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UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
UNCLASSIFIED / FOUO
National GuardBlack Belt Training
Module 06
Project Charter
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CPI Roadmap – Define
Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.
TOOLS
•Project Charter
•Project Selection Tools
•Value Stream Map
•Various Financial Analysis
•Effective Meeting Skills
•Stakeholder Analysis
•Communication Plan
•SIPOC Map
•High-Level Process Map
•Project Management Tools
•VOC and Kano Analysis
•RACI and Quad Charts
•Strategic Alignment
ACTIVITIES• Identify Problem
• Validate Problem Statement
• Establish Strategic Alignment
• Gather Voice of the Customer & Business
• Create Goal Statement
• Validate Business Case
• Determine Project Scope
• Select and Launch Team
• Develop Project Timeline
• Create Communication Plan
• Prepare High-Level Process Map / SIPOC
• Complete Define Tollgate
1.Validate the
Problem
4. Determine Root
Cause
3. Set Improvement
Targets
5. Develop Counter-
Measures
6. See Counter-MeasuresThrough
2. IdentifyPerformance
Gaps
7. Confirm Results
& Process
8. StandardizeSuccessfulProcesses
Define Measure Analyze ControlImprove
8-STEP PROCESS
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Learning Objectives
Apply the elements of project chartering to a CPI project
Understand the roles and responsibilities associated with chartering a CPI project
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Selecting CPI Projects
Identify value levers in the organization
• Strategic
• Financial
• Customer
• Operational (Process)
Prioritize value levers
Score each project as High / Med / Low for benefit and effort
Fill in benefit / effort matrix
Review plotted results
Select highest priority opportunities for further analysis
Assign opportunities to project sponsors for project definition
Complete draft Project Charters
Evaluate projects using evaluation criteria
Update benefit / effort matrix
Review plotted results
Prioritize projects
Schedule project launches based on resource availability
Identify Value Levers
1Identify Project Opportunities
2Screen Initial List of Opportunities
3Scope and Define Projects
4Prioritize List of Defined Projects
5
Translate value levers into opportunity areas
Translate opportunity areas into project ideas
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Selecting the Best Project
Look for an existing process within your area that is not meeting customer expectations
Think about the things that cause “pain” for you or your organization
Typically projects fall into 2 types:
Primary focus on doing things faster with an overall goal of reducing cycle time
Primary focus on doing things better with an overall goal of reducing errors
Ensure there is strategic alignment
Tie the project goals to one or more of the strategic goals for your organization
Properly scope the project
Do not try to “boil the ocean”
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Project Chartering
The charter defines the team‟s mission
It includes the following elements:
Opportunity or Problem Statement
Business Case
Goal Statement
Project Scope
Project Timeline)
Team Selection
The Project Charter does NOT solve the problem
It is a living document that will change over time
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Who Develops the Project Charter?
The Project Sponsor is responsible and accountable for developing a draft Project Charter, with assistance from:
Deployment Director, who might start the process of filling out the Project Charter
Resource/Financial Manager
Take the lead in developing cost data
Buy-in
Other Executive Leadership
Black Belt facilitator and potential team members (if possible)
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Opportunity or Problem Statement
Project ScopeBusiness Impact
Goal Statement
• What is the „Current State‟?
• What “pain” are we or our clients experiencing?
• What is wrong or not working?
• What is the desired „Future State‟?
• What are our improvement objectives and targets?
• Specifically, what is going to be better?
• How will success be measured? What specific parameters will be measured?
• What is the value (strategic and/or financial) of closing the gap between „Current‟ and „Future‟ states?
• What is the financial benefit – the quantified value of the project ($$$)?
• What are the boundaries of the initiative (start and end points of the process or parts of a system)?
• Is the scope reasonable?
• What is not within scope?
Benefits are proportional to
scope
Scoping can change what measurements need to be
tracked
Scope must address the bulk of the
problem identified
How Does the Charter Develop?
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Project Charter Elements
Business Impact
• Why should we do this? What is the benefit?
• How does this project align with the business strategy?
• What is the quantified value of the project ($$$)?
Project Scope
• What are the boundaries of the initiative (start and end points of the process or parts of a system)?
• What authority do we have?
• What is not within scope?
Opportunity or Problem Statement
• What “pain” are we or our clients experiencing?
• What is wrong or not working?
• Why do we think we can generate the value proposition described in the Business Impact?
Goal Statement
• What are our improvement objectives and targets?
• Specifically, what is going to be better?
• How will success be measured? What specific parameters will be measured?
Team Selection
• Who are the team members?
• What is their role?
• How much of their time will be dedicated to the project?
Project Plan / Timeline
• How are we going to get this done?
• When are we going to complete the work?
• What are the major milestones (tollgates)?
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Project CharterProblem Statement:
Business Case:
Goal Statement:
Unit:
Defect:
Customer Specifications:
Process Start:
Process Stop:
Scope:
Project TimelinePhase Start Stop Status
Define mm/dd/yy mm/dd/yy
Measure mm/dd/yy mm/dd/yy
Analyze mm/dd/yy mm/dd/yy
Improve mm/dd/yy mm/dd/yy
Control mm/dd/yy mm/dd/yy
Take away
message goes
here
(impact of
problem)
Team Members
Name Role Affiliation DACI
Black Belt Driver
Master Black Belt Driver
Project Sponsor Approver
Process Owner Approver
Required Deliverable
Project Charter Template
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Project Scope
• What are the boundaries of the initiative (start and end points of the process or parts of a system)?
• What authority do we have?
• What is not within scope?
Goal Statement
• What are our improvement objectives and targets?
• Specifically, what is going to be better?
• How will success be measured? What specific parameters will be measured?
Team Selection
• Who are the team members?
• What are their roles?
• How much of their time will be dedicated to the project?
Project Timeline
• How are we going to get this done?
• When are we going to complete the work?
• What are the major milestones (tollgates)?
Problem Statement
Business Impact
• Why should we do this? What is the benefit?
• How does this project align with the business strategy?
• What is the quantified benefit of the project ($$$)?
Opportunity or Problem Statement
• What “pain” are we or our customers experiencing?
• What is wrong or not working?
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Building a Problem Statement
An Opportunity or Problem Statement:
Contains information that gives specificity to the issue
Quantifies the “pain” caused by the current problem
What is happening? (Example: Increase in cycle time)
When did the problem start? (Example: starting in FY03)
Where is the occurrence? (Example: at all locations)
What is the magnitude of the problem? (Example: average of 21 days to process an Interim Flight Clearance)
Problem Statement Template:
The [customer] expects [metric (central tendency/spread)] and the current
process is operating at [metric (central tendency/spread)]. This (What) began
(When) at (Where).
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Problem Statement Examples
Bad Problem Statement Example:
The CAC, Common Access Card, issuing process needs to be improved. We‟ve received numerous complaints from DA Civilians and Soldiers.
Good Problem Statement Example:The Civilians and Soldiers expect the CAC issuing process lead time to ne less than 2 hours and the current
process lead time has averaged 6.2 hours. The CAC process has shown a steady increase in lead time since November 2001 at the Pentagon.
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Exercise: Create a Problem Statement
Objective
Create a Problem Statement for your project
Instructions:
Follow the problem statement template
Share with others and get feedback
Time = 10 Minutes
Problem Statement Template:
The [customer] expects [metric (central tendency/spread)] and the current
process is operating at [metric (central tendency/spread)]. This (What) began
(When) at (Where).
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Project Scope
• What are the boundaries of the initiative (start and end points of the process or parts of a system)?
• What authority do we have?
• What is not within scope?
Goal Statement
• What are our improvement objectives and targets?
• Specifically, what is going to be better?
• How will success be measured? What specific parameters will be measured?
Team Selection
• Who are the team members?
• What are their roles?
• How much of their time will be dedicated to the project?
Project Timeline
• How are we going to get this done?
• When are we going to complete the work?
• What are the major milestones (tollgates)?
Goal Statement
Business Impact
• Why should we do this? What is the benefit?
• How does this project align with the business strategy?
• What is the quantified benefit of the project ($$$)?
Opportunity or Problem Statement
• What “pain” are we or our customers experiencing?
• What is wrong or not working?
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Goal Statement Objectives
Specifically, what are we going to do and deliver?
What are our improvement objectives and targets?
How will success be measured? What specific parameters will be measured?
Goal Statement Template:
[Action verb] [metric] from
[baseline] to [target]
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How to Establish a Goal Statement
Several Options:
Meeting or exceeding customer requirements, established through the VOC process
Meeting or exceeding business requirements, established through the VOB process (i.e. requirements of the Process Owner)
Comparing performance and/or benchmarking best practice performance of others
A portion of the process „entitlement‟
Entitlement is the historical best performance of the process
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Bad Goal Statement Examples
Reduce cost of the process
Establish a good CAC issuing process
Develop an automated CAC issuing system
Implement kiosk to create CACs.
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Problem Statement:
The Civilians and Soldiers expect the CAC issuing process lead time to be less than 2 hours and the current process lead time has averaged 6.2 hours. The CAC process has shown a steady increase in lead time since November 2001 at the Pentagon.
Goal Statement:
Reduce the average lead time for issuing CACs from 6.2 hours to less than 2 hours.
Good Goal Statement Example
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Exercise: Create a Goal Statement
Objective
Create a Goal Statement for your project
Instructions:
Follow the goal statement template
Share with others and get feedback
Time = 10 Minutes
Goal Statement Template:
[Action verb] [metric] from [baseline] to [target]
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Project Scope
• What are the boundaries of the initiative (start and end points of the process or parts of a system)?
• What authority do we have?
• What is not within scope?
Goal Statement
• What are our improvement objectives and targets?
• Specifically, what is going to be better?
• How will success be measured? What specific parameters will be measured?
Team Selection
• Who are the team members?
• What are their roles?
• How much of their time will be dedicated to the project?
Project Timeline
• How are we going to get this done?
• When are we going to complete the work?
• What are the major milestones (tollgates)?
Business Impact
Business Impact
• Why should we do this? What is the benefit?
• How does this project align with the business strategy?
• What is the quantified benefit of the project ($$$)?
Opportunity or Problem Statement
• What “pain” are we or our customers experiencing?
• What is wrong or not working?
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Business Impact Objectives
Define:
A clear and common understanding of “why we should do the project”
How the project links to and supports the strategic objectives of the organization?
What is the benefit of doing the project in financial and operational terms (expense reduction, productivity increases, cost avoidance, non-financial)? - more on this later!
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Exercise: Create a Business Case
Objective
Create a Business Case for your project
Instructions:
Why is your project important? How does your project align with the strategic objectives of your organization?
Share with others and get feedback
Time = 10 Minutes
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Project Scope
• What are the boundaries of the initiative (start and end points of the process or parts of a system)?
• What authority do we have?
• What is not within scope?
Goal Statement
• What are our improvement objectives and targets?
• Specifically, what is going to be better?
• How will success be measured? What specific parameters will be measured?
Team Selection
• Who are the team members?
• What are their roles?
• How much of their time will be dedicated to the project?
Project Timeline
• How are we going to get this done?
• When are we going to complete the work?
• What are the major milestones (tollgates)?
Project Scope
Business Impact
• Why should we do this? What is the benefit?
• How does this project align with the business strategy?
• What is the quantified benefit of the project ($$$)?
Opportunity or Problem Statement
• What “pain” are we or our customers experiencing?
• What is wrong or not working?
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Project Scope Objectives
Define:
What are the boundaries of the project (start and end steps of the process)? – SIPOC will help here!
What authority do we have?
What is not within scope?
Commandments?
“Thou shalt” or “Thou shalt nots” of the project
Monuments?
Things that can‟t be moved/changed (i.e. IT system)
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Elements of a Scope Statement
Scope-In
Areas that will be addressed
Consider applying the 80/20 rule to narrow the scope
Example: The project will address all standard Interim Flight Clearances at all sites.
Scope-Out
Specific areas that will not be addressed
Aspects of the problem
Areas of the business / physical locations
Related issues that can be addressed later
Example: The project will not address Special Flight Clearances or Permanent Flight Clearances.
A Scope Statement defines the boundaries of the project.
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Relationship to Other Charter Elements
Business Impact
Benefits are proportional to scope
Problem Statement
Scope must address the bulk of the problem identified
Consider using Pareto analysis to narrow the scope
Goal Statement
Scoping can change what measurements you want to use / track
Project Plan
Consider splitting projects into pieces when effort is too high –covered in the Multi-Generational Project Planning module
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Project Scope
• What are the boundaries of the initiative (start and end points of the process or parts of a system)?
• What authority do we have?
• What is not within scope?
Goal Statement
• What are our improvement objectives and targets?
• Specifically, what is going to be better?
• How will success be measured? What specific parameters will be measured?
Team Selection
• Who are the team members?
• What are their roles?
• How much of their time will be dedicated to the project?
Project Timeline
• How are we going to get this done?
• When are we going to complete the work?
• What are the major milestones (tollgates)?
Problem Timeline and Team Selection
Business Impact
• Why should we do this? What is the benefit?
• How does this project align with the business strategy?
• What is the quantified benefit of the project ($$$)?
Opportunity or Problem Statement
• What “pain” are we or our customers experiencing?
• What is wrong or not working?
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Project Timeline - Guidelines
RIE (Rapid Improvement Event)
Define – 1 week
Measure – usually 1-3 weeks, could be longer depending on process
Analyze – during RIE (3-5 days)
Improve – might be during RIE, pilot might follow RIE
Control – 1 week-1 month depending on process
DMAIC and Other 8-Step Projects
Define – 1 week
Measure – usually 1-4 weeks, could be longer depending on process
Analyze – 1-4 weeks, usually on the shorter side
Improve – 2-6 weeks
Control – 1 week-1 month depending on process
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Key Elements of Team Selection
Extended Team
• Supporting skills
• “Pull-in” as needed
Core Team
Critical skills
3-5 team members
Black Belt leader
How many team members?
Which functions or skills are required (identify specific individuals, if necessary or possible)?
Include customers and suppliers
What percentage of their time is required?
Too many team members is difficult to manage and could also be an early indicator of a scope issue
Too few team members will reduce the breadth of support for the change
Also include a resource/financial manager to validate the financial and operational benefits
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Project Scope
• What are the boundaries of the initiative (start and end points of the process or parts of a system)?
• What authority do we have?
• What is not within scope?
Goal Statement
• What are our improvement objectives and targets?
• Specifically, what is going to be better?
• How will success be measured? What specific parameters will be measured?
Team Selection
• Who are the team members?
• What are their roles?
• How much of their time will be dedicated to the project?
Project Timeline
• How are we going to get this done?
• When are we going to complete the work?
• What are the major milestones (tollgates)?
Project Charter Elements
Business Impact
• Why should we do this? What is the benefit?
• How does this project align with the business strategy?
• What is the quantified benefit of the project ($$$)?
Opportunity or Problem Statement
• What “pain” are we or our customers experiencing?
• What is wrong or not working?
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Project Charter Checklist
Have all of the questions been answered for each element of the Project Charter?
Will the Black Belt facilitator clearly understand:
What is to be improved?
By when?
With what resources?
Measured by what results?
Does the Sponsor clearly understand:
Whether the project is “do-able”?
Worth doing?
A high enough priority to dedicate resources?
How to measure progress and the conclusion?
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Project Charter Evaluation
Another way to evaluate a Charter's completeness is though an evaluation methodology called “SMART”
Use SMART to ensure that the charter is effective and thorough
Specific• Does it address a real problem?
Measurable• Are we able to measure the problem,
establish a baseline, and set targets for improvement?
Attainable• Is the goal achievable? Is the project
completion date realistic?
Relevant• Does it relate to a strategic objective?
Time Bound• Have we set a date for completion?
S.M.A.R.T.
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Project CharterProblem Statement:
Business Case:
Goal Statement:
Unit:
Defect:
Customer Specifications:
Process Start:
Process Stop:
Scope:
Project TimelinePhase Start Stop Status
Define
Measure
Analyze
Improve
Control
Take away
message goes
here
(impact of
problem)
Team Members
Name Role Affiliation DACI
Black Belt Driver
Master Black Belt Driver
Project Sponsor Approver
Process Owner Approver
Required Deliverable
Project Charter: Name of Your Project
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Team MembersName Role Affiliation DACI
Black Belt Driver
Master Black Belt Driver
Project Sponsor Approver
Process Owner Approver
Contributor
Contributor
Contributor
Contributor
Inform
Inform
Inform
Inform
Required Deliverable
Cross Functional Team
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Exercise: Prepare a Project Charter
Instructions
Using your own project, begin to complete the Project Charter template, including:
Problem Statement
Business Impact
Goal Statement and Metrics
Project Scope
Project Timeline
Team Leadership
For any sections that have issues, formulate specific questions to ask to clarify with your project sponsor next week
Time = 20 Minutes
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Takeaways
Now you should be able to:
Develop a problem statement and the other elements of a good project charter
Assess the quality of all elements of a good project charter
Describe the roles and responsibilities associated with the CPI project chartering process
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What other comments or questions
do you have?