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PM 511 Improving Project Management Processes March 21,1998

PM 511 Improving Project Management Processes March 21,1998. Class Schedule. March 14th - Completed Introduction, Overview & Expectations Train Wrecks & Bad Radios, Chap. 1 New Leadership Competencies, Chap 2 Systems Thinking, Chap. 3 March 21st Getting The Daily Work Done, Chap. 4

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PM 511 Improving Project Management Processes March 21,1998

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  1. PM 511Improving Project Management ProcessesMarch 21,1998

  2. Class Schedule • March 14th - Completed • Introduction, Overview & Expectations • Train Wrecks & Bad Radios, Chap. 1 • New Leadership Competencies, Chap 2 • Systems Thinking, Chap. 3 • March 21st • Getting The Daily Work Done, Chap. 4 • Meaning, Purpose & Focus to Work, Chap. 5 • Breakthrough Improvement, Chap. 6 • Keeping Track: Improvement, Progress & Success, Chap. 7 • Assignment • Create Process For Task Accomplishment (Individual)

  3. Class Schedule • March 28th • Leading by Asking Good Questions, Chap. 8 • Performance Without Appraisal, Chap. 9 • Leadership Into the Next Millennium, Chap. 10 • Assignment • Process & Process Improvement (Group) • April 3rd • Final Exam - Presentation

  4. Our Contract Work Statement • 2 Hrs - Class Work • 2 Hrs - Speaker • Lunch • 2 Hrs - Class Work • 2 Hrs - Group Work

  5. Step Two

  6. Getting The Work Done • Examining The GEMBA - 97 • The Uncluttered Flow of Work - 97 • Six Types of Flow Charts - 97 • Simple • Top-Down • Deployment • Opportunity • PERT • Decision Tree • Flowchart Your Gemba Process - 101 • Critical Functions & Key Players - 102 • Core Resources

  7. Getting The Work Done • Twenty Rules & Guidelines For The Gemba - 107 • Give Priority to the Gemba • Focus on Clearing Out & Cleaning Up The Gemba • Make Sure Core Resources, Key Functions Always Doing The Gemba • Study Gemba Processes & Core Resources • Make Changes To Reduce Costs in Gemba … • Streamline Gemba & Organize Work • ID & Eliminate Waste in Gemba • Don’t Keep Gemba Waiting • Don’t Interrupt or Disrupt Gemba • Error-proof Gemba, Make Robust

  8. Getting The Work Done • Twenty Rules & Guidelines For The Gemba (cont’d) • Standardize Recurring Gemba Tasks when Important Factors Are Controllable • Address Out-of-Control Factors in Gemba • Change to Increase Gemba Throughput • ID Key Process Indicators & Routinely Monitor • Continual Education & Training For Gemba • Make Gemba Hum With Communication • Develop in Gemba … Continual PDSA • Attend to Human Needs of Gemba People • Make Gemba a Fun Place • Assume Everything Felt in Gemba

  9. Getting The Work Done • Standardization - 119 • What is Standard • Characteristics of A Good Standard • Questions To Ask When Something Goes Wrong • In Order To Develop A Standard • Establish a Best-Known Method • Document The Best-Known Method • Prepare For Its Use • Use The New Method • A Standardized Process Chart • Guidelines For The Standardized Process Chart • Last Comments

  10. Getting The Work Done • The Different Kinds Of Waste - 127 • Overproduction • Excess Inventory • Transportation Waste • Waste of Waiting • Unnecessary Motion • Over-Processing • Correction Complexity • Bureaucracy • Feedback Loops - 136 • Breaking Down Barriers - 137 • The Challenge of Interdependence - 144

  11. Giving Meaning, Purpose, Direction & Focus To Work • Introduction - 161 • Purpose & Direction • Goals, Forecasts, Facts & Process Capability • Directionlessness & Purposelessness - 166 • Model For Organizational Development - 171 • Purpose: Creating A Shared Vision - 172 • Purpose, Vision, Mission • A Process For …. -174 • Teams, Purpose, And Systems - 175 • Success Works • Organizational Culture - 178

  12. Breakthrough Improvement • Introduction - 188 • Effectiveness versus Efficiency • Breakthrough Improvement - 188 • Phase 1 - Step Back & See What Is Going On • Phase 2 - Step Closer & Look At Your Organization’s Current System & Capabilities -194 • Phase 3 - Describe The Future, Define The Ideal - 199 • Phase 4 - Identify The Actions, Plan For Successful Accomplishment, & Select The Priorities - 200 • Phase 5 - Mobilize The Resources & Begin - 206 (208) • Phase 6 - Leaders Shift From Being Planners To Reviewers, From Decision Makers To Researchers (211) • Phase 7 - Organization Learns To Improve & Integrates What Has Been Learned Into Future Cycles

  13. Breakthrough Improvement • Change & Resistance To Change - 219 • Strategy 1 Coercion • Strategy 2 Rationality • Strategy 3 Socialization of Change • Steps in Change - 222 • Continuum of Resistance to Change • Guidelines For Applying The Demography of Change - 227

  14. Keeping Track: Measurements Of Progress, & Success • Introduction - 233 • Some Basics Regarding Data - 234 • Types of Data - 235 • Opinion • Observable • Results • Process • Things To Consider Before You Start Measuring - 238 • Hints For Getting Started - 242 • Steps 1 Through 8 Flowchart • Examples Of Indicators - 245 • Data Need Not Be Boring - 254

  15. Assignment For March 28th • Process & Process Improvement (Group)

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