycles Define Plan Control Measure Lean Six - Sigma Act TPS Do Improve Analyze Check
- 7. Essential Components of Planning Goal Background Objectives SMART Plan of Current Action State Tasks Specific items Owners Deadlines Future Goal State Resources
- 8. DEFINING THE PROBLEM (BACKGROUND AND CURRENT STATE)
- 9. PM Role Is the role of the PM to describe your ideas and plan in order… -- to convince? -- or to engage? Convince means to “sell” or “get buy in” Engage means to “become part of” -- to invite to take part in the thinking -- and the experiment based on it 9
- 10. What is our natural tendency? Perception BLACK of a HOLE The Problem SOLUTION Impressions & FACTS Assumptions Theory
- 11. How can we be more effective? Ask questions to help ourselves see: What is Actually Happening? What do I actually know? FACTS The Real FACTS or Main A Problem FACTS SOLUTION FACTS Impressions & Assumptions Theory 11
- 12. 3 Common Mistakes in Problem Solving 1. Assuming you know what the problem is without seeing what is actually happening. 2. Assuming you know how to fix a problem without finding out what is causing it. 3. Assuming you know what is causing the problem without confirming it. In other words - Not Grasping the Situation. (And where do we grasp the situation? At the gemba!) 12
- 13. Maintain a Questioning Mind • What do you actually know? How do you know it? • What do you need to know? How can you learn it? • Avoid acting on assumptions or jumping to conclusions. 13
- 14. Keys to a good problem statement Purely a problem Explains why problem is relevant to business/chapter Does not include a solution Avoid “lack of” statements Avoids assumptions Can be visual
- 15. Example Bad Problem Statements “lack of professional development opportunities causes low member retention” “Company x minority representation is poor.” “process z yield is low due to inattention to detail by process inspectors”
- 16. Example Good Problem Statements “member retention is very low, minimizing the strength of networking and the ability to develop chapter leaders” “technical Hispanics at company x stay for an average of 3 years. This attributes to low Hispanic representation at all levels in the company.” “process z yield has dropped from 98% to 92% over the past year, resulting in increased cost of goods and additional labor”
- 17. CLASS EXAMPLE
- 18. EXERCISE: WRITE A PROBLEM STATEMENT
- 19. Writing your A3: Background Why are you solving this problem? Why is this problem important? How is it contributing to the company’s need? Keep it simple
- 21. Describe your Current State/Gap Be visual Show process map Show graphs Show charts
- 22. “A Problem Clearly Defined Is Half Solved” What do we mean by “clearly defined”? • Gap between what is actually happening (current condition) and what should/needs to be happening described in performance terms. • Gap broken down to concrete, observable conditions (smaller problems in the gap or in the related work processes) that are contributing to the Gap & can be investigated first hand? 22
- 23. A GAP: 2 types of Gaps Created GAP Caused GAP 23
- 24. SWOT Analysis Provides clarity as a board Provides opportunity to reach out to your stakeholders Drives your strategic plan Provides platform for goal making
- 25. SWOT Analysis Strengths Weaknesses - Strong relationships with….. - Small Budget - Large membership base - Unknown Academic…. Internal Factors - Tradition of…. - Programs are inconsistent - Only engineering society for Latinos Opportunities Threats - Neighboring town X has high Hispanic - Current sponsorships teetering population - Economic environment External Factors - Company X,Y,Z has shown interest in - Programs are inconsistent chapter programs - Partnership interest from NSBE chapter locally -
- 26. Example
- 27. SHOW EXAMPLE EXERCISE: DEFINE YOUR OWN CURRENT STATE
- 28. Writing your A3: Current Conditions Describe the current situation vs the desired situation and quantify the gap
- 30. Write your Goal/Target Consider SMART Specific Goals/Targets Measurable What specific outcomes are required to close the gap? What is the target condition? • Numbers oriented, can tell if you achieved it Is your goal S.M.A.R.T? Attainable • Within you or your team’s scope of influence Relevant • Related to the problem statement or gap Timely • If you are ready, assign a date to it (by when?) Avoid words like “Create, Implement, Develop”
- 31. Goal/Target IS Is NOT SMART Restating your solution Addresses a problem in “Workers will oil the performance machine daily” “Will prevent the bearing from wearing out too A statement of a possible frequently” countermeasure Stated as SMART as “Implement standard work” possible “Implement Robust Design” “Increase performance from 50 hours to 300 hours without wear 100% of the time”
- 32. EXERCISE: WRITE A GOAL STATEMENT
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- 35. Choosing the right Analysis Tool What tool might Consider: you choose for: Quality issue? – SPC, Pareto, Six Sigma project guide Delivery Issue? – VSM, Process Map, Flow Chart, PFM, SOE, Lean Project Guide Productivity – Balance chart, pareto Issue? – Pie chart, fishbone, swim Cost Issue? lane
- 36. Analyze Technical Problems Perform hypothesis testing Do experiments Collect data Determine root cause Business Problems Root cause analysis Share with stakeholders
- 37. COUNTERMEASURES
- 38. Problems and Solutions and Countermeasures The Solution? To solve = to find the answer…..the One correct answer A Countermeasure? To resolve = to find and try out an action that seems likely to reduce the problem condition (the GAP) • A temporary measure “fixes” a problem by blocking or working around its impact • A permanent countermeasure eliminates a problem by removing its cause 38
- 39. What to look for in Recommendations for Countermeasures 1. Do I see the link between your proposed countermeasures and the causes they are intended to address? 2. Do I feel you have considered all the options for addressing the causes? 3. Do your recommended countermeasures make sense as the way to address the causes and resolve the problem? 4. Am I confident these countermeasures will accomplish your goals and achieve your purpose for addressing the problem? 39
- 42. Drive backward: Networking Diagram Each completed countermeasure as a milestone Use mind mapping to determine predecessors to completed milestones Build dependencies Add in dates and task owners
- 43. Networking Diagram: Example Survey Members on needs Develop Program Professional Place Bids Development Workshops Monthly Survey members for Acquire Location free locations
- 44. Convert to Project Plan Use MS Project if you want Or use Excel
- 45. Excel Example Dates: June 1-7 June 8-17 June 15-21 June 22-28 Jun29-Jul5 Jul 6-13 DEFINE Agree on charter Gather more VOC Define Phase Review Enter project in QTRAK MEASURE Develop Project Strategy MSA Baseline Capability Process Map / VSM Fishbone (C&E Diagram) C&E Matrix XIA Data Collection Plan Collect data Update Charter, if needed Optional M Phase Rev. ANALYZE Analysis plan Verify Key X's Finalize Charter Analyze Phase Rev. IMPROVE Define Improvements Optimize Improvements
- 46. The Plan In Place Half of work should be done Now it’s time to manage
- 47. Thank You Questions? Barry.Cordero@shpe.org
- 48. References Lean Enterprise Institute “Managing to Learn” John Shook Project Management Book of Knowledge (loosely)