Proprietary, Do Not Copy or Electronically Reproduce. 1 City University PM 511 Improving Project Management Processes March 21,1998

Proprietary, Do Not Copy or Electronically Reproduce. 2 City University Class Schedule ( March 14th - Completed Introduction, Overview & Expectations Introduction, Overview & Expectations Train Wrecks & Bad Radios, Chap. 1 Train Wrecks & Bad Radios, Chap. 1 New Leadership Competencies, Chap 2 New Leadership Competencies, Chap 2 Systems Thinking, Chap. 3 Systems Thinking, Chap. 3 ( March 21st Getting The Daily Work Done, Chap. 4 Getting The Daily Work Done, Chap. 4 Meaning, Purpose & Focus to Work, Chap. 5 Meaning, Purpose & Focus to Work, Chap. 5 Breakthrough Improvement, Chap. 6 Breakthrough Improvement, Chap. 6 Keeping Track: Improvement, Progress & Success, Chap. 7 Keeping Track: Improvement, Progress & Success, Chap. 7 Assignment Assignment – Create Process For Task Accomplishment (Individual) ( March 14th - Completed Introduction, Overview & Expectations Introduction, Overview & Expectations Train Wrecks & Bad Radios, Chap. 1 Train Wrecks & Bad Radios, Chap. 1 New Leadership Competencies, Chap 2 New Leadership Competencies, Chap 2 Systems Thinking, Chap. 3 Systems Thinking, Chap. 3 ( March 21st Getting The Daily Work Done, Chap. 4 Getting The Daily Work Done, Chap. 4 Meaning, Purpose & Focus to Work, Chap. 5 Meaning, Purpose & Focus to Work, Chap. 5 Breakthrough Improvement, Chap. 6 Breakthrough Improvement, Chap. 6 Keeping Track: Improvement, Progress & Success, Chap. 7 Keeping Track: Improvement, Progress & Success, Chap. 7 Assignment Assignment – Create Process For Task Accomplishment (Individual)

Proprietary, Do Not Copy or Electronically Reproduce. 3 City University Class Schedule ( March 28th Leading by Asking Good Questions, Chap. 8 Leading by Asking Good Questions, Chap. 8 Performance Without Appraisal, Chap. 9 Performance Without Appraisal, Chap. 9 Leadership Into the Next Millennium, Chap. 10 Leadership Into the Next Millennium, Chap. 10 Assignment Assignment – Process & Process Improvement (Group) ( April 3rd Final Exam - Presentation Final Exam - Presentation ( March 28th Leading by Asking Good Questions, Chap. 8 Leading by Asking Good Questions, Chap. 8 Performance Without Appraisal, Chap. 9 Performance Without Appraisal, Chap. 9 Leadership Into the Next Millennium, Chap. 10 Leadership Into the Next Millennium, Chap. 10 Assignment Assignment – Process & Process Improvement (Group) ( April 3rd Final Exam - Presentation Final Exam - Presentation

Proprietary, Do Not Copy or Electronically Reproduce. 4 City University Our Contract Work Statement ( 2 Hrs - Class Work ( 2 Hrs - Speaker ( Lunch ( 2 Hrs - Class Work ( 2 Hrs - Group Work ( 2 Hrs - Class Work ( 2 Hrs - Speaker ( Lunch ( 2 Hrs - Class Work ( 2 Hrs - Group Work

Proprietary, Do Not Copy or Electronically Reproduce. 5 City University Step Two

Proprietary, Do Not Copy or Electronically Reproduce. 6 City University Getting The Work Done ( Examining The GEMBA - 97 The Uncluttered Flow of Work - 97 The Uncluttered Flow of Work - 97 Six Types of Flow Charts - 97 Six Types of Flow Charts - 97 – Simple – Top-Down – Deployment – Opportunity – PERT – Decision Tree Flowchart Your Gemba Process Flowchart Your Gemba Process Critical Functions & Key Players Critical Functions & Key Players Core Resources Core Resources ( Examining The GEMBA - 97 The Uncluttered Flow of Work - 97 The Uncluttered Flow of Work - 97 Six Types of Flow Charts - 97 Six Types of Flow Charts - 97 – Simple – Top-Down – Deployment – Opportunity – PERT – Decision Tree Flowchart Your Gemba Process Flowchart Your Gemba Process Critical Functions & Key Players Critical Functions & Key Players Core Resources Core Resources

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

Proprietary, Do Not Copy or Electronically Reproduce. 8 City University Getting The Work Done ( Twenty Rules & Guidelines For The Gemba (cont’d) Standardize Recurring Gemba Tasks when Important Factors Are Controllable Standardize Recurring Gemba Tasks when Important Factors Are Controllable Address Out-of-Control Factors in Gemba Address Out-of-Control Factors in Gemba Change to Increase Gemba Throughput Change to Increase Gemba Throughput ID Key Process Indicators & Routinely Monitor ID Key Process Indicators & Routinely Monitor Continual Education & Training For Gemba Continual Education & Training For Gemba Make Gemba Hum With Communication Make Gemba Hum With Communication Develop in Gemba … Continual PDSA Develop in Gemba … Continual PDSA Attend to Human Needs of Gemba People Attend to Human Needs of Gemba People Make Gemba a Fun Place Make Gemba a Fun Place Assume Everything Felt in Gemba Assume Everything Felt in Gemba ( Twenty Rules & Guidelines For The Gemba (cont’d) Standardize Recurring Gemba Tasks when Important Factors Are Controllable Standardize Recurring Gemba Tasks when Important Factors Are Controllable Address Out-of-Control Factors in Gemba Address Out-of-Control Factors in Gemba Change to Increase Gemba Throughput Change to Increase Gemba Throughput ID Key Process Indicators & Routinely Monitor ID Key Process Indicators & Routinely Monitor Continual Education & Training For Gemba Continual Education & Training For Gemba Make Gemba Hum With Communication Make Gemba Hum With Communication Develop in Gemba … Continual PDSA Develop in Gemba … Continual PDSA Attend to Human Needs of Gemba People Attend to Human Needs of Gemba People Make Gemba a Fun Place Make Gemba a Fun Place Assume Everything Felt in Gemba Assume Everything Felt in Gemba

Proprietary, Do Not Copy or Electronically Reproduce. 9 City University Getting The Work Done ( Standardization What is Standard 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 Establish a Best-Known Method Document The Best-Known Method Document The Best-Known Method Prepare For Its Use Prepare For Its Use Use The New Method Use The New Method A Standardized Process Chart A Standardized Process Chart – Guidelines For The Standardized Process Chart Last Comments Last Comments ( Standardization What is Standard 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 Establish a Best-Known Method Document The Best-Known Method Document The Best-Known Method Prepare For Its Use Prepare For Its Use Use The New Method Use The New Method A Standardized Process Chart A Standardized Process Chart – Guidelines For The Standardized Process Chart Last Comments Last Comments

Proprietary, Do Not Copy or Electronically Reproduce. 10 City University Getting The Work Done ( The Different Kinds Of Waste Overproduction Overproduction Excess Inventory Excess Inventory Transportation Waste Transportation Waste Waste of Waiting Waste of Waiting Unnecessary Motion Unnecessary Motion Over-Processing Over-Processing Correction Complexity Correction Complexity Bureaucracy Bureaucracy ( Feedback Loops ( Breaking Down Barriers ( The Challenge of Interdependence ( The Different Kinds Of Waste Overproduction Overproduction Excess Inventory Excess Inventory Transportation Waste Transportation Waste Waste of Waiting Waste of Waiting Unnecessary Motion Unnecessary Motion Over-Processing Over-Processing Correction Complexity Correction Complexity Bureaucracy Bureaucracy ( Feedback Loops ( Breaking Down Barriers ( The Challenge of Interdependence - 144

Proprietary, Do Not Copy or Electronically Reproduce. 11 City University Giving Meaning, Purpose, Direction & Focus To Work ( Introduction Purpose & Direction Purpose & Direction Goals, Forecasts, Facts & Process Capability Goals, Forecasts, Facts & Process Capability ( Directionlessness & Purposelessness Model For Organizational Development Model For Organizational Development ( Purpose: Creating A Shared Vision Purpose, Vision, Mission Purpose, Vision, Mission A Process For … A Process For … ( Teams, Purpose, And Systems Success Works Success Works Organizational Culture Organizational Culture ( Introduction Purpose & Direction Purpose & Direction Goals, Forecasts, Facts & Process Capability Goals, Forecasts, Facts & Process Capability ( Directionlessness & Purposelessness Model For Organizational Development Model For Organizational Development ( Purpose: Creating A Shared Vision Purpose, Vision, Mission Purpose, Vision, Mission A Process For … A Process For … ( Teams, Purpose, And Systems Success Works Success Works Organizational Culture Organizational Culture - 178

Proprietary, Do Not Copy or Electronically Reproduce. 12 City University Breakthrough Improvement ( Introduction Effectiveness versus Efficiency Effectiveness versus Efficiency ( Breakthrough Improvement Phase 1 - Step Back & See What Is Going On Phase 1 - Step Back & See What Is Going On Phase 2 - Step Closer & Look At Your Organization’s Current System & Capabilities -194 Phase 2 - Step Closer & Look At Your Organization’s Current System & Capabilities -194 Phase 3 - Describe The Future, Define The Ideal Phase 3 - Describe The Future, Define The Ideal Phase 4 - Identify The Actions, Plan For Successful Accomplishment, & Select The Priorities Phase 4 - Identify The Actions, Plan For Successful Accomplishment, & Select The Priorities Phase 5 - Mobilize The Resources & Begin (208) Phase 5 - Mobilize The Resources & Begin (208) Phase 6 - Leaders Shift From Being Planners To Reviewers, From Decision Makers To Researchers (211) 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 Phase 7 - Organization Learns To Improve & Integrates What Has Been Learned Into Future Cycles ( Introduction Effectiveness versus Efficiency Effectiveness versus Efficiency ( Breakthrough Improvement Phase 1 - Step Back & See What Is Going On Phase 1 - Step Back & See What Is Going On Phase 2 - Step Closer & Look At Your Organization’s Current System & Capabilities -194 Phase 2 - Step Closer & Look At Your Organization’s Current System & Capabilities -194 Phase 3 - Describe The Future, Define The Ideal Phase 3 - Describe The Future, Define The Ideal Phase 4 - Identify The Actions, Plan For Successful Accomplishment, & Select The Priorities Phase 4 - Identify The Actions, Plan For Successful Accomplishment, & Select The Priorities Phase 5 - Mobilize The Resources & Begin (208) Phase 5 - Mobilize The Resources & Begin (208) Phase 6 - Leaders Shift From Being Planners To Reviewers, From Decision Makers To Researchers (211) 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 Phase 7 - Organization Learns To Improve & Integrates What Has Been Learned Into Future Cycles

Proprietary, Do Not Copy or Electronically Reproduce. 13 City University Breakthrough Improvement ( Change & Resistance To Change Strategy 1 Coercion Strategy 1 Coercion Strategy 2 Rationality Strategy 2 Rationality Strategy 3 Socialization of Change Strategy 3 Socialization of Change – Steps in Change – Continuum of Resistance to Change – Guidelines For Applying The Demography of Change ( Change & Resistance To Change Strategy 1 Coercion Strategy 1 Coercion Strategy 2 Rationality Strategy 2 Rationality Strategy 3 Socialization of Change Strategy 3 Socialization of Change – Steps in Change – Continuum of Resistance to Change – Guidelines For Applying The Demography of Change - 227

Proprietary, Do Not Copy or Electronically Reproduce. 14 City University Keeping Track: Measurements Of Progress, & Success ( Introduction ( Some Basics Regarding Data Types of Data Types of Data – Opinion – Observable – Results – Process ( Things To Consider Before You Start Measuring ( Hints For Getting Started Steps 1 Through 8 Flowchart Steps 1 Through 8 Flowchart ( Examples Of Indicators ( Data Need Not Be Boring ( Introduction ( Some Basics Regarding Data Types of Data Types of Data – Opinion – Observable – Results – Process ( Things To Consider Before You Start Measuring ( Hints For Getting Started Steps 1 Through 8 Flowchart Steps 1 Through 8 Flowchart ( Examples Of Indicators ( Data Need Not Be Boring - 254

Proprietary, Do Not Copy or Electronically Reproduce. 15 City University Assignment For March 28th ( Process & Process Improvement (Group)