Deploying Six Sigma In Your Organization: A Structured Approach Delaine Campbell, Sr. Consultant BearingPoint, Inc.

1 This presentation is the property of BearingPoint and may not be used without permission. Downloading, copying, reproducing this document is strictly prohibited without written permission. This copy has been provided for the purpose of lecture at ASQ’s monthly meeting. It may be posted to the internet for use by members only for a period not to exceed 30 days.

2 Why Do We Need To Use A Structured Approach For Our Lean Six Sigma Work?

3 Why Else? n To Save Time and Money n To Prevent Re-Work and Work Stoppage n To Ensure That The Foundation Is In Place n To Make Sure That Dependencies Are Addressed and Connected On The Deployment Schedule n How Many of You Have Been Involved In Expensive Efforts That Have Failed? A bad deployment? Training without a vision? Order without Vision? A Task without a Team? The Pentagon The Foundation Of The U.S. Dept. of Defense So That You Can Win The Battle That You Are Trying to Fight

4 What Happens If We Don’t Use A Structured Approach For LSS Work? n We waste time n We lose people n We spend money unnecessarily n We do rework n We impact field personnel n We create confusion and frustration n What Else?

5 Ever Felt Like This? The Story Of Sisyphus Tartarus is either a deep, gloomy place, a pit or abyss used as a dungeon of torment and suffering that resides within Hades or the entire underworld with Hades being the hellish component. In the Gorgias, Plato (c. 400 B.C.) wrote that souls were judged after death and those who received punishment were sent to Tartarus. As a place of punishment, it can be considered a hell. Sisyphus (Σίσυφος) was a king punished in the Tartarus by being cursed to roll a huge boulder up a hill throughout eternity. Today, whenever someone finds an assignment extremely hard, they may refer to it as Herculean or Sisyphean.

6 How Can We Prevent These Things From Happening?

7 General Approach: Hurry Up And Stop n By Adjusting the Attitude Short-term pain long-term gain. Get away from the hurry up and get it done approach n By Taking the Time to Properly Plan To Deploy What’s the cost of low morale and another failed initiative? n By Planning, Developing and Implementing an Effective Training Program Does just training create a six sigma culture or produce the results that is expected long-term n By Engaging Deliverables Owners, Stakeholders, and other Critical Persons Within the Organization Secure commitment for resources and their work “The Sky Is Falling”

8 The House Analogy Straw, Sticks, Brick Which Will Sustain? A Vision A Program Manager A Plan A Team Of People A Budget A Schedule 6 Elements For A Successful Deployment A House Built On A Solid Foundation Will Not Fall

9 Be Willing To Fight n Be Willing To Fight For the Right Thing Use Six Sigma and Data to help solve the problem. Everyone likes data and no one can argue with it….much… n Be Ready To Implement Have a Plan Ready To go n Assess the Battle and Plan A Strategy No everyone will be on board n Prove that Your Way is the Right Way Patience and Persistence is what creates changed attitudes and thinking “Let us Remember Those Who Went Before Us To Achieve Great Things.” - Former President John Kennedy “Good ideas are not adopted automatically. They must be driven into practice with courageous patience.” –Admiral Hyman Rickover (Ret.)

10 The Structured Approach LSS Work - Treat It Like A Program

11 Definition of a Program A strategic endeavor, made up of multiple project streams, managed in a coordinated way so as to realize benefits otherwise not available by managing each project as a separate entity. A group of projects, sharing common strategic objectives, managed in a coordinated way so as to realize benefits otherwise not available by managing projects as separate entities. A program also exhibits the following characteristics: Higher level of complexity and risk than a project Longer duration, 2 years or more Normally crosses organizational boundaries A Six Sigma Deployment IS a Program

12 A Program does not run by itself or by consensus. It needs a Program Manager to plan, lead, organize and develop the strategy. The Results Are the Foundation. And The PM Is The Builder. A Ship does not steer itself Soldiers do not just randomly start into battle without a leader and a plan You cannot take a trip without direction You need a recipe You need a Program Manager

13 Project Level Work Program Level Work vs. PMI® Paving The Way Project Offices can be established in organizations with a Project Office lead reporting as dotted line to the PMO lead. Or strategic projects can have their own Program Manager responsible for just that program, but not the overall LSS program. Project Management Methodology Project Management Body Of Knowledge (PMBOK) Plan and establishes the program. Works with stakeholders on long-term change strategy and deliverables. Creates metrics and strategy for success. Reports to CEO or equivalent. Vision, Mission, Strategy versus project work. Facilitator. Escalator. Problem Solver. Responsible for success of entire program. What Are the Deliverables? PlanExecute Monitor and Control Close Business Alignment Risk Management Vendor Management Financial Management Human Resource Management Progress Monitoring and Reporting Change Control and Issue Management Managing Organization Change Quality Management Knowledge Management Release Configuration Management Benefit Realization Develop Concept LSS PMO LSS Projects

14 Program Management Office Definition Steering Committee Project/ Teams The Program Management Office (PMO) is the infrastructure required to integrate, drive, and coordinate the individual components of an enterprise-wide program. It is also the center for assembling, tracking, and distributing key program information. Its purpose is not to create a bureaucracy, but rather to bring value by guiding teams, challenging plans and results, and identifying issues, gaps, and leverage points across all projects. Critical functions of the PMO include: Work Integration Organization Standardization Measurement Communication Project/ Teams Project/ Teams Business Sponsor Program Management Office The Glue

15 Why An Experienced Program Manager? Source: Gartner and Aberdeen Groups Percentage Of All Programs To Provide The Direction and Leadership Needed To Produce Results

16  Program Governance  Accountability & Sponsorship  Roles and responsibilities  Team structures  Dedicated resources  Timely decision making  Objective Progress  Results & Benefits  Forward Looking Trends  Management scorecards  Financials  Risk and Quality  Team members  Project and Program Management  Oversight bodies  Stakeholders  Employees and Shareholders  Customers Organizational Structure Measurement Management Standardization Communication Work Integration  Prioritization  Resource sourcing & allocation  Project plan updates and monitoring  Issue/Risk management  Change control management  Interdependency mgmt.  Reporting  Gap identification  Conflict management  Quality Assurance  Organizational change management  Contractor management  Documentation  Processes and procedures  Nomenclature  Project plan and approval hierarchy  Tool standards and support  Project discipline and ethic  Meeting management Program Management Office Role The LSS PMO

17 Program Management Office Example Program Structure Project Planning & Oversight Corporate Interfaces Financial Business Unit Interface Communications IT Infrastructure and Interface Create & Monitor Project/Program Plans Issue Management Risk Management Change Management Internal Program Stakeholder Contractor Coordination Budgets Actuals Funding Sources Reporting PMO Functions Reporting Integration Advisor Tool Support Integration Advisor PM Coaches Legal Compliance HR Public Relations PM Coaches Executive

18 Change Management Is Key Engage & Communicate with Stakeholders EnableWorkforce Strategic Change approach mitigates risk and aligns the organization across the enterprise to successfully implement and sustain change, and achieve ROI. Mobilize & Align Leaders Leaders Articulate Business Case & Vision for Change Design Change Strategy AlignOrganization Assess Organizational Risk & Readiness Organizational Change Framework

19 1. Strategic Plan 2. Budget 3. Training Plan 4. Communications Plan 5. IT Plan 6. Change Management Plan 7. Human Resource Plan 8. High level Schedule 9. A Charter n What Else? Top 10 - PMO Deliverables List Executive And Stakeholder Sponsorship

20 Standardization Project plan creation & update Issue management Risk management Financial management Change control management Action item management Organizational change mgmt Contractor management Reporting Communications Quality Assurance Escalation and approvals Meeting frequency Ethics and conflict management Legal interface Human Resource interface Processes/Procedures standards focus on standardization for: Tool usage and nomenclature are also areas of standardization that need to be injected into the organization.

21 Knowledge Management Framework Portal Frameworks provides a common user interface and an access point for all users to store, view and retrieve important project and program data. Enterprise Content Management (ECM) delivers tools that capture, track, organize, and retrieve content, such as documents, images, and rich media, regardless of type or format. ECM enables large volumes of content to be available to the right people at the right time by integrating content management with workflow, imaging and portal technologies. Collaboration provides guidance and best practices in implementing both technical and organizational collaboration capabilities. Collaboration tools, enable work teams to capture, store and effectively use both their internal information as well as information generated by interactions with customers and partners. Business Intelligence provides users with the design methodologies and techniques to turn data into useable business information and knowledge by analyzing it for trends, anomalies and exceptions, and distributing that knowledge to key constituents. Business Process Management (BPM) enables users to engage their employees, partners, and customers, in workflow-enabled business processes.

22 Quality Management Framework Plan for Quality The first step in managing quality is to formulate a quality plan. The objective of this step is to help ensure that the standards and guidelines required to plan, manage, staff, control, and deliver the project effectively have been identified. Establish Quality Assurance Framework Managing quality is critical throughout each phase of the program. As such, specific objectives related to goals, methods, and performance are achieved through the quality process in each project phase. Perform Quality Control Activities The purpose of quality control is to identify defects and have them corrected before deliverables are produced. Quality control is each project team member’s responsibility and must occur throughout the project, not just when a deliverable is complete. Implement Corrective Actions Defects and non-conformities discovered at a quality control checkpoint must be corrected. To correct the problem effectively, the root cause of the defect or non-conformity should be determined.

23 Program Management Life CyclePlanningMonitoringReportingCommunications Project Team Members Project Management Program Management Executive Management Oversight Bodies Stakeholders IT and Business Organizations with resource and prioritization impacts Employees External audiences Issues Risks Change Control Action Items Roles And Responsibilities Program Charter Financials Budgets Actuals Project Plans Monitor and Diagnose Project Plans Proactive Decisions & Approvals Weekly Project Status Monthly Project Status Monthly Program Status Steering Committee Reviews Executive Reviews

24 Lack of a robust project process Insufficient definition and validation of requirements Early identification of project issues, dependencies and risks Lack of metrics for identified and measurable results Lack of committed business and executive sponsorship Unrealistic project schedules Failing to break projects into distinct implementation phases Improper personnel skill set for project assignments Ignoring the competing demands of other initiatives Slowed progress due to cultural resistance to change Top 10 Challenges For A PM Program Challenges and Risks

25 An integrated master plan Well defined set of roles and responsibilities Clear set of goals, expectations and requirements Strong project management skills Measurable performance metrics Attention to project tracking and reporting Identification of issues, dependencies and risks Active participation and input from business units Strong executive support Well defined communication plan Program Manager Critical Success Factors Program Management provides the roadmap and communication mechanism for successful execution of projects and programs.

26 PMO Sustainment – The Voice Of LSS Once an effective Program Management Office has been implemented the next step is to run the day to day operations of the program by upholding the goals and objectives of the Program Management Office by ensuring that its component parts are operating at peak efficiency. This means managing the Stakeholders, Sponsors, and other participants responsible for producing deliverables or for making decisions. Success Must Be Driven. It Will Not Happen By Itself. Strategy + Implementation + Accountability = Success

27 PMO + Great Program Manager = Solid Foundation and Structure On Which To Build Your LSS House Establishing a Program Management Office to integrate work flows, define organization structure, and set standards for communication and measurement offers numerous benefits: Unified Leadership and Organization Timely and Proactive Decisions Consistent and Convergent Approach Shared Understanding and Visibility Synchronized Priorities and Execution Leveraged Synergies and Best Practices Those benefits in turn translate into effective execution that meets the vision, mission and strategy of the organization.

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