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People
• What you really are
People
• Truths about project management and change
• It is hard
• You can’t run a business and change it
• Everyone thinks they are a project manager
• Everyone is not
People
• Practitioners of martial arts are:
• Self-assured
• Knowledgeable
• Intensively trained
• Disciplined
• Purposeful
• Decisive
• Highly focused
• Identify and mentor new Black Belts
So why the martial arts thing?
People
• Should I get certified?
• It depends…
• Don’t do it just to add to your resume
• If you are serious about learning how to get to root cause, solve
problems and improve your process…DO IT!
• Why should I get certified?
• A GB/BB/MBB can be a master of Six Sigma concepts, author books,
generate clever templates and create professional presentations, but if
they are unable to lead a team, ask the difficult questions, cultivate
change, influence culture, the chances of being successful are slim. The
credibility of that person and the program are also compromised.
• What is a six sigma program after all? You guessed it, a lot of projects!
Questions asked by project managers about Lean Six Sigma
PROJECT MANAGER
• Individual determines desire to be a PMP® candidate
• Application to sit for certification exam approved by PMI
• Specified # of hours of previous project management experience
• Minimum # of prior PDUs and formal education
• Complete some method of examination preparation
• Pass PMP® certification exam • Sign Project Management Code of
Professional Conduct • Complete 60 PDUs in next 3 years to
maintain certification
• Average cost : $1,500 - $3,000 • Certification by PMI
• Companies determine criteria and candidates
• Complete 4-6 weeks training & additional software training
• Testing of course material • Approval by sponsor, mentor, Master
Black Belt, boss • Complete 2 projects with specified
$$$ savings • Coach Green Belts and team
members • Deliver training and communication
in business units • Most BBs have to work full-time in
position for 12-24 months
• Average cost : $25,000 - $50,000 • Certification by BB’s employer
BLACK BELT
People Compare and contrast PM and BB Certification
• Projects, processes and problems in today’s business environment are infinitively intertwined
• To execute successfully, companies need leaders with the skill to get to the root cause of issues and successfully implement solutions
• The synergy between six sigma and project management is one way to provide this
People Bottom Line
Process How do the lifecycles work together?
DMAIC Six Sigma project lifecycle
PMI’s 5 Process Groups Standard project lifecycle
Initiating
Planning
Define (includes initial charter
creation by sponsor)
Executing
Measure
Analyze
Improve
Closing Control
Realization
Monito
ring
Process
• DMAIC is essentially a change lifecycle
• Some organizations use DMAIC for all projects (at least non-agile projects)
• Don’t be a purist….
• Take the best of both and turbo charge your execution capability
Using DMAIC in a “regular” project?
Process
• Initiating process group
• Charter (4.1 Project Charter)
• Use of metrics-what is the business problem we are trying to solve
• So what/what do I get/meaningful business impact?
• PMBOK-metrics on page 26, not talked about again until page 52, Project
Quality Management
• Talked about in Enterprise Environmental Factors
• Project and Quality Metrics
• HAVE A BUSINESS METRIC!
• Primary and Secondary
• Understand the impact of the project on the metric
Turbo Charge-DEFINE
Process
• Initiating process group
• Stakeholder ENGAGEMENT (10.1 Identify Stakeholders)
• Formula for Change
• Formula for Change originally created by Richard Beckhard and David Gleicher. Provides
a way to measure the success of a change by comparing the components of the change
with the resistance for the change.
• The formula is D x V x F > R (uh-oh, math <g>)
• D=Dissatisfaction with how things are now.
• V=Vision. Is the vision of the current state known? Is it well communicated and shared?
• F=First Steps. Do we know the first steps to begin to take on this journey to the promised land.
• R=Resistance. The resistance of the stakeholders to the change.
• All of these can be represented by a percentage, or to make it easier, a scale of 1 to 10.
Turbo Charge-DEFINE
Process
• Planning Process Group
• Key Deliverable-Requirements (5.1 Requirements)
• Design for Six Sigma Tools-VOC, QFD, Transfer Function
• Project Schedule (6.0 Time Management)
• Critical Chain, Monte Carlo Simulation
• Project Costs (7.0 Cost Management)
• Monte Carlo Simulation
• Risk Management (11.0 Risk Management)
• FMEA
Turbo Charge-MEASURE
Process
• Executing Process Group
• Key Deliverable-Design (4.3 Direct and Manage Execution)
• Design for Six Sigma Tools-DOE, Axiomatic Design, Process Maps
• Tollgates (10.4 Manage Stakeholder Expectations and 10.5 Report
Performance)
• Formal Acceptance
• Conducted at end of all phases
• Use in-process reviews if durations are longer
• Monitoring and Controlling
• Change Controls (4.5)
• More than just CYA
• History of project, work and issues
Turbo Charge-ANALYZE
Process
• Executing Process Group
• Key Deliverable-Build/Implement (4.3 Direct and Manage Execution)
• Tools-Process Maps, Simulation, Fishbone
• Pilot
• A/B Testing, DOE
• Monitoring and Controlling
• Monitor and Control Risks (11.6)
• FMEA updated throughout project
• Risk mitigations may be part of design/solution
• Before and after implementations
• Risk can also be a metric (RPN)
Turbo Charge-IMPROVE
Process
• Monitoring and Controlling
• Key Deliverable-Transfer to Operations
• Verify Scope (5.4)
• Report Performance (10.5)
• Including Lessons Learned
• Control Plan
• Statistical Process Control
• Closing
• Difference between admin close and realization
• Time for burn in/warranty/significance
• Don’t forget to plan for lag time
Turbo Charge-CONTROL
Tools
• Risk Management
• Tool-Failure Mode Effects Analysis
Measure
• RPN can be a
metric
• Actions are
part of
project
solutions
• Severity
• Occurrence
• Detection
Tools
• Design
• Tool-Design of Experiments
Analyze
• Example
• Response time of a
certain architecture
• Factors
• Bus
• CPU
• RAM
• How would you do it?
• Control variables
• Minimum Runs
Execution Engines-the forces that drive strategy
Project Management Program Management Lean Six Sigma
Lean Six Sigma and Project Management
Provide an excellent SYNERGY to drive CHANGE
People, Processes, Problems
All linked and require projects to CHANGE
Becoming certified in Lean Six Sigma gives the project practitioner a new perspective on their work.
Instead of an administrative view, it leads the PM to begin to understand how to lead the work and constantly question the value they are adding. It allows them to effectively and efficiently execute strategy for meaningful business results.
Summary Lean Six Sigma and Project Management
Questions/Comments/Thoughts LinkedIn http://www.linkedin.com/in/markcichonski
Blog: http://executionengines.com/gettingitdone/
Twitter: @MarkCichonski
Email: [email protected]