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1、Project ManagementLeadership ProgramMay 2002 Version 2.01LFSS/Ford Motor CompanyEffective Project Management will enable me to:1.Manage multiple projects simultaneously2.Complete projects quickerProject Management(PM)for Black Belts2LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002
2、Leadership RoadmapDefine Future StateOrientationPresent StateFuture StatePTSLeadership SkillsBusiness BasicsProject ManagementPersonal DevelopmentPTSPTSPTSPTSDEFINEMEASUREANALYZEIMPROVECONTROLDefinePlanManageCloseTeam ManagementTeam DevelopmentMeeting FacilitationTeam ManagementDevelop Transition Pl
3、anChange ManagementAnalyze Present State3LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Project ManagementBlack Belts,Project Champions,and Master Black Belts identified Project Management as a critical skill needed by Black Belts.In this module,you will be introduced to Project
4、Management.During the Personal Development section,you will have an opportunity to evaluate your skill level and plan for additional training needs.4LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Project ManagementWhats in it for me?Y=f(x)Y=Increased number of closed projects,red
5、uced cycle time.X1=Establish and gain acceptance of project issues,goals,critical success factors.X5=Lead through self/team analysis of project to improve effectiveness.X4=Anticipate and remove barriers to success.X3=Manages quality,cost,time,changes,and people.X2=Establish and gain acceptance of co
6、mmunication plan,project scope,and charter development.5LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002QTC PyramidTimeCostQuality6LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002QTC1.Take 2 minutes to evaluate the following scenario.2.Take 15 minutes to discuss
7、 the impact to the QTC pyramid of the 3 changes on the project.3.Select a recorder,timekeeper and reporter.4.Youll have 5 minutes to report to the group the QTC impact and how your team would respond to each of the 3 proposed project changes.Goal:To experience the effect of change on the QTC pyramid
8、.7LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002ScenarioCost-You have been given a budget to develop a web site for your department.The specifications were developed and a bid accepted for$3500.Time-The timeline provided by the vendor was 30 days.Quality-Specification calls for
9、a relatively basic site consisting of text(html)and graphics for a home page and 5 sub-pages.QualityTimeCost8LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002ScenarioConsider the impact on the QTC model for each change independently:1.Team asks for the home page to open with a“Flas
10、h Movie2.Manager accelerates time line to 15 days3.Budget is decreased by 10%QualityTimeCost9LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Project Management is:The management ofQuality,Time,Cost,Change,and People by a project manager for business Benefits10LFSS/Ford Motor Compa
11、nySSLP/Ford Motor Company Version 2.0-May,2002DefinitionsProjectProgram11LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Project or Program?A set of activities or tasks,typically performed in a sequence that produces a product,service,event,or some type of change.Managed collectiv
12、ely or has a cyclic implementation.12LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Project Management Model13LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002The DEFINE Phase of PMDefinePlanManageCloseoutEvaluateDMAIC DefinePM DefineProblem StatementProject Sco
13、peCustomer CTQsHigh Level Process MapCustomer Satisfaction/COPQ ImpactKPOV MetricsProject TimelineProject Tracking SystemProject Champion ApprovalProject GoalsProject CharterTeam Formation14LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002PM:Define StagePMDMAICDefineDPlanManageMAIC
14、lose-OutCEvaluationReplicationProject CharterEstablish ProjectDevelop your Business CaseEstablish Project Goals/ObjectivesAssess Project LeadershipSelect TeamDetermine Project Exclusions(Scope)15LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Establishing Your ProjectGain agreemen
15、t on:PurposeBusiness CaseProblem StatementProject Goals/ObjectivesCritical Success factorsDefinePlanManageCloseoutEvaluate16LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Refining Your Business CaseFocus on:Project worthTiming Consequences of not taking actionPriorityAlignmentDef
16、inePlanManageCloseoutEvaluate17LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Forming Your Project Goals/ObjectivesProject Goals or objectives set the direction for which your team strives.Precise definition of what the project is intended to achieve in terms of deliverables.Defi
17、nePlanManageCloseoutEvaluate18LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Project LeadershipDefinePlanManageCloseoutEvaluateAs the project manager,you will need to facilitate your teams use of 6-Sigma processes as well as manage your teams resourcesLook for opportunities to ac
18、celerate tasks and manage them in parallelEnsure team and resource mitment19LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Team SelectionDefinePlanManageCloseoutEvaluateTeam should include:Core team“As needed members Stakeholders20LFSS/Ford Motor CompanySSLP/Ford Motor Company Ve
19、rsion 2.0-May,2002Project ExclusionsDefinePlanManageCloseoutEvaluateDefine:Block DiagramDefine:Block DiagramAntenna BaseScrewAntenna RodRubber SealingProject ScopeBody Roof Panel21LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Preliminary Project CharterDefinePlanManageCloseoutEv
20、aluate22LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,20021.Take 5 minutes to select one project assigned to someone at your table.The BB whos project was selected will be the Subject Matter Expert.2.Using the project charter template,take 25 minutes to develop a charter for this pr
21、oject.3.Select a recorder,presenter and timekeeper for your team.4.Be prepared to present your charter to the group.Goal:Develop a Project Charter.Charter Development23LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Project Charter in PTS24LFSS/Ford Motor CompanySSLP/Ford Motor Co
22、mpany Version 2.0-May,2002Developing Smart Goals or Objectives As you define your project goals or objectives,test that they are:tretch/pecificeasurablelignedealisticime argetedDefinePlanManageCloseoutEvaluate25LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002SMART ObjectivesReview
23、 project charterSelect three main objectives of your teams projectDiscuss if each objective is SMARTDiscuss modifications if objective is not SMARTTake 15 minutes to check theSMARTness of your projectobjectives:26LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002TollgatesGo!/No Go!D
24、efinePlanManageCloseoutEvaluateMechanism for:Maintaining accountabilityGetting buy-in from stakeholders and process ownersGaining MBBs and PCs signature on your charter27LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Brainstorming TasksUsing the project from the last activity,you
25、r team will now start to develop a plan for the Define stage of the project.1.Select a recorder and timekeeper for your team.2.Use flip charts to record information.3.As a team,take 20 minutes to discuss what needs to be ac plished to establish the team,and all the activities that need to be conclud
26、ed for the DMAIC Define Phase.This includes all the information you need to start planning through the Define PhaseThis information will be used to create a Work Breakdown Structure for the project later.28LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002DefinePlanManageCloseoutEva
27、luateThe PLAN Phase of PMPMDMAICDefineDPlanManageMAIClose-OutCEvaluationReplicationProject Kick-Off MeetingProblem StatementRoles&ResponsibilitiesScopeProcess Map29LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002DMAIC Dimensions of ScopeDefinePlanManageCloseoutEvaluateCTP(rocess)C
28、TQ(uality)CTC(ost)CTD(elivery)CTS(atisfaction)Customers Customers PerceptionPerceptionExpectationResultCustomers WorldSystemInputOutputFactorsProducers WorldCT=Critical To 30LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Translating the VOC into the VOPY=(X1,X2,X3,.Xn)y=(X1,X2,X3
29、,.Xn)y=(X1,X2,X3,.Xn)y=(X1,X2,X3,.Xn)VOC“The Big Y”VOP“The Critical X”VOC=Voice of the CustomerVOP=Voice of the Process31LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002DeliverablesLogicalOrganizationalTemporalFinancialCritical Dimensions of PM ScopeDefinePlanManageCloseoutEvaluat
30、e32LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Work Breakdown Structure(WBS)DefinePlanManageCloseoutEvaluate33LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Refining the WBSDefinePlanManageCloseoutEvaluateTasksSummary TasksMilestones34LFSS/Ford Motor Compan
31、ySSLP/Ford Motor Company Version 2.0-May,2002Work Breakdown Structure(WBS)1.Using the brainstormed list in the last activity,add the tasks specific to your project for the Define phase.2.Then,determine what else needs to be done to plete those summary tasks(determine sub-tasks)3.Develop the accordin
32、g milestonesDo not concern yourself yet with the number of the task,predecessor,or duration.For the next 30 minutes,work with your team to develop a WBS for your selected team project.35LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002PM Charting TechniquesProject management has a
33、number of techniques to help with planningNetwork DiagramsGANTT ChartsPERT ChartsDefinePlanManageCloseoutEvaluate36LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002DefinitionsPredecessorA task that must start or finish before another task can start or finish.Identified as“P on char
34、ts.SuccessorA task that cannot start or finish until another task starts or finishes.Identified as a“S on charts.DefinePlanManageCloseoutEvaluate37LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Precedence RelationshipsPSPSPSDefinePlanManageCloseoutEvaluateFinish-to-startStart-to-
35、startFinish-to-finishP=Predecessor,S=Start38LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002DefinePlanManageCloseoutEvaluateMy Vacation-WBSTask#Task NamePredecessorDuration0My Vacation1.0Vacation Planning1.1Conduct Research1.1.1Research time away from home11.1.2Research hotel ac m
36、odations1.1.111.1.3Research flight availability1.1.111.2Make Reservations1.2.1Reserve hotel1.1.211.2.2Reserve flight1.1.311.2.3Reserve Rental Car12.0Trip Activities2.1Take Trip1.1.2,1.1.3,2.2,2.3102.2Pet lodging112.3Mail hold and resume1139LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-M
37、ay,2002Network Diagram Result1.1.11.1.21.1.31.2.11.2.22.12.22.3PSS1.1.21.1.3PSStart-to-start1.1.3PSSFinish-to-startPSSFinish-to-finish1.1.2P40LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002GANTT BasicsDefinePlanManageCloseoutEvaluate41LFSS/Ford Motor CompanySSLP/Ford Motor Compan
38、y Version 2.0-May,2002PERT Charts Critical Path126435721111117Critical Path:1+1+1+7=10DefinePlanManageCloseoutEvaluateCritical path:Series of tasks that must be pleted on schedule for a project to finish on schedule.Each task on the critical path is a critical task.42LFSS/Ford Motor CompanySSLP/Ford
39、 Motor Company Version 2.0-May,2002PERT Charts Free Slack126435721111117DefinePlanManageCloseoutEvaluateFree Slack:The calculation that determines how long a task can be delayed without delaying another successor task.Free slack should be used for unplanned events and not as a reason for not staying
40、 on schedule.10 days3 daysFree Slack:Task 4 can be delayed by6 days without promising task 7.43LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002PERT Charts Total Slack712643521111117DefinePlanManageCloseoutEvaluateTotal Slack:The calculation that determines how long a task can be d
41、elayed without delaying the projectTotal slack should be used for unplanned events and not as a reason for not staying on schedule.4 days10 daysTotal Slack for the upper path is 6 days:10-4=644LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Completing the WBS1.Continuing with your
42、 table team project,and using your WBS,take 5 minutes to look at each of the tasks and give them a number.(Work on Define phase only.)2.Take 10 minutes to identify predecessor relationships.(What must occur first to proceed through your plan?)3.Next to each task in the predecessor column,take 10 min
43、utes to identify those tasks that depend on some finish-to-start relationship.4.Next,take 5 minutes to estimate the amount of time required for each task(given your planned resources).45LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Planning for Parallel ProjectEvaluating other X
44、sStaggering project start datesManaging similar tasksDefinePlanManageCloseoutEvaluate46LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002DefinePlanManageCloseoutEvaluateThe MANAGE Phase of PMPMDMAICDefineDPlanManageMAIClose-OutCEvaluationReplicationAssess ChangeControl ProjectReport
45、 Progress47LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Assessing Project ChangeGo!DefinePlanManageCloseoutEvaluateDetermine reasons for changeImpact on Timing,Qualiy,CostDevelop plans to minimize risk48LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Progress
46、 CheckingDefinePlanManageCloseoutEvaluateScope issues were not thoroughly plannedLack of change indicates low interest of team membersChange not being municated49LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Managing TimeDefinePlanManageCloseoutEvaluateUrgentNot UrgentI Activiti
47、esCrisesPressing problemsDeadline-driven projectII ActivitiesPrevention,PC ActivitiesRelationship buildingRecognizing new opportunitiesPlanning,recreationIII ActivitiesInterruptions,some callsSome mail,some reportsSome meetingsProximate,pressing mattersPopular activitiesIV ActivitiesTrivia,busy work
48、Some mailSome phone callsTime wastersPleasant activitiesNot ImportantImportantFrom:The Covey Matrix The seven habits of highly effective people50LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Establishing A BaselineDefinePlanManageCloseoutEvaluateSet Expectations for:QualityTimeC
49、ost/EffortChangePeopleBenefitHold Team and Self Accountable51LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002Controlling the ProjectDefinePlanManageCloseoutEvaluateProject charterProject planScope change requestsStatus reportsMeeting minutesDMAIC documentation52LFSS/Ford Motor Com
50、panySSLP/Ford Motor Company Version 2.0-May,2002Control MechanismsDefinePlanManageCloseoutEvaluateMeetingsWritten reportsProject control filesE-mails53LFSS/Ford Motor CompanySSLP/Ford Motor Company Version 2.0-May,2002AccountabilityUse TechniquesNegotiatingInfluencing StrategiesConflict ResolutionDe