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Understanding Change and Engaging Key Stakeholders in Define Phase
> Masterclass Webinar
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1 hour Virtual training session
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50 minutes Virtual training session
10 minutes 10 minute break (stay on line but
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50 minutes Virtual training session
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Section 1
Introduction to Change
Management
Topic Introduction and Context in the DMAIC Roadmap
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The Importance of Change Management The Importance of Change Management The Importance of Change Management The Importance of Change Management
Shigeo ShingoShigeo ShingoShigeo ShingoShigeo Shingo
“Improvement
usually means doing
something that we
have never done
before”
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Change Management and the DMAIC RoadmapChange Management and the DMAIC RoadmapChange Management and the DMAIC RoadmapChange Management and the DMAIC Roadmap
Define: Define: Define: Define: Engage sponsorship & key Engage sponsorship & key Engage sponsorship & key Engage sponsorship & key
stakeholder support, build an stakeholder support, build an stakeholder support, build an stakeholder support, build an
effective team, build the case for effective team, build the case for effective team, build the case for effective team, build the case for
changechangechangechange
Measure/Analyse: Measure/Analyse: Measure/Analyse: Measure/Analyse: Maintain Maintain Maintain Maintain
momentum, facilitate a team momentum, facilitate a team momentum, facilitate a team momentum, facilitate a team
approach, deal with resistance approach, deal with resistance approach, deal with resistance approach, deal with resistance
Improve: Improve: Improve: Improve: Secure buy in for the Secure buy in for the Secure buy in for the Secure buy in for the
change, manage resistancechange, manage resistancechange, manage resistancechange, manage resistance
Control: Control: Control: Control: Maintain focus, ensure Maintain focus, ensure Maintain focus, ensure Maintain focus, ensure
continued buy incontinued buy incontinued buy incontinued buy in
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By the end of this section you should be able to:
Section ObjectivesSection ObjectivesSection ObjectivesSection Objectives
Conduct a Force Field Analysis
Identify & engage appropriate senior sponsorship for
improvement projects
Conduct a stakeholder analysis & manage a stakeholder
action plan
Develop a project plan
Select & engage a suitable improvement project team
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Section 2
Enablers for Project Success
Tools for taking enabling actions to ensure project success
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The way The way The way The way The wayThe wayThe wayThe way
we werewe werewe werewe were we will bewe will bewe will bewe will be
Productivity Level Before TransitionProductivity Level Before TransitionProductivity Level Before TransitionProductivity Level Before Transition
Old EndingOld EndingOld EndingOld Ending New BeginningNew BeginningNew BeginningNew Beginning
TRANSITIONTRANSITIONTRANSITIONTRANSITION
Achieving Performance ImprovementAchieving Performance ImprovementAchieving Performance ImprovementAchieving Performance Improvement
Current StateCurrent StateCurrent StateCurrent State
Future StateFuture StateFuture StateFuture State
D M A I C D M A I C D M A I C D M A I C
Unrealistic
Lucky
Likely & realistic
Achievement of future state performance level
TimeTimeTimeTime
Perform
ance
Perform
ance
Perform
ance
Perform
ance
Typically the transition from the old to the
new performance level isn’t smooth –
this period needs to be managed closely
EXERCISE
Chat ContributionChat ContributionChat ContributionChat Contribution
Individually:Individually:Individually:Individually:
Using Chat send your responses to the following questions:
• How do you expect the people leading the change (the
Green Belt, the improvement team, the sponsor) will FEEL
at the point when an improved process is implemented?
• What about the wider group of people who are
experiencing the change (the people who experience the
change in ways of working, the wider stakeholders) – how
will they FEEL?
interact viaCHAT
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The Transition Period: The Transition Period: The Transition Period: The Transition Period: Two PerspectivesTwo PerspectivesTwo PerspectivesTwo Perspectives
• Aware of business issues
• Accountable for financial
performance
• Require action quickly
• Wants results now!
Those who want Those who want Those who want Those who want
the changethe changethe changethe change
The recipients of The recipients of The recipients of The recipients of
the changethe changethe changethe change
Both these groups need be reassured:
The customer experience won’t be jeopardised
The new process & process owner will be supported to
minimise the duration and depth of the transition period
• Focus on day to day job
• Worry about the impact
on ‘me’
• Feel threatened
EXERCISE
Chat ContributionChat ContributionChat ContributionChat Contribution
Individually:Individually:Individually:Individually:
Using Chat send me your responses to the following
questions:
• What actions can we take to improve the experience of
those who are the recipients of the change?
interact viaCHAT
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What the Experts Say: Kotter’s What the Experts Say: Kotter’s What the Experts Say: Kotter’s What the Experts Say: Kotter’s 8 Stage Process for Change8 Stage Process for Change8 Stage Process for Change8 Stage Process for Change
Understanding theUnderstanding theUnderstanding theUnderstanding the
need for changeneed for changeneed for changeneed for change
Rewarding new behavioursRewarding new behavioursRewarding new behavioursRewarding new behaviours Identifying keyIdentifying keyIdentifying keyIdentifying key
stakeholdersstakeholdersstakeholdersstakeholders
ManagingManagingManagingManaging
resistanceresistanceresistanceresistance
Defining roles &Defining roles &Defining roles &Defining roles &
accountabilitiesaccountabilitiesaccountabilitiesaccountabilities
Influencing &Influencing &Influencing &Influencing &
persuadingpersuadingpersuadingpersuading
TransferringTransferringTransferringTransferring
ownershipownershipownershipownership
UnderstandingUnderstandingUnderstandingUnderstanding
stakeholdersstakeholdersstakeholdersstakeholders
Change Change Change Change
LeadershipLeadershipLeadershipLeadership
Create a sense Create a sense Create a sense Create a sense
of urgencyof urgencyof urgencyof urgency
Create a sense Create a sense Create a sense Create a sense
of urgencyof urgencyof urgencyof urgencyCreate a guiding Create a guiding Create a guiding Create a guiding
coalitioncoalitioncoalitioncoalition
Create a guiding Create a guiding Create a guiding Create a guiding
coalitioncoalitioncoalitioncoalition
Develop a visionDevelop a visionDevelop a visionDevelop a visionDevelop a visionDevelop a visionDevelop a visionDevelop a vision
Communicate Communicate Communicate Communicate
the visionthe visionthe visionthe vision
Communicate Communicate Communicate Communicate
the visionthe visionthe visionthe vision
Empower actionEmpower actionEmpower actionEmpower actionEmpower actionEmpower actionEmpower actionEmpower action
Generate shortGenerate shortGenerate shortGenerate short----
term winsterm winsterm winsterm wins
Generate shortGenerate shortGenerate shortGenerate short----
term winsterm winsterm winsterm wins
Consolidate the Consolidate the Consolidate the Consolidate the
changechangechangechange
Consolidate the Consolidate the Consolidate the Consolidate the
changechangechangechange
Anchor the Anchor the Anchor the Anchor the
changechangechangechange
Anchor the Anchor the Anchor the Anchor the
changechangechangechange
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Enablers for Project Enablers for Project Enablers for Project Enablers for Project Success Success Success Success –––– What you can do as a GBWhat you can do as a GBWhat you can do as a GBWhat you can do as a GB
Project success can be supported by ensuring the following enabling
activities are undertaken:
• Performing a Force Field Analysis
• Understanding and articulating the projects benefits
• Securing good sponsorship
• Identifying and engaging stakeholders
• Effective project activity planning
• Securing and building an effective project team
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4 Step Force Field Analysis (4FFA)4 Step Force Field Analysis (4FFA)4 Step Force Field Analysis (4FFA)4 Step Force Field Analysis (4FFA)
Identify helping forces (enablers) & hindering forces (barriers), grade Identify helping forces (enablers) & hindering forces (barriers), grade Identify helping forces (enablers) & hindering forces (barriers), grade Identify helping forces (enablers) & hindering forces (barriers), grade
according to impactaccording to impactaccording to impactaccording to impact
EnablersEnablersEnablersEnablers
Gains & benefits & supportGains & benefits & supportGains & benefits & supportGains & benefits & support
BarriersBarriersBarriersBarriers
Implementation obstaclesImplementation obstaclesImplementation obstaclesImplementation obstacles
Supportive Senior SponsorSupportive Senior SponsorSupportive Senior SponsorSupportive Senior Sponsor
Our biggest customer has Our biggest customer has Our biggest customer has Our biggest customer has
complained directly about the complained directly about the complained directly about the complained directly about the
problemproblemproblemproblem
Team members frustrated with the Team members frustrated with the Team members frustrated with the Team members frustrated with the
current processcurrent processcurrent processcurrent process
Current ban on travelling willCurrent ban on travelling willCurrent ban on travelling willCurrent ban on travelling will
make it difficult to get all 3 sites make it difficult to get all 3 sites make it difficult to get all 3 sites make it difficult to get all 3 sites
engagedengagedengagedengaged
Local team leaders resistant to Local team leaders resistant to Local team leaders resistant to Local team leaders resistant to
changing the processchanging the processchanging the processchanging the process
Previous project was not Previous project was not Previous project was not Previous project was not
successfulsuccessfulsuccessfulsuccessful
1111
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Consider how you can leverage more benefit from existing enablers. Consider how you can leverage more benefit from existing enablers. Consider how you can leverage more benefit from existing enablers. Consider how you can leverage more benefit from existing enablers.
e.g. involve the supportive CEO in high profile communications & draw e.g. involve the supportive CEO in high profile communications & draw e.g. involve the supportive CEO in high profile communications & draw e.g. involve the supportive CEO in high profile communications & draw
on their time to make them more accessible & visible during the on their time to make them more accessible & visible during the on their time to make them more accessible & visible during the on their time to make them more accessible & visible during the
changechangechangechange
Consider how you can reduce the impact or eliminate barriers that you Consider how you can reduce the impact or eliminate barriers that you Consider how you can reduce the impact or eliminate barriers that you Consider how you can reduce the impact or eliminate barriers that you
have identified. have identified. have identified. have identified. e.g. enlist resistant individuals to the project team to e.g. enlist resistant individuals to the project team to e.g. enlist resistant individuals to the project team to e.g. enlist resistant individuals to the project team to
develop their understanding & engagementdevelop their understanding & engagementdevelop their understanding & engagementdevelop their understanding & engagement
Consider what new helping forces you could add . . . Consider what new helping forces you could add . . . Consider what new helping forces you could add . . . Consider what new helping forces you could add . . .
3333
4444
4 Step Force Field Analysis (4FFA)4 Step Force Field Analysis (4FFA)4 Step Force Field Analysis (4FFA)4 Step Force Field Analysis (4FFA)
2222
EXERCISE
Individually Individually Individually Individually –––– 5 minutes:5 minutes:5 minutes:5 minutes:
• Brainstorm some enablers and barriers for step1 of a Force
Field Analysis for either a project you are working on or if
you don’t have a project yet do one on the location and
environment within which your project will likely be set
16
Activity: Force Field Activity: Force Field Activity: Force Field Activity: Force Field AnalysisAnalysisAnalysisAnalysis
EXERCISE
17
BreakoutBreakoutBreakoutBreakout room Activity: FFAroom Activity: FFAroom Activity: FFAroom Activity: FFA
In your breakout room:In your breakout room:In your breakout room:In your breakout room:
Compare your Step 1 forcefield analysis with each other
• Are there any similarities?
• Discuss how you might leverage some of the enablers you
have identified and how you might reduce some of the
barriers?
Output Output Output Output required:required:required:required:
• Capture a summary of your discussions on a white board
and save to share
Group EXERCISE
15 minutes
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Section 2
Engaging Sponsor Support
Understanding the role of the project sponsor and how to
engage with them
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• For bottom up projects you will have
had to seek & secure suitable
sponsorship
• For top down projects the sponsor will
usually be the person assigning the
project
• The sponsor should take ultimate
accountability for the success of the
project & sign the project charter
A key enabler to any project success is to A key enabler to any project success is to A key enabler to any project success is to A key enabler to any project success is to
have good sponsorship in placehave good sponsorship in placehave good sponsorship in placehave good sponsorship in place
Charter Elements: SponsorCharter Elements: SponsorCharter Elements: SponsorCharter Elements: Sponsor
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• Help gain access to sufficient
resources for the team & project to
be a success
• Make themselves available for
support and guidance if required
• Create support for the project from
other stakeholders by being an active
& visible spokesperson for the
project
• Where necessary, help to manage
key resistance points
In a Perfect World Effective Sponsors :In a Perfect World Effective Sponsors :In a Perfect World Effective Sponsors :In a Perfect World Effective Sponsors :
EXERCISE
Chat ContributionChat ContributionChat ContributionChat Contribution
In reality what mistakes/ bad sponsorship practices do you
think some Green Belt project sponsors may inadvertently
make?
interact viaCHAT
EXERCISE
Chat ContributionChat ContributionChat ContributionChat Contribution
What actions should we take now in the Define Phase to
engage our sponsors?
interact viaCHAT
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• For any project an early estimate of
costs & benefits should be made, to
confirm that the project is worth
doing
• This will be reviewed at regular
intervals throughout the project
• Agree the guideline savings for your
project at an early stage with the
sponsor – scope the project to a
level which makes this achievable
Securing Support and Resource: Business CaseSecuring Support and Resource: Business CaseSecuring Support and Resource: Business CaseSecuring Support and Resource: Business Case
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Hard Financial Benefits Hard Financial Benefits Hard Financial Benefits Hard Financial Benefits
• Typically associated with improvements that have
a direct & quantifiable impact that can be easily
quantified
• Ownership & accountability is clearly identified
Soft Benefits Soft Benefits Soft Benefits Soft Benefits
• Typically are harder to quantify and more difficult
to measure improvement against e.g. customer
& employee satisfaction or environmental impact
• These soft benefits are very important & should
be documented
• Any assumptions used to quantify their potential
impact should also be documented and as far as
possible provenanced by a credible source.
Hard & Soft BenefitsHard & Soft BenefitsHard & Soft BenefitsHard & Soft Benefits
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From the beginning of the project agree with
the Sponsor their expected involvement at
each stage of the project.
• Clarity is required on:
– What you expect from the project
sponsor
– What the sponsor expects from you
– What aspects of the project you are
each accountable for
• Agreement is needed on:
– Deliverables
– Timescales
– Project Roles & Responsibilities
– Reporting/Review Mechanisms
Setting the Sponsorship ContractSetting the Sponsorship ContractSetting the Sponsorship ContractSetting the Sponsorship Contract
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Section 3
Engaging Stakeholders
Tools for identifying and engaging stakeholders
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Definition of a StakeholderDefinition of a StakeholderDefinition of a StakeholderDefinition of a Stakeholder
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Think about your own area & potential project: Think about your own area & potential project: Think about your own area & potential project: Think about your own area & potential project:
Brainstorm a list of potential stakeholders in the
context of your organisation
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Identifying Key Identifying Key Identifying Key Identifying Key Stakeholders: Stakeholders: Stakeholders: Stakeholders: Elliott Kemp MatrixElliott Kemp MatrixElliott Kemp MatrixElliott Kemp Matrix
WHO ARE THEY?WHO ARE THEY?WHO ARE THEY?WHO ARE THEY?
LowLowLowLow HighHighHighHigh
HighHighHighHigh
Power &/or InfluencePower &/or InfluencePower &/or InfluencePower &/or Influence
Interest or ConcernInterest or ConcernInterest or ConcernInterest or Concern
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ExampleExampleExampleExample
Elliott Kemp MatrixElliott Kemp MatrixElliott Kemp MatrixElliott Kemp Matrix
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OTHER DEP’T/FUNCTION
MY DEP’T/FUNCTION
EXTERNAL
‘MY LEVEL’
ME!
Mapping Stakeholder RelationshipsMapping Stakeholder RelationshipsMapping Stakeholder RelationshipsMapping Stakeholder Relationships
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Stakeholder Map ExampleStakeholder Map ExampleStakeholder Map ExampleStakeholder Map Example
The project team sketch out a relationship map for the key players in The project team sketch out a relationship map for the key players in The project team sketch out a relationship map for the key players in The project team sketch out a relationship map for the key players in
their project their project their project their project
Green Belt
Angela
(Sponsor)
+++
John (Agent)++
Adrian
IT Manager
Car share together +++
-veClashed over the new system, don’t get on
Rachel
(Supervisor)
+ used to work in same tea, social group in common
Tom
(Mail Room)
-ve Tom applied for Rachel’s job and thinks he could do it better than her
+ Is Adrian’s uncle!
EXERCISE
32
Homework Suggested Activity: Homework Suggested Activity: Homework Suggested Activity: Homework Suggested Activity: Stakeholder AnalysisStakeholder AnalysisStakeholder AnalysisStakeholder Analysis
Think about your own area & potential project: Think about your own area & potential project: Think about your own area & potential project: Think about your own area & potential project:
• Create a Stakeholder Relationship map for your project
• Identify Key Stakeholders and potential Sponsors
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Your Communication PlanYour Communication PlanYour Communication PlanYour Communication Plan
• Communication is critical at all
stages of any C.I. process
• In the start communicating the
project objectives is key to
gaining stakeholder support
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Think about your own area & potential project: Think about your own area & potential project: Think about your own area & potential project: Think about your own area & potential project:
What kind of things do you think you will need to
plan to regularly communicate to your
stakeholders?
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First identify your stakeholders :First identify your stakeholders :First identify your stakeholders :First identify your stakeholders :
• Who’s involved?
• Which are the Key stakeholders – who has power or influence & who’s
‘bothered’?
Next gather intelligence Next gather intelligence Next gather intelligence Next gather intelligence
• what do the key stakeholders care about most? what do they ‘like’?
Consider this from both the perspective of their business role and from
their personality:
Get to Know Your StakeholdersGet to Know Your StakeholdersGet to Know Your StakeholdersGet to Know Your Stakeholders
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Understanding your Key StakeholdersUnderstanding your Key StakeholdersUnderstanding your Key StakeholdersUnderstanding your Key Stakeholders
Role DriversRole DriversRole DriversRole Drivers Personal DriversPersonal DriversPersonal DriversPersonal Drivers
• KPI’S?KPI’S?KPI’S?KPI’S?
• Targets?Targets?Targets?Targets?
• Objectives?Objectives?Objectives?Objectives?
• Behavioural Behavioural Behavioural Behavioural
preferencespreferencespreferencespreferences
• MotivationsMotivationsMotivationsMotivations
• Hobbies / interests / Hobbies / interests / Hobbies / interests / Hobbies / interests /
passions?passions?passions?passions?
What are their What are their What are their What are their ---- Issues ? Barriers? ‘Yes Buts’?Issues ? Barriers? ‘Yes Buts’?Issues ? Barriers? ‘Yes Buts’?Issues ? Barriers? ‘Yes Buts’?
What are their common complaints and moans?What are their common complaints and moans?What are their common complaints and moans?What are their common complaints and moans?
EXERCISE
Chat Tell me about the picture?Chat Tell me about the picture?Chat Tell me about the picture?Chat Tell me about the picture?
Individually write down how you would tell me about the picture Individually write down how you would tell me about the picture Individually write down how you would tell me about the picture Individually write down how you would tell me about the picture
below:below:below:below:
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PreferancePreferancePreferancePreferance (Myers Briggs Type Indicator)(Myers Briggs Type Indicator)(Myers Briggs Type Indicator)(Myers Briggs Type Indicator)
Talk it through
Detail
Logic
Planned
Think it through
Big Picture
Values
Spontaneous
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3 Step Engagement3 Step Engagement3 Step Engagement3 Step Engagement
Step 1Step 1Step 1Step 1 What do I want to achieve?What do I want to achieve?What do I want to achieve?What do I want to achieve?
Step 2Step 2Step 2Step 2 Who have I got to engage?Who have I got to engage?Who have I got to engage?Who have I got to engage?
Step 3Step 3Step 3Step 3 How will I go about it?How will I go about it?How will I go about it?How will I go about it?
EXERCISE
39
Homework Suggested Activity: Planning Homework Suggested Activity: Planning Homework Suggested Activity: Planning Homework Suggested Activity: Planning Engagement Engagement Engagement Engagement
• Consider the key stakeholders for your project
• Identify an individual or group you would like to engage
• Use the 3 step model & the questions it contains to plan
how you could secure a positive response from them
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Section 4
The Project Plan
Tools for planning the GB project
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• Project Management Skills are just as important as technical skills
• Good planning will help you execute a successful project & achieve your goal
• Take time to:
– Identify all necessary activities
– Understand their sequence (dependency)
– Make realistic evaluations of the time requirements for activity completion
– Identify and communicate appropriately with all stakeholders
• Schedule regular project meetings with your sponsor to evaluate progress and discuss any help or support required
Project planning is best done with your team and using PostProject planning is best done with your team and using PostProject planning is best done with your team and using PostProject planning is best done with your team and using Post----it notesit notesit notesit notes
Managing Your ProjectManaging Your ProjectManaging Your ProjectManaging Your Project
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“Project planning in its fundamental
form is simply a case of thinking through
‘what do I want to achieve, what do I
need to do, who do I need to involve,
who’s going to do what, how long will it
take, how much will it cost and what do I
need to keep an eye on to make sure it
runs smoothly”.
Project PlanningProject PlanningProject PlanningProject Planning
“The most fundamental truth about projects
is they take longer than you planned for”.
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Project Planning Project Planning Project Planning Project Planning –––– Do the ArithmeticDo the ArithmeticDo the ArithmeticDo the Arithmetic
Remember always to be realisticRemember always to be realisticRemember always to be realisticRemember always to be realistic
How much time you need
How much time you have available
An 8 hour activity will take 8 weeks if you only have 1 hour a week available An 8 hour activity will take 8 weeks if you only have 1 hour a week available An 8 hour activity will take 8 weeks if you only have 1 hour a week available An 8 hour activity will take 8 weeks if you only have 1 hour a week available
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Project Management RoadmapProject Management RoadmapProject Management RoadmapProject Management Roadmap
Monitoring Monitoring Monitoring Monitoring
& Control (are we & Control (are we & Control (are we & Control (are we
still to plan?)still to plan?)still to plan?)still to plan?)
Project Project Project Project CharterCharterCharterCharterWork Breakdown Work Breakdown Work Breakdown Work Breakdown
Structure (what)Structure (what)Structure (what)Structure (what)
Responsibility Responsibility Responsibility Responsibility
matrix: matrix: matrix: matrix:
who does what who does what who does what who does what
RACI RACI RACI RACI
ChartsChartsChartsCharts
Network Diagram Network Diagram Network Diagram Network Diagram
(in what order)(in what order)(in what order)(in what order)
Gantt Gantt Gantt Gantt
Charts (when)Charts (when)Charts (when)Charts (when)
S W S T M F T S W S T M F T S W S T M
Resource & Resource & Resource & Resource &
risk plansrisk plansrisk plansrisk plans
Analysing Analysing Analysing Analysing
the Plan (what the Plan (what the Plan (what the Plan (what
could go wrong?)could go wrong?)could go wrong?)could go wrong?)
Organisation Organisation Organisation Organisation
Breakdown Breakdown Breakdown Breakdown
Structure (Structure (Structure (Structure (who)who)who)who)
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WHO does WHAT ROLE
Team Members
Tasks
A R C
R A R R I
R A C I
R R R A R R
R A R
R A
C A R I
A R R
R R A R
A R C
A R R R R
C I A R
Responsible
Accountable
Consult
Inform
Who Does What? Who Does What? Who Does What? Who Does What? ---- RACI ChartRACI ChartRACI ChartRACI Chart
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Risk ManagementRisk ManagementRisk ManagementRisk Management
Four Main StepsFour Main StepsFour Main StepsFour Main Steps
1. Identification
2. Analyse
3. Determine Response
4. Report
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At the end of each stage of the project (Define, Measure etc)
the belt should hold a gate review with the key stakeholders to:
1. Review project progress
2. Review and report on the application of the technical tools
& what has been learned
3. Check progress to plan (schedule and cost/benefits)
4. Review the benefits case and decide whether to continue
with or to stop the project based on the results of the
analysis to date
The sponsor should be involved in the tollgate review and is
ultimately accountable for making the decision to stop the
project if required
Conducting Gate ReviewsConducting Gate ReviewsConducting Gate ReviewsConducting Gate Reviews
Make Stop/Go Make Stop/Go Make Stop/Go Make Stop/Go
decision at decision at decision at decision at
each tollgate each tollgate each tollgate each tollgate
reviewreviewreviewreview
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Section 5
The Project Team
Building an effective GB project team
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With the project problem specified & the
project scope identified, focus on the team
you require:
• Who will you need?
• Ask what will they bring?
• Do they own the process?
• Are they affected by the process?
• Who is best placed to champion your
issues?
The Project TeamThe Project TeamThe Project TeamThe Project Team
Remember, leaving key people out could Remember, leaving key people out could Remember, leaving key people out could Remember, leaving key people out could jeopardise the success of your projectsjeopardise the success of your projectsjeopardise the success of your projectsjeopardise the success of your projects
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The 3 key questions to focus on in assembling & developing a team are:The 3 key questions to focus on in assembling & developing a team are:The 3 key questions to focus on in assembling & developing a team are:The 3 key questions to focus on in assembling & developing a team are:
• Do I have the right mix of skills & experience
to ‘do the job’ within my team?
• Are their team working strengths compatible
with peak performance?
• Am I supporting the teams development
with effective leadership?
Creating Effective TeamsCreating Effective TeamsCreating Effective TeamsCreating Effective Teams
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Honey’s Team Analysis:Honey’s Team Analysis:Honey’s Team Analysis:Honey’s Team Analysis:
• Identifying team strengths
• Identifying gaps
Understanding Team RolesUnderstanding Team RolesUnderstanding Team RolesUnderstanding Team Roles
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Reviewing Honey’s Team RolesReviewing Honey’s Team RolesReviewing Honey’s Team RolesReviewing Honey’s Team Roles
LeadersLeadersLeadersLeaders DoersDoersDoersDoers
ThinkersThinkersThinkersThinkers CarersCarersCarersCarers
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• Making sure that objectives are clear & agreed upon & that everyone
is involved & committed
• Bringing team members in by inviting their comments & soliciting their
ideas
• Grasping the nettle by raising issues & problems that the team ought
to face & tackle
• Listening to team members’ opinions & checking that they have been
understood
• Steering conversations through to consensus decisions by
encouraging team members to say what they really think & genuinely
agree on a course of action
• In difficult situations leading from the front by deciding what needs to
be done
LeadersLeadersLeadersLeaders
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• Urging the team to get on with the task in hand
• Doers are action orientated
• Tend to be totally concerned with the task (the ‘what’) often at the
expense of the process (the ‘how’)
• They are impatient with waffle & tend to swing into action without thinking
through things carefully or considering an alternative course of action
DoersDoersDoersDoers
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• Thinkers are good at producing carefully considered ideas & weighing
up & improving ideas from other people
• They rarely have the most to say. They tend to be the quietest members
in the team
• When they speak, they come up with winning ideas & tend to be
listened to
ThinkersThinkersThinkersThinkers
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• Carers are people orientated
• They tend to be alert to relationships within the team & to be good at
cheering people up, easing tensions & maintaining harmony
• Carers therefore, help the leader to counterbalance the Doers & the
Thinkers in the team who tend to be task & not people orientated
CarersCarersCarersCarers
EXERCISE
Breakout Activity: Effective TeamsBreakout Activity: Effective TeamsBreakout Activity: Effective TeamsBreakout Activity: Effective Teams
• What would be the impact on performance if the team
working strengths in the team where dominated by one
particular type
• What would be the impact on performance if the team if
a particular trait where missing?
Output captured on a Whiteboard for presenting back
Group EXERCISE
10 minutes
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Project teams and their leaders function most effectively when the following
four stages of planning have been addressed :
GGGGoals – What is the team going to accomplish? What is its core mission?
RRRRoles – Who will do what on the team? Are the roles and responsibilities
clear?
IIIInterpersonal relationships – How do the team members get along?
PPPProcess – How will the team work together to solve problems / make
decisions?
The GRIP model for developing Project TeamsThe GRIP model for developing Project TeamsThe GRIP model for developing Project TeamsThe GRIP model for developing Project Teams
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Section 1.9Section 1.9Section 1.9Section 1.9
Summary & PlanningSummary & PlanningSummary & PlanningSummary & Planning
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You should now be able to:
Section ObjectivesSection ObjectivesSection ObjectivesSection Objectives
Conduct a Force Field Analysis
Identify & engage appropriate senior sponsorship for
improvement projects
Conduct a stakeholder analysis & manage a stakeholder
action plan
Develop a project plan
Select & engage a suitable improvement project team
EXERCISE
Suggested Homework Summary Suggested Homework Summary Suggested Homework Summary Suggested Homework Summary
Part 1Part 1Part 1Part 1
Think about your own area & potential project: Think about your own area & potential project: Think about your own area & potential project: Think about your own area & potential project:
• Create a Stakeholder Relationship map
• Identify Key Stakeholders and potential Sponsors
Part 2Part 2Part 2Part 2
Consider the key stakeholders for your project:Consider the key stakeholders for your project:Consider the key stakeholders for your project:Consider the key stakeholders for your project:
• Identify an individual or group you would like to engage
• Use the 3 step model & the questions it contains to plan
how you could secure a positive response from them