Process Improvement Program Project Process

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "Process Improvement Program Project Process"

Transcription

1 Process Improvement Program Project Process 1 P a g e 12/3/2014

2 The Process Improvement Program is part of the City of Fort Lauderdale s FL 2 STAT Approach to Exponential Improvement. Its objective is to make the City of Fort Lauderdale a LEAN organization, an organization that understands what our neighbors value and focuses its key processes to continuously increase that value. The program focuses primarily in using process improvement tools such as LEAN (create value through a value creation process that has cero waste) and Six Sigma (improve the quality of a process by identifying and removing the causes of defects and reducing the variability) methodologies. PIP is a citywide effort which includes internal capacity development. The program selects, trains, and certifies city employees as LEAN Six Sigma Belts. There are multiple levels of belts and each level has different roles to fulfill. Yellow Belt: understand the LEAN Six Sigma philosophy, including the DMAIC (Define Measure Analyze Improve Control) methodology. Their training covers the diverse process improvement tools and how to apply these tools to their role on a day-to-day basis. Given their knowledge, they are also able to identify process improvement opportunities for escalation to Green or Black Belts. Lastly, they are a valuable resource for project teams undertaking improving initiatives, including being a part of the project team. Green Belt: leads Green Belt level process improvement initiatives by applying the LEAN Six Sigma's DMAIC methodology. Their training expands the knowledge of the data driven analysis techniques, the descriptive statistics, and the project management skills needed to use DMAIC to improve processes. They work to improve their functional area or departments and work in collaboration with the Black Belt in a Six Sigma improvement team. Black Belt: masters the LEAN Six Sigma DMAIC methodology and the statistical concepts needed to accomplish Black Belt level projects. Their focus is on cost reduction and increase operational efficiencies while continuously seeking to provide value to the City s neighbors. In addition, they mentor all the belts developing process improvement projects and provide training. 2 P a g e 12/3/2014

3 This objective of this document is to reviews the eight phases of a process improvement project (Idea Creation, Initiation, Definition, Measure, Analyze, Improve, Control, and Close Out) as well as the functions and responsibilities of the different stakeholders. An overview and related documentation is available at: 1. Idea Creation Phase: Process Improvement ideas may come from the City Commission, City Manager, Assistant City Managers, Department Directors, and employees. For an idea to be considered a part of the Process Improvement Plan, the submitter must complete the Idea Brief (see Appendix 1), which is available to download from the web at: All ideas are collected by Structural Innovation (SI) and are funneled to the Steering Committee. The Committee then uses the PIP Project Evaluation Matrix to evaluate the ideas and determine if the idea should be included in the Process Improvement Plan. If SI selects the idea as a potential project, the City s Black Belt will work with the Department to assign a belt to the project. The belt then begins the Initiation Phase of the project. If the project is not selected, SI maintains the idea in the database of potential projects for the City. 2. Initiation Phase: The goal of the Initiation Phase is for the belt to develop the preliminary Project Charter (see Appendix 2) and obtain its approval from the Project Champion. Below is an overview of all the sections of a Project Charter. However, not all sections are required to be completed during the Initiation Phase, only those marked with an asterisk (*). The remainder sections will be completed during the Project Definition Phase. Process Improvement Project Name*: the name by which the project will be known. City Vision Direction(s) the project supports*: identify the City Vision Direction(s) that are applicable. Strategic Goal(s) the project supports*: Identify the Strategic Goal(s) that are applicable. Commission Annual Action Plan initiative supported*: Start Date: the expected start date of the project. End Date: the expected end date of the project. 3 P a g e 12/3/2014

4 Project Champion*: usually considered the Division or Department Director who can support and endorse the project by enabling the organizational changes needs to take place or by providing the financial requirements for the project. Green Belt: assigned. Black Belt: assigned. Team Members*: preliminary list of participants that include the name, title, department, and role in the project. Department*: the department will be positively affected by the implementation of the project. Core Process: the key process is under analysis in this project. Sub-Process: the sub-process is under analysis in this project. Problem Statement: briefly describe the problem that the project would be addressing. It is recommended that the length be no more than six lines. Project Scope*: Briefly describe what the project entails, its beginning and end, and what is not included. Project Goals/Objectives*: clearly and briefly explain what is being obtained by the improvement and why that is beneficial to the organization. They should be SMART specific, measurable, attainable, relevant, and time-based. Financial Benefits: indicate any financial benefits that will come from the project. Non-Financial Benefits: indicate any non-financial benefits that will come from this project. Examples would be meeting regulatory requirements, reducing customer wait time, improving employee morale, etc. Performance Measure(s): must be identified and later tracked to measure progress of the project. Initially a high level performance indicator can be identified, and as the project scope is refined, the final performance measure will be identified and tracked. Please note that not all of the sections will need to be completed during the Initiation Phase. However, the sections not required to be completed during the Initiation Phase, will need to be completed during the Project Definition Phase. Project Charter sections required to be completed during the Initiation Phase have been marked with an asterisk (*) in the above list. The belt will receive mentoring from the City s Black Belt through the development of the preliminary Project Charter. Once the charter is completed, it is routed to the Structural Innovation Manager for review and approval. Lastly, the charter will be sent to the Project Champion for final review and approval. Once final approval is obtained, the project is added to the Process Improvement Scorecard in ClearPoint by the City s Black Belt. This strategy management software is the tool the organization will use to monitor the project through its completion. 4 P a g e 12/3/2014

5 3. Definition Phase: Once the preliminary Project Charter is approved, the belt will begin the work on the project with the team. The main outcomes from this phase are to develop a high-level overview of the process, through the use of process mapping tools, and to understand the needs of the process stakeholders. With all the information gathered, the preliminary Project Charter is reviewed and completed. 4. Measure Phase The goal for this phase is to define the project performance measure, establish the data collection plan, gather data, establish the baseline, and begin monitoring this KPI if possible. The performance measure will be tracked in the project s page in ClearPoint. 5. Analyze Phase: In this phase, the data that was collected in the previous step is analyzed for waste root causes. Once the waste analysis is complete (transportation, inventory, motion, waiting, over production, over processing, defects, and skills), then the specific LEAN tool that will be used to solve the problem is identified. LEAN tools that may be used are as follows: 5S: is an tool used to organize work spaces efficiently and effectively by identifying and storing used items, maintaining the area, and sustaining the new order Value Stream Mapping: is a lean-management method used to analyze that the series of steps taken to develop a product or service provide value to the customer. It analyzes the current state and designs future state accordingly. Poka Yoke: is a lean-management method that helps eliminate defects by preventing, correcting, or drawing attention to human errors as they occur, hence avoiding mistakes. 6. Improve Phase: In this phase, the team will define the improvements needed to solve the problem, as well as an implementation work plan. To define the improvements, the team will participate in a brainstorming session to come up with potential solutions. Those solutions will then be evaluated and used to create a practical work plan (see Appendix 3). The work plan must consist 5 P a g e 12/3/2014

6 of milestones, action items, assigned individual, start date, end date, and status. The work plan must take into consideration: Sequencing: define the order in which the action items need to take place Associated costs to the action items: any additional costs needed to complete the action item, such as the purchase of new equipment, consulting services, etc. Internal and external stakeholders: develop a Stakeholder Analysis (see Appendix 4) and Communication Plan (see Appendix 5) Risk: complete the Risk Management Analysis (see Appendix 6) that considers what could go wrong with the project (legal, budget, procurement, staffing, IT) and the associated backup plan. An additional question will be what else? to encourage the team to think of other potential issues. Communication plan: define what, how, and when information is shared communicated to project champion and other stakeholders Once the work plan is complete, the next step is to create the future state process map. This map will graphically represent how the process will look once all the solutions are put in place. Implementation of the work plan begins to take place and the measurement of improvements is monitored. Once the performance measures shows improvement based on the defined goals, the team enters into the Control Phase. 7. Control Phase: The main focus of this phase is to monitor the implementation of the project to ensure that the results of the improvement yield what was expected and to ensure that the organization goes through the complete transformation required to resemble the future state process map. If the results are not resulting as expected, the team will have to review the improvement work plan and adjust the solutions. During the next twelve months, the project s key performance measures and status will be monitored and reported monthly via the ClearPoint software by the belt. In addition, the belt will manage stakeholder communications. 6 P a g e 12/3/2014

7 8. Closeout Phase: For a project to be considered closed out, the belt is responsible for the following steps: Complete the Project Close Out Report (see Appendix 7) and obtain sign off from the following entities, in the following order: Budget Office, Black Belt, Structural Innovation Manager, and Project Champion. At this point, the project closeout report is considered approved. A Project Story (see Appendix 8) needs to be written up by the belt. The Project Story will consist of what the project was about (objective and scope), who was a part of the project (team members), what was accomplished (performance metrics, specific improvements, and implementation process), lessons learned through the process, and an Executive Summary. The ClearPoint Briefing Book will also need to be attached to the final Project Story. The belt will present the process improvement project to the Executive Team at either a Monday morning CBLT meeting or FL 2 STAT meeting. The Project Story will be submitted to the City Commission as an informational memo commission memo and will be uploaded into Structural Innovation s Process Improvement Library, which is located at the following link: The last step for a Process Improvement Project is to celebrate!!! 7 P a g e 12/3/2014

8 Appendix 1 Idea Brief (download form here) 8 P a g e 12/3/2014

9 Appendix 2 Project Charter (download form here) 9 P a g e 12/3/2014

10 Appendix 3 Work Plan (download form here) 10 P a g e 12/3/2014

11 Appendix 4 - Stakeholder Analysis (download form here) Stakeholders are persons and organizations that are actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. Since they have influence over the project and its deliverables, a key to project success is how stakeholders are handled. Often, stakeholders have differing or conflicting objectives which will be analyzed and managed throughout the project. In a project, key stakeholders are considered to fall within one of the following categories: Project manager Neighbor/customer/user Performing organizations Project management team Project champion Boards and Committees Non-profits or other agencies Governing agencies County, State, Federal Media Individual neighbors The Stakeholder Analysis is a tool that helps to determine the stakeholders involved in a project. Understanding their needs and expectations will help define the strategy to manage their influence and involvement. Here are the steps that need to take place when conducting a Stakeholder Analysis: 1) Identify the stakeholders by name and assign a number starting with the number one and do not repeat 2) Determine stakeholder requirements 3) Identify stakeholder expectations; their expectations express what they envision as the result of the project. 4) Identify stakeholder authority in the project (low, medium, high). Each project is different, so the belt must define how to categorize the level of authority. As a rule of thumb, the highest ranking person in the team is considered high and the rest of the team should be ranked accordingly. 5) Identify stakeholder interest in the project (low, medium, high). Each project is different, so the belt must define how to categorize the level of the interest. 6) Plot their given number in the graph below based on authority and interest 11 P a g e 12/3/2014

12 12 P a g e 12/3/2014

13 Appendix 5 Communication Plan (download form here) Once the Stakeholder Analysis is complete, the next step is to develop the project s Communication Plan. The goal of the Communication Plan is to identify what information needs to be distributed, to which stakeholders, how often it needs to be communicated, by whom, and in what format. The types of information formats are: Interactive communication: most effective method (i.e.: conversation, team huddle) Push communication: small group of participants that need to be communicated with more frequency (i.e.: memo, , reports, voic ). Pull communication: least effective and recommended for a larger audience that can obtain information at their leisure (i.e.: website) 13 P a g e 12/3/2014

14 Appendix 6 - Risk Management Analysis (download form here) 14 P a g e 12/3/2014

15 Appendix 7 - Project Closeout Report (download form here) 15 P a g e 12/3/2014

16 Appendix 8 Project Story (download form here) 16 P a g e 12/3/2014

How Lean Six Sigma can Change Higher Education. Norma Simons Performance Innovation LLC Secretary ASQ Education Division

How Lean Six Sigma can Change Higher Education. Norma Simons Performance Innovation LLC Secretary ASQ Education Division How Lean Six Sigma can Change Higher Education Norma Simons Performance Innovation LLC Secretary ASQ Education Division Learning Outcomes Understand the value of project selection Identify the parameters

More information

Body of Knowledge for Six Sigma Lean Sensei

Body of Knowledge for Six Sigma Lean Sensei Body of Knowledge for Six Sigma Lean Sensei What to Prepare For: The following is the Lean Six Sigma Certification Body of Knowledge that the exam will cover. We strongly encourage you to study and prepare

More information

Performance Excellence Process

Performance Excellence Process Performance Excellence Process The Performance Excellence Process is a resultsoriented, long-term approach to the way government does business It uses several best practice methodologies, including Strategy

More information

LMI Aerospace PROJECT MANAGEMENT PLAN ACCESS REQUEST PROCESS IMPROVEMENT FEBRUARY 7, 2012

LMI Aerospace PROJECT MANAGEMENT PLAN ACCESS REQUEST PROCESS IMPROVEMENT FEBRUARY 7, 2012 PROJECT MANAGEMENT PLAN ACCESS REQUEST PROCESS IMPROVEMENT FEBRUARY 7, 2012 TABLE OF CONTENTS INTRODUCTION... 2 PROJECT MANAGEMENT APPROACH... 2 PROJECT SCOPE... 2 MILESTONE LIST... 2 SCHEDULE BASELINE

More information

Course Overview Lean Six Sigma Green Belt

Course Overview Lean Six Sigma Green Belt Course Overview Lean Six Sigma Green Belt Summary and Objectives This Six Sigma Green Belt course is comprised of 11 separate sessions. Each session is a collection of related lessons and includes an interactive

More information

BODY OF KNOWLEDGE CERTIFIED SIX SIGMA YELLOW BELT

BODY OF KNOWLEDGE CERTIFIED SIX SIGMA YELLOW BELT BODY OF KNOWLEDGE CERTIFIED SIX SIGMA YELLOW BELT The topics in this Body of Knowledge include additional detail in the form of subtext explanations and the cognitive level at which test questions will

More information

Project Management for Process Improvement Efforts. Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator

Project Management for Process Improvement Efforts. Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator Project Management for Process Improvement Efforts Jeanette M Lynch CLSSBB Missouri Quality Award Examiner Certified Facilitator 2 Project and Process Due to the nature of continuous improvement, improvement

More information

Certified Six Sigma Yellow Belt

Certified Six Sigma Yellow Belt Certified Six Sigma Yellow Belt Quality excellence to enhance your career and boost your organization s bottom line asq.org/cert The Global Voice of Quality TM Certification from ASQ is considered a mark

More information

Project Management Professional (PMP)

Project Management Professional (PMP) Project Management Professional (PMP) Duration: 5 days Course Objectives: PMI s Project Management Professional (PMP) credential is the most important industry-recognized certification for project managers.

More information

Lean Six Sigma Black Belt Certification Recommendation. Name (as it will appear on the certificate) Address. City State, Zip

Lean Six Sigma Black Belt Certification Recommendation. Name (as it will appear on the certificate) Address. City State, Zip Lean Six Sigma Black Belt Certification Recommendation Name (as it will appear on the certificate) IQF Member Number Address City State, Zip Country We the undersigned, on behalf of the Sponsoring Organization,

More information

Project Management. On-Site Training and Facilitation Services. www.performanceweb.org. For more information, visit

Project Management. On-Site Training and Facilitation Services. www.performanceweb.org. For more information, visit Project Management On-Site Training and Facilitation Services For more information, visit www.performanceweb.org Benefits of On-Site Training The Performance Institute s proven consulting methodology is

More information

Lean Six Sigma Black Belt-EngineRoom

Lean Six Sigma Black Belt-EngineRoom Lean Six Sigma Black Belt-EngineRoom Course Content and Outline Total Estimated Hours: 140.65 *Course includes choice of software: EngineRoom (included for free), Minitab (must purchase separately) or

More information

Project Selection Guidelines

Project Selection Guidelines Selecting Projects Project Selection Guidelines Nominations can come from various sources, including associates and customers. To avoid sub-optimization, management has to evaluate and select the projects.

More information

Six Sigma Leadership Guide for Program Success: S-SLEF Framework

Six Sigma Leadership Guide for Program Success: S-SLEF Framework Six Sigma Leadership Guide for Program Success: S-SLEF Framework Governance Sandy L. Furterer, PhD, MBA ASQ Certified Six Sigma Black Belt, ASQ Certified Quality Engineer, ASQ Fellow, Harrington Institute

More information

Six sigma project management

Six sigma project management Six sigma project management Bizagi Suite Six sigma project management 1 Table of Contents Six Sigma Project Management... 3 Process Elements... 9 Project Charter... 9 Define... 11 Measure...12 Analyze...12

More information

Learning Objectives Lean Six Sigma Black Belt Course

Learning Objectives Lean Six Sigma Black Belt Course Learning Objectives Lean Six Sigma Black Belt Course The overarching learning objective of this course is to develop a comprehensive set of skills that will allow you to function effectively as a Six Sigma

More information

BQF Lean Certification Process

BQF Lean Certification Process BQF Lean Certification Process Overview The CI/Lean Certification process provides for four levels of BQF certification. These are: BQF CI/Lean Associate; BQF CI/Lean Practitioner; BQF CI/Lean Advanced

More information

Advanced Energy Corporate Quality SLIDE # 1

Advanced Energy Corporate Quality SLIDE # 1 Advanced Energy Corporate Quality SLIDE # 1 Quality System Overview SLIDE # 2 Corporate Quality System AE is certified to the ISO 9001:2000 standard and has been certified since 1996; recertification audits

More information

Six sigma project management

Six sigma project management Six sigma project management Construction Document Six sigma project management 1 Table Of Contents Process Model... 2 Sub Process Phase... 3 Create Deliverable Sub-Process... 4 Data Model... 5 Parameter

More information

Unit-5 Quality Management Standards

Unit-5 Quality Management Standards Unit-5 Quality Management Standards 1 THE ISO 9000 FAMILY ISO 9000: 2005 Identifies the fundamentals and vocabulary for Quality Management Systems (QMS) ISO 9001:2008 Specifies requirements for a QMS where

More information

Purchasing Success for the Service Sector: Using Lean & Six Sigma.

Purchasing Success for the Service Sector: Using Lean & Six Sigma. Purchasing Success for the Service Sector: Using Lean & Six Sigma. Gurpreet Singh Khurana, MBA, C.P.M., Lean Six Sigma Green Belt Process Improvement Director, AmeriHealth Mercy Family of Companies gurpreet.khurana@amerihealthmercy.com

More information

Sigma (σ) is a Greek letter used to represent the statistical term standard deviation

Sigma (σ) is a Greek letter used to represent the statistical term standard deviation July 1, 2014 Sigma (σ) is a Greek letter used to represent the statistical term standard deviation Standard deviation is a numerical value that represents the measure of the average variability between

More information

Initiating Forms COPYRIGHTED MATERIAL 1.0 INITIATING PROCESS GROUP

Initiating Forms COPYRIGHTED MATERIAL 1.0 INITIATING PROCESS GROUP 1 Initiating Forms 1.0 INITIATING PROCESS GROUP The purpose of the initiating process group is to authorize a project, provide a high-level definition of the project, and identify stakeholders. There are

More information

Study of Productivity Improvement Using Lean Six Sigma Methodology

Study of Productivity Improvement Using Lean Six Sigma Methodology International Review of Applied Engineering Research. ISSN 2248-9967 Volume 4, Number 1 (2014), pp. 33-38 Research India Publications http://www.ripublication.com/iraer.htm Study of Productivity Improvement

More information

Project Management for Everyone

Project Management for Everyone Project Management for Everyone Contact Information Adam Donaldson, PMP Business Management & Analysis Group Phone: (202) 994-6867 Cell: (240) 472-2171 Email: adonald@gwu.edu Objectives Basic understanding

More information

PROJECT PLAN FOR. Project Name Here

PROJECT PLAN FOR. Project Name Here PROJECT PLAN FOR Project Name Here Version # DatE Reviewed and Approved for submittal to Executive Sponsor , Project Manager Project Plan Approved for submittal to Executive Sponsor: , Project

More information

At the end of this chapter. Project Charter. What is a Project Charter? What is a Project Charter? Why is a Project Charter used?

At the end of this chapter. Project Charter. What is a Project Charter? What is a Project Charter? Why is a Project Charter used? At the end of this chapter Project Charter Describe what a project charter is and why it is critical to project success. Explain what a project scope statement is and why it is important. List the various

More information

Certified Quality Improvement Associate

Certified Quality Improvement Associate Certified Quality Improvement Associate Quality excellence to enhance your career and boost your organization s bottom line asq.org/certification The Global Voice of Quality TM Certification from ASQ is

More information

Six Sigma in Action. Data-driven process improvement. Process Improvement Brief February 2015 www.datamark.net

Six Sigma in Action. Data-driven process improvement. Process Improvement Brief February 2015 www.datamark.net Six Sigma in Action Data-driven process improvement Process Improvement Brief February 2015 www.datamark.net Six Sigma Methodology Applied to clients business processes at our U.S. and offshore sites,

More information

Body of Knowledge for Six Sigma Green Belt

Body of Knowledge for Six Sigma Green Belt Body of Knowledge for Six Sigma Green Belt What to Prepare For: The following is the Six Sigma Green Belt Certification Body of Knowledge that the exam will cover. We strongly encourage you to study and

More information

Define. Measure. Analyze. Improve. Control. Project Name/Description. DMAIC Step Work Done/Tools Used by Team My Role/Contribution

Define. Measure. Analyze. Improve. Control. Project Name/Description. DMAIC Step Work Done/Tools Used by Team My Role/Contribution Six Sigma Green Belt DMAIC Project Logbook Please fill out this document (use as many pages as necessary). Detail what your team and you did in each step of the DMAIC. If the Project is a Kaizen Event,

More information

Six Sigma Project Management Bizagi Process Modeler

Six Sigma Project Management Bizagi Process Modeler Six Sigma Project Management Bizagi Process Modeler www.bizagi.com Table of Contents 1 SIX SIGMA PROJECT MANAGEMENT... 4 1.1 SIX SIGMA PROJECT MANAGEMENT... 10 1.1.1 Process Elements... 10 1.1.1.1 Project

More information

Learning Six Sigma Theory

Learning Six Sigma Theory Independent Learning Pursuit FX Competency The following essay was written by a student in the School for New Learning, in support of an Independent Learning Pursuit (ILP). The student has agreed to share

More information

THE SIX SIGMA YELLOW BELT SOLUTIONS TEXT

THE SIX SIGMA YELLOW BELT SOLUTIONS TEXT THE SIX SIGMA YELLOW BELT SOLUTIONS TEXT 2014 by Bill Wortman - All rights reserved SECTION II SIX SIGMA FUNDAMENTALS - SAMPLE QUESTIONS 2.1. The DPMO for a process is 860. What is the approximate six

More information

Keywords Agile, Scrum Methodology, Tools for Scrum, Six Sigma tools, scrum and six sigma

Keywords Agile, Scrum Methodology, Tools for Scrum, Six Sigma tools, scrum and six sigma Volume 4, Issue 3, March 2014 ISSN: 2277 128X International Journal of Advanced Research in Computer Science and Software Engineering Research Paper Available online at: www.ijarcsse.com Integrating Six

More information

PROJECT MANAGEMENT PLAN CHECKLIST

PROJECT MANAGEMENT PLAN CHECKLIST PROJECT MANAGEMENT PLAN CHECKLIST The project management plan is a comprehensive document that defines each area of your project. The final document will contain all the required plans you need to manage,

More information

ASHP Professional Development Section Advisory Group. Professional Development Opportunities for Informatics Pharmacists

ASHP Professional Development Section Advisory Group. Professional Development Opportunities for Informatics Pharmacists ASHP Professional Development Section Advisory Group Professional Development Opportunities for Informatics Pharmacists Introduction Many opportunities exist to help informatics pharmacists gain the knowledge

More information

Internal Audit Checklist

Internal Audit Checklist Internal Audit Checklist 4.2 Policy Verify required elements Verify management commitment Verify available to the public Verify implementation by tracing links back to policy statement Check review/revisions

More information

Computing Services Network Project Methodology

Computing Services Network Project Methodology Computing Services Network Project Prepared By: Todd Brindley, CSN Project Version # 1.0 Updated on 09/15/2008 Version 1.0 Page 1 MANAGEMENT PLANNING Project : Version Control Version Date Author Change

More information

LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0

LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0 MODULE 1 LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0 1. Cultural Enablers 15% 20% 25% 1.1. Principles of Cultural Enablers 3% 4% 5% 1.1.1. Respect for the individual 1.1.2. Humility 1.2. Processes

More information

OE PROJECT CHARTER TEMPLATE

OE PROJECT CHARTER TEMPLATE PROJECT : PREPARED BY: DATE (MM/DD/YYYY): Project Name Typically the Project Manager Project Charter Last Modified Date PROJECT CHARTER VERSION HISTORY VERSION DATE (MM/DD/YYYY) COMMENTS (DRAFT, SIGNED,

More information

Appendix 3: Project Management Substation Guidelines (General Process Flow Template)

Appendix 3: Project Management Substation Guidelines (General Process Flow Template) 365 Appendix 3: Project Management Substation Guidelines (General Process Flow Template) Checkpoint Methodology The schedule is issued prior to the go decision. It covers the duration of the project. It

More information

Project Management Fact Sheet:

Project Management Fact Sheet: Project Management Fact Sheet: Project Documentation Version: 2.2, November 2008 DISCLAIMER This material has been prepared for use by Tasmanian Government agencies and Instrumentalities. It follows that

More information

Project Aim 2020. Appendix C - Project Plan, Gap Analysis, and Approach

Project Aim 2020. Appendix C - Project Plan, Gap Analysis, and Approach Appendix C - Project Plan, Gap Analysis, and Approach In the fall of 2013 and spring of 2014, the senior leadership meetings created awareness among the leaders about necessary improvements in planning,

More information

Six Sigma. Breakthrough Strategy or Your Worse Nightmare? Jeffrey T. Gotro, Ph.D. Director of Research & Development Ablestik Laboratories

Six Sigma. Breakthrough Strategy or Your Worse Nightmare? Jeffrey T. Gotro, Ph.D. Director of Research & Development Ablestik Laboratories Six Sigma Breakthrough Strategy or Your Worse Nightmare? Jeffrey T. Gotro, Ph.D. Director of Research & Development Ablestik Laboratories Agenda What is Six Sigma? What are the challenges? What are the

More information

Green ICT Project. Project Management Plan. Project Manager: Samuel Fernandes. Date: March 21 2011. Version: 2.0

Green ICT Project. Project Management Plan. Project Manager: Samuel Fernandes. Date: March 21 2011. Version: 2.0 Green ICT Project Project Management Plan Project Manager: Samuel Fernandes Date: March 21 2011 Version: 2.0 1 A N U g r e e n : S t r a t e g i e s f o r S u s t a i n a b i l i t y List of Abbreviations

More information

THE COMPLETE PROJECT MANAGEMENT METHODOLOGY AND TOOLKIT

THE COMPLETE PROJECT MANAGEMENT METHODOLOGY AND TOOLKIT THE COMPLETE PROJECT MANAGEMENT METHODOLOGY AND TOOLKIT GERARD M. HILL CRC Press Taylor & Francis Group Boca Raton London New York CRC Press is an imprint of the Taylor & Francis Croup, an informa business

More information

SEBA Solutions Inc. 2802 Bellwind Circle Rockledge, Florida 32955 321.269.1222 voice, 321.577.0210 fax www.sebasolutions.com.

SEBA Solutions Inc. 2802 Bellwind Circle Rockledge, Florida 32955 321.269.1222 voice, 321.577.0210 fax www.sebasolutions.com. Solutions Inc. Project Status Dr. James T. Brown PMP A project status process is one of the greatest opportunities to establish a positive, disciplined project management culture. The status monitoring

More information

SIX SIGMA IN HOSPITAL AND HEALTH CARE MANAGEMENT

SIX SIGMA IN HOSPITAL AND HEALTH CARE MANAGEMENT SIX SIGMA IN HOSPITAL AND HEALTH CARE MANAGEMENT Competition in health care sector are forcing healthcare organizations to look for new ways and means for improving their processes. This for improving

More information

http://www.io4pm.org IO4PM - International Organization for Project Management

http://www.io4pm.org IO4PM - International Organization for Project Management THE ONLY BOOK CAN SIMPLY LEARN PROJECT MANAGEMENT! Page 1 Contents ABOUT THE AUTHOR... 3 WHAT IS PROJECT MANAGEMENT?... 5 ORGANIZATIONAL INFLUENCES AND PROJECT LIFECYCLE... 11 PROJECT MANAGEMENT PROCESSES...

More information

<name of project> Software Project Management Plan

<name of project> Software Project Management Plan The document in this file is adapted from the IEEE standards for Software Project Management Plans, 1058-1998, which conforms to the requirements of ISO standard 12207 Software Life Cycle Processes. Tailor

More information

PMP Examination Tasks Puzzle game

PMP Examination Tasks Puzzle game PMP Examination Tasks Puzzle game Here is a great game to play to test your knowledge of the tasks you will be tested on in the actual examination. What we have done is take each of the domain tasks in

More information

LOGISTICS & SUPPLY CHAIN MANAGEMENT

LOGISTICS & SUPPLY CHAIN MANAGEMENT LOGISTICS & SUPPLY CHAIN MANAGEMENT 1. Concepts of Logistics management The role of Logistics information systems and technology Logistics relevance to an organization and the economy Channels of distribution

More information

Readiness for Lean/Six Sigma Key success factors for integrating Lean/Six Sigma in a Healthcare setting

Readiness for Lean/Six Sigma Key success factors for integrating Lean/Six Sigma in a Healthcare setting Readiness for Lean/Six Sigma Key success factors for integrating Lean/Six Sigma in a Healthcare setting D. Junell Scheeres, MA, BS, CSSBB VHA s Integrated Delivery Team SHS 2005 Conference Co-Chair jscheere@vha.com

More information

Career Builder Course Bundle

Career Builder Course Bundle Career Builder Course Bundle Skills based course Certification course Introduction to Project Management PM101 - Section 01 - Introduction & Overview PM101 - Section 02 - Teams & Leadership PM101 - Section

More information

Using Lean/6 Sigma Methodology to Facilitate Medical Home Implementation

Using Lean/6 Sigma Methodology to Facilitate Medical Home Implementation Using Lean/6 Sigma Methodology to Facilitate Medical Home Implementation Timothy Quinn, MD, MBA President, MercyCare Community Physicians The MercyCare System MercyCare Community Physicians is a physician-led

More information

10.1.2 Corporate Asset Management Corporate, Operational & Council Services

10.1.2 Corporate Asset Management Corporate, Operational & Council Services HOW DOES THIS SERVICE CONTRIBUTE TO THE QUALITY OF LIFE IN THE CITY OF LONDON? The desired population results in the City of London s Strategic Plan: A Strong Economy, A Vibrant and Diverse Community,

More information

Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R.

Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R. August 2007 Ten Steps to Comprehensive Project Portfolio Management Part 3 Projects, Programs, Portfolios and Strategic Direction By R. Max Wideman This series of papers has been developed from our work

More information

Lean Six Sigma for Healthcare

Lean Six Sigma for Healthcare Lean for Healthcare Yellow Belt Green Belt Black Belt Lean Fundamentals Advanced Lean for Healthcare The Lean for Healthcare Yellow Belt program is designed to provide a basic introducti to Lean Six Sigma

More information

Minnesota Health Insurance Exchange (MNHIX)

Minnesota Health Insurance Exchange (MNHIX) Minnesota Health Insurance Exchange (MNHIX) 1.2 Plan September 21st, 2012 Version: FINAL v.1.0 11/9/2012 2:58 PM Page 1 of 87 T A B L E O F C O N T E N T S 1 Introduction to the Plan... 12 2 Integration

More information

PMO Starter Kit. White Paper

PMO Starter Kit. White Paper PMO Starter Kit White Paper January 2011 TABLE OF CONTENTS 1. ABOUT THE PMO STARTER KIT...3 2. INTRODUCTION TO THE PMO STARTER KIT WHITE PAPER...3 3. PMO DEVELOPMENT ROADMAP...4 4. PLAN PHASE...5 4.1 CREATE

More information

The Two Key Criteria for Successful Six Sigma Project Selection Advantage Series White Paper By Jeff Gotro, Ph.D., CMC

The Two Key Criteria for Successful Six Sigma Project Selection Advantage Series White Paper By Jeff Gotro, Ph.D., CMC The Two Key Criteria for Successful Six Sigma Project Selection Advantage Series White Paper By Jeff Gotro, Ph.D., CMC Introduction Encouraged by the results of Six Sigma deployment at Motorola, AlliedSignal

More information

Project Management Topics

Project Management Topics S E C T I O N II T W O Project Management Topics SECTION II: PROJECT MANAGEMENT TOPICS TABLE OF CONTENTS Introduction 3 1. PROJECT TRIAGE 5 1.1 Gather the Data 7 1.2 Review and Analyze the Data 10 1.3

More information

Employee Engagement at US Postal Service

Employee Engagement at US Postal Service Employee Engagement at US Postal Service 1 Topics USPS Background Engagement Top Down Engagement Bottom Up Recognition Employee / Customer Engagement Summary 2 USPS Background Information 3 USPS Sustainability

More information

Six Sigma Can Help Project Managers Improve Results

Six Sigma Can Help Project Managers Improve Results Six Sigma Can Help Project Managers Improve Results By Harry Rever If it was easy to improve business results, results would always improve. Obviously, this is not the case. Business leaders understand

More information

Process Improvement Training Portfolio

Process Improvement Training Portfolio Process Improvement Training Portfolio evolve To stay competitive, all businesses focus on achieving increasingly better bottom-line results. That s why it s essential to develop and maintain business

More information

TPMG. Lean. Transformation In Healthcare. Consulting. Improving patient outcomes and satisfaction while driving down the cost of care!

TPMG. Lean. Transformation In Healthcare. Consulting. Improving patient outcomes and satisfaction while driving down the cost of care! TPMG Consulting Lean Improving patient outcomes and satisfaction while driving down the cost of care! Transformation In Healthcare Service Description: Excellence in Healthcare Delivery TABLE OF CONTENTS

More information

Getting Started with Quality Companion

Getting Started with Quality Companion Getting Started with Quality Companion 2012 by Minitab Inc. All rights reserved. Minitab, the Minitab logo, Quality Companion by Minitab and Quality Trainer by Minitab are registered trademarks of Minitab,

More information

The Sum of the Parts: Greene, Tweed & Co. See the Full Picture with Qeystone and Minitab

The Sum of the Parts: Greene, Tweed & Co. See the Full Picture with Qeystone and Minitab CASE STUDIES The Sum of the Parts: Greene, Tweed & Co. See the Full Picture with Qeystone and Minitab When you supply parts and materials for air travel, fuel production, power generation and other critical

More information

Concept of Operations for Line of Business Initiatives

Concept of Operations for Line of Business Initiatives Concept of Operations for Line of Business Initiatives Version 1.0 Office of E-Gov and IT, OMB March 2006 Table of Contents FOREWORD...2 1 OBJECTIVES OF THE LINES OF BUSINESS CONCEPT OF OPERATIONS...3

More information

Project Portfolio Office April 2014. Information and Communications Technology P ROJECT PORTFOLIO O FFICE M AY 2014 D RAFT. Page 1

Project Portfolio Office April 2014. Information and Communications Technology P ROJECT PORTFOLIO O FFICE M AY 2014 D RAFT. Page 1 Information and Communications Technology P ROJECT PORTFOLIO O FFICE M AY 2014 D RAFT Page 1 Project Portfolio Office Purpose of a Project Portfolio Office The creation of a Project Portfolio Office (PPO)

More information

Sound Transit Internal Audit Report - No. 2014-3

Sound Transit Internal Audit Report - No. 2014-3 Sound Transit Internal Audit Report - No. 2014-3 IT Project Management Report Date: Dec. 26, 2014 Table of Contents Page Background 2 Audit Approach and Methodology 2 Summary of Results 4 Findings & Management

More information

Program Lifecycle Methodology Version 1.7

Program Lifecycle Methodology Version 1.7 Version 1.7 March 30, 2011 REVISION HISTORY VERSION NO. DATE DESCRIPTION AUTHOR 1.0 Initial Draft Hkelley 1.2 10/22/08 Updated with feedback Hkelley 1.3 1/7/2009 Copy edited Kevans 1.4 4/22/2010 Updated

More information

Six Sigma Certification Program White Belt Lesson 3: Six Sigma Teamwork; Roles and Responsibilities

Six Sigma Certification Program White Belt Lesson 3: Six Sigma Teamwork; Roles and Responsibilities The Six Sigma Training and Certification Levels are organized into a hierarchy of individuals (named according to martial arts convention). As this process is deeply rooted in teamwork, it is important

More information

Risk Management Primer

Risk Management Primer Risk Management Primer Purpose: To obtain strong project outcomes by implementing an appropriate risk management process Audience: Project managers, project sponsors, team members and other key stakeholders

More information

Project Management Plan Template

Project Management Plan Template Abstract: This is the project management plan document for . This is a controlled document and should be maintained in a configuration environment. Project Management Plan Template Contents REVISION

More information

Frank P.Saladis PMP, PMI Fellow

Frank P.Saladis PMP, PMI Fellow Frank P.Saladis PMP, PMI Fellow Success factors for Project Portfolio Management The Purpose of Portfolio Management Organizational Assessment Planning a Portfolio Management Strategy The Portfolio Management

More information

Saskatoon North Partnership for Growth (P4G) Draft Communications and Engagement Strategy

Saskatoon North Partnership for Growth (P4G) Draft Communications and Engagement Strategy Saskatoon North Partnership for Growth (P4G) Draft Communications and Engagement Strategy Introduction This Communications and Engagement Strategy (Strategy) sets the communications and engagement framework

More information

The Thinking Approach LEAN CONCEPTS. 2012-2013, IL Holdings, LLC All rights reserved 1

The Thinking Approach LEAN CONCEPTS. 2012-2013, IL Holdings, LLC All rights reserved 1 The Thinking Approach LEAN CONCEPTS All rights reserved 1 Basic Thinking to Manage the Journey MANAGEMENT TACTICS OF A LEAN TRANSFORMATION All rights reserved 2 LEAN MANAGEMENT Two key questions What is

More information

PDSD Recruiting Process. Lean Six Sigma Green Belt Presentation August 12, 2014

PDSD Recruiting Process. Lean Six Sigma Green Belt Presentation August 12, 2014 PDSD Recruiting Process Lean Six Sigma Green Belt Presentation August 12, 2014 Benefits of effective recruiting Minimizes missed opportunity costs of unfilled positions Improves productivity, morale and

More information

Lean Silver Certification Blueprint

Lean Silver Certification Blueprint The Lean Certification Blueprint provides additional useful information beyond the Body of Knowledge. The Body of Knowledge specifies the competencies, topics, and subtopics required by different types

More information

Bank of America. Effectively Managing Performance Measurement Systems

Bank of America. Effectively Managing Performance Measurement Systems Bank of America Effectively Managing Performance Measurement Systems Bank of America is the nation s second largest bank, with $37.9 billion (USD) in revenue and 180,000 employees. Consumers or retail

More information

Lean Test Management. Ban Waste,Gain Efficiency. Bob van de Burgt Professional Testing

Lean Test Management. Ban Waste,Gain Efficiency. Bob van de Burgt Professional Testing Lean Test Management Ban Waste,Gain Efficiency Bob van de Burgt Professional Testing 1 I will show you differently! 2 Agenda - Lean Manufacturing - Lean Six Sigma - Roadmap to Lean Test Management - Conclusions

More information

OFFICE OF THE CIO. PROCEDURE Informational VERSION: 1.0

OFFICE OF THE CIO. PROCEDURE Informational VERSION: 1.0 OFFICE OF THE CIO PROCEDURE Informational VERSION: 1.0 Purpose Project Management of Major or Large NDUS Information Technology Projects Project Managers Guide/Checklist This procedural process will ensure

More information

Hand-Off Communications Targeted Solutions Tool (TST ) Implementation Guide for Health Care Organizations

Hand-Off Communications Targeted Solutions Tool (TST ) Implementation Guide for Health Care Organizations Hand-Off Communications Targeted Solutions Tool (TST ) Implementation Guide for Health Care Organizations Key Features of TST Hand-Off Communications Module Facilitates the examination of the current hand-off

More information

Supporting effective teamwork

Supporting effective teamwork Supporting effective teamwork A checklist for evaluating team performance CHAPTER 26 : HATCHED Margaret Kilvington and Will Allen Summary Teams can be instruments for achieving changes in culture and practice

More information

PMO Metrics Recommendations

PMO Metrics Recommendations Introduction The purpose of this document is to recommend metrics to be used by the Project Management Office (PMO) to measure and analyze their project and PMO success. The metrics are divided into Project

More information

Lean Six Sigma Training The DMAIC Story. Unit 6: Glossary Page 6-1

Lean Six Sigma Training The DMAIC Story. Unit 6: Glossary Page 6-1 Unit 6: Glossary Page 6-1 Glossary of Terms Unit 6: Glossary Page 6-2 Action Plan A technique that documents everything that must be done to ensure effective implementation of a countermeasure or improvement

More information

Unit 1: Introduction to Quality Management

Unit 1: Introduction to Quality Management Unit 1: Introduction to Quality Management Definition & Dimensions of Quality Quality Control vs Quality Assurance Small-Q vs Big-Q & Evolution of Quality Movement Total Quality Management (TQM) & its

More information

Dallas Center for Performance Excellence (CPE) Executive Summary

Dallas Center for Performance Excellence (CPE) Executive Summary Dallas Center for Performance Excellence (CPE) Executive Summary Publication Date: January 8, 2015 The Center for Performance Excellence (CPE) is a continuous improvement initiative commissioned by the

More information

Perform Work Order Scheduling Process Improvements

Perform Work Order Scheduling Process Improvements Key Work Process(3.1): Perform Work Order Scheduling Process Owner: Perform Work Order Scheduling Process Improvements Work System Owner Ed Curry Work System Enabling Leader Dane Theodore, Director Priority

More information

Improving Healthcare at. Lean Six Sigma

Improving Healthcare at. Lean Six Sigma Lean Six Sigma in Healthcare Improving Healthcare at Presbyterian Healthcare Services Using Lean Six Sigma Learning Objectives Why we need to improve our processes What is Lean Six Sigma Why do we need

More information

BPM Methodologies: Turning the Land of Confusion into Solutions for your BPM Initiatives. Alan Ramias Partner PERFORMANCE DESIGN LAB

BPM Methodologies: Turning the Land of Confusion into Solutions for your BPM Initiatives. Alan Ramias Partner PERFORMANCE DESIGN LAB BPM Methodologies: Turning the Land of Confusion into Solutions for your BPM Initiatives Alan Ramias Partner PERFORMANCE DESIGN LAB The Uses of BPM Methodology To define/describe processes To improve processes

More information

2012 National BDPA Technology Conference. Defining Project and PMO Metrics

2012 National BDPA Technology Conference. Defining Project and PMO Metrics 2012 National BDPA Technology Conference Defining Project and PMO Metrics Betty Hutchins, MBA, PMP August 1 4, 2012 Baltimore, MD Presentation Objectives Project Performance Determine the Process Defining

More information

Organization. Project Name. Project Overview Plan Version # Date

Organization. Project Name. Project Overview Plan Version # Date Project Overview Plan Template Organization Project Name Project Overview Plan Version # Date REVISION HISTORY VERSION # REVISION DATE COMMENT 1 APPROVALS: Authorized Signature DATE 2 Table of Contents

More information

Sanford Improvement Making Lean Work in Healthcare

Sanford Improvement Making Lean Work in Healthcare Sanford Improvement Making Lean Work in Healthcare David Peterson Enterprise Director of Continuous Improvement Outline/Agenda Office of Continuous Improvement Who are we and what do we do? History/Journey

More information

Template K Implementation Requirements Instructions for RFP Response RFP #

Template K Implementation Requirements Instructions for RFP Response RFP # Template K Implementation Requirements Instructions for RFP Response Table of Contents 1.0 Project Management Approach... 3 1.1 Program and Project Management... 3 1.2 Change Management Plan... 3 1.3 Relationship

More information

A Tool Box for Healthcare Problem Solving

A Tool Box for Healthcare Problem Solving Lean Six Sigma A Tool Box for Healthcare Problem Solving Alexis Keeler, Black Belt Director Process Engineering Berkshire Medical Center Pittsfield, MA Agenda What is Lean Six Sigma Six Sigma vs. Lean

More information

State of California. Contents. California Project Management Office Project Management Framework. Project Management. Framework.

State of California. Contents. California Project Management Office Project Management Framework. Project Management. Framework. Contents State of California Project Management Framework Page i Contents Overview 1 Introduction 3 8 15 Overview of the CA-PMF Document Structure and Convention Guide Discussion of Lifecycles Templates

More information

The Impact of Global Program Management on Organizational Culture

The Impact of Global Program Management on Organizational Culture The Impact of Global Program Management on Organizational Culture Audience: Author Executives responsible for integrating Lean Sigma into the culture of an organization to achieve maximum benefits. James

More information