Project Charter Action Team Template

Transcription

1 DPH Process Action Team (PAT) Project Charter Action Team Template Document produced by Grace Duffy, John Moran & Michael Rudis 1

2 Introduction: DPH Process Action Team (PAT) This document has a template Working Copy of a Project Action Team Charter that you may use to help guide you through the process of creating your own. These templates and guidelines have been provided courtesy of Delaware (US) Public Health. After a few iterations of this charter, the executive sponsor, team leader, and facilitator will have a written document that describes in detail what the team is to accomplish. This becomes the official work contract for the team leader and the facilitator to begin the teaming process. For further details about creating Project Action Team Charters, please see the full article Creating an Effective Team Charter on the Process Excellence Network: CONTENTS: Document Pages Working Copy of the DPH Process Improvement Team (PAT) Charter 3-4 Official Copy of the DPH Process Improvement Team (PAT) Charter 5-7 DPH Process Improvement Team (PAT) Charter Guidelines 8-15

3 DPH Process Action Team (PAT) PAT Name: Subject: Process Improvement Opportunity Charter Start Date: Charter End Date: Executive Sponsor: Team Leader: Facilitator: Team Member Section Area of Expertise Process Improvement Aim Process Improvement Objectives (SMART)

4 DPH Process Action Team (PAT) Success Metrics (Measures) Key Milestones Available Resources Required Resources Considerations (Assumptions, Constraints, Obstacles, & Risks) Boundaries Key Stakeholders Area of Concern Communication Plan

5 DPH Process Action Team (PAT) PAT Name: Subject: Process Improvement Opportunity: Charter Start Date: Charter End Date: Executive Sponsor: Team Leader: Facilitator: Team Member Section Area of Expertise Process Improvement Aim: Process Improvement Objectives (SMART): Success Metrics (Measures): 5

6 DPH Process Action Team (PAT) Key Milestones: Available Resources: Required Resources: Considerations (Assumptions, Constraints, Obstacles, Risks): Boundaries: Key Stakeholders Area of Concern Communication Plan:

7 DPH Process Action Team (PAT) Signature Page Division Director s Printed Name Division Director s Signature Executive Sponsor s Printed Name Executive Sponsor s Signature Team Leader s Printed Name Team Leader s Signature Facilitator s Printed Name Facilitator s Signature Team Member s Printed Name Team Member s Signature Team Member s Printed Name Team Member s Signature Team Member s Printed Name Team Member s Signature Team Member s Printed Name Team Member s Signature Team Member s Printed Name Team Member s Signature Team Member s Printed Name Team Member s Signature Team Member s Printed Name Team Member s Signature Team Member s Printed Name Team Member s Signature

8 DPH Process Action Team (PAT) Charter Guidelines SECTION PAT Name WHAT IS DOES? Identifies the team. WHY IS IT IMPORTANT? Enables the team to distinguish the effort from others. EXAMPLE WIC (Women, Infants, and Children) Waiting Room Time Reduction Team. TIP Keep it simple, unique, and easily stated. Identifies the area of focus. Clarifies the intent of the project. WIC Intake Department waiting time Make it clear and succinct. Subject Process Improvement Opportunity States why this effort was initiated and what will be affected by the outcome. Orients team and others to the true need for the effort. The source and analysis of the data that identified the problem or opportunity should be included and used as a baseline. WIC applicants are complaining that it takes too much time to process their in-person application and there is a lack of privacy while giving information to the clerk. This is the most important part of the Charter. It is the foundation for PAT formation. It's important to ensure that it is well thought through and agreed upon by the Executive Sponsor, Team Leader, and Facilitator. 8

9 DPH Process Action Team (PAT) Charter Guidelines SECTION Charter Dates WHAT IS DOES? Signifies the day the charter goes into effect and the date the team adjourns. WHY IS IT IMPORTANT? Keeps the team focused on beginning with the end in mind. This is not necessarily the date the Team Leader reports results to the Executive Sponsor. EXAMPLE Charter Start Date: September 17, 2011 Charter End Date: December 20, 2011 TIP Make sure these dates are reasonable and agreed upon by the Executive Sponsor, Team Leader, and Facilitator. Executive Sponsor Identifies the senior leader that supports and/or initiated this effort. Designated by the leadership team to hold overall responsibility for the strategy and its execution. This Leadership Team member has overall authority and responsibility for organizing the team that will address the Process Improvement Opportunity. They have overall operational accountability. The Executive Sponsor will be expected to break down barriers and go to bat for the team. Mary James, Local Health Department Administrator It s a good idea for all members of the PAT to meet the Executive Sponsor prior to the initiation of the Charter.

10 DPH Process Action Team (PAT) Charter Guidelines SECTION Team Leader Facilitator WHAT IS DOES? Identifies one individual who will guide the team to achieve successful outcomes and who will communicate to senior leaders. Moves a team forward through a series of scheduled meetings aimed at attaining the goal established by the team and team leader. WHY IS IT IMPORTANT? Establishes who will conduct team meetings, provide focus and direction, and will ensure productive use of team member s time. This person is not necessarily the same individual who will be in charge of the process, but should be a person who will lose sleep over the outcome. Quality facilitators use observation, intervention, feedback, coaching, and team member personality differences to conduct effective meetings. Quality facilitators are not subject matter experts, but rather focus on how effectively the team is working. EXAMPLE Josephine Smith, WIC Manager Joe Bagodonuts, Facilitator Extraordinaire TIP Select a Team Leader that has a broad understanding of the process improvement opportunity. To eliminate the possibility of personal bias and the risk of getting involved with decision making and solutions, it s important to select a facilitator that knows as little about the process as possible.

11 DPH Process Action Team (PAT) Charter Guidelines SECTION Team Member/Section/ Area of Expertise Process Improvement Aim WHAT IS DOES? Defines who will be on the team and why It describes what the team intends to do, providing the team with a focus and a way to measure progress. The aim should be derived from a known problem (data) and need for corrective action. WHY IS IT IMPORTANT? Assure that all the people necessary to effect change will be involved. Clarifies where the team is going and enables them to know when they get there. A well stated aim affords a team the opportunity to improve many aspects of the system or process related to the aim. EXAMPLE Team Member: Wilma Bates WIC Intake supervisor. AIM: To reduce the waiting time by 50%. TIP You may have people that you do not need on the core team. However, they are key stakeholders and must be consulted with, and made aware of, changes. These individuals should be identified in the Charter. Refer to the high level process utilized to define the scope to verify that the team has representation from each major process step. Most successful improvement efforts have a succinct aim with a measurable stretch goal. The measure should be monitored over time and tracked in the form of a statistical process control chart.

12 DPH Process Action Team (PAT) Charter Guidelines SECTION Process Improvement Objectives (SMART = Specific, Measureable, Achievable, Realistic, Time Dependent) Success Metrics (Measures) Key Milestones WHAT IS DOES? Listing out the specific and measurable objectives for the effort will help define the opportunities to improve. Defines how you measure the success of the improvement effort or the project as a whole. Marks significant expectations and/or deliverables the team can expect. WHY IS IT IMPORTANT? It enables the team to reach consensus on what will be addressed during the course of the effort. Metrics help the team and sponsor to understand when and if an implemented improvement is meeting the desired goal. Use sampling. Holds the team accountable. Maps progress. EXAMPLE Eliminating Waste Eliminate unnecessary waiting time Reduce duplicative data entry Overall applicant cycle time to get service and complete an application will be reduced by 50%. Current State Assessment due March 15th. Recommendations to be presented to senior leadership in 6 weeks. TIP Group similar objectives and give them a descriptive title; for example, Eliminating Waste. Grouping objectives into change concepts facilitates creative thinking with improvement teams. Be specific. Agree to definitions & data sources. It is ideal to have a balanced set of measures: Identify one overarching measure that can be a gauge for the entire effort, measure it over time and use a control chart. This should relate to the Process Improvement Aim. Schedule milestone reviews on senior management calendars well in advance to make sure time is available when the team is ready to present. SECTION WHAT IS DOES? WHY IS IT IMPORTANT? EXAMPLE TIP

13 DPH Process Action Team (PAT) Charter Guidelines Available Resources Required Resources Articulate who and what is available to support the team. This might include a facilitator, trainers, or funds. Recognizes any additional resource the team believes is necessary to achieve the objectives of the process improvement project. Provides both the team and senior leadership with an opportunity to negotiate what the team needs to be successful. Resources are scarce in most organizations. It is best to be realistic in the use of resources and identify requirements at the onset of activities. If resources are unavailable, then options can be pursued for alternative strategies. Facilitator: Joe Bagodonuts. Training workshops. Up to $5,000 for miscellaneous office expenses. Support from Location Facilities department to re-work client waiting areas or create client booths. Validate availability of resources as part of the definition stage of the process improvement project. The team sponsor or process owner is usually the function that controls resource availability. Physical layout changes may take time to design, schedule and implement. Have the team think ahead to anticipate bottlenecks that may occur during the improvement project.

14 DPH Process Action Team (PAT) Charter Guidelines SECTION Considerations (Assumptions, Constraints, Obstacles, Risks) Boundaries WHAT IS DOES? Describes both positive and negative factors that must be discussed and understood prior to the work beginning. Assumptions: statements of requirements that must be accepted; Constraints: an element that might restrict or regulate project actions or outcomes; Obstacles: factor that might impede progress; Risks: a course of action that might pose a hazard or cause loss. Specifies the boundaries of the process you are involved in. They may be stated in time frames and/or process steps. WHY IS IT IMPORTANT? Clarifies expectations; requires people to reflect on the effort in a more thoughtful way; can redefine the work; may facilitate the removal of known obstructions in advance; gives credibility to teams (that they have considered possible issues). Sets the stage; provides focus; identifies limits. EXAMPLE Assumption: The WIC intake area can be rearranged to make for private booths Constraints: Information Technology solutions will not be entertained at this time (system upgrade planned in 2 years). Obstacles: Departmental practices related to scheduling applicants differ widely. Risks: Changes may not conform to legal requirements The time the person arrives in the WIC Department to the time they have successfully filled out the application and leave. TIP Communicate with all areas of the organization affected by the process improvements anticipated. Record any barriers or obstacles identified during these conversations. Some items may be simple to address, others may need significant effort. The sooner these are identified, the better. Map out a 7-9 step highlevel process flow for the scope you ve defined. This will help you understand what you need to be successful, including validating team membership.

15 DPH Process Action Team (PAT) Charter Guidelines SECTION Key Stakeholders/ Area of Concern Communication Plan Signature Page WHAT IS DOES? Identifies individuals and/or departments that may be impacted by the outcome. These individuals should be sought out as a resource and communicated with on a regular basis. Clarifies your activities for keeping necessary and useful functions or leadership aware of project progress. Serves as a contract agreement between the Executive Sponsor, Team Leader, Facilitator, and Team Members WHY IS IT IMPORTANT? It recognizes their importance and increases the team s awareness. Identifies everyone who is expecting to receive communication on this team effort. The communication plan has two purposes; 1) Identifying how the team will work internally to achieve smooth interaction, 2) Establish requirements for keeping stakeholders and other external decision makers informed of project activity. Creates buy-in, everyone has an opportunity to meet all the players involved in the process improvement opportunity. EXAMPLE John Smith - Information Systems The entire team will give a report out to the stakeholders 6 weeks from the start of the project (~ Nov15). The Team Leader will update the Executive Sponsor weekly (agenda item at the regular staff meeting). TIP Stakeholders may be affected directly by the anticipated changes or be politically essential to the acceptance of the recommendations. Stakeholders can ease the progress of the project or greatly delay progress. Over-communicate rather than under-communicate. Communication should match the style of the audience. If a senior leader likes to see charts and graphs, format the status report accordingly. If the Quality Council wishes to have the whole team present a milestone, then practice with all members contributing to the communication. It's a good idea to have all parties sign the Charter at the same time and place.

16 DPH Process Action Team (PAT) Charter Guidelines About the Authors: Mike Rudis is Training Administrator for the Delaware Division of Public Health, Office of Performance Management - responsible for implementing an effective performance management system that will improve the quality of our programs to better serve the people of Delaware, michael.rudis@state.de.us. Grace L. Duffy, CMQ/OE, CQA, CQIA, CLSSMBB provides services in organizational and process improvement, leadership, quality, customer service and teamwork.- grace683@embarqmail.com. John W. Moran, MBA, Ph.D., CMC, CMQ/OE, CQIA is Senior Quality Advisor to the Public Health Foundation and a Senior Fellow at the University of Minnesota School of Public Health in the Division of Health Policy and Management - jmoran@phf.org. 16