![Overview ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],2/10/2010](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Recommended
More Related Content
Featured
Featured (20)
100210 Suncoast Pmi Project And Process Mgt V0.3 Share
- 1. Project Management and Process Improvement, Complementary Disciplines Andy Willums 2/10/2010
- 4. Compare and Contrast of Project Management and Process Improvement 2/10/2010
- 6. Project Management Knowledge Areas 2/10/2010
- 7. CMMI View of Project Management 2/10/2010 Level Focus Process Areas 5 Optimizing Continuous Process Improvement Organizational Innovation and Deployment Causal Analysis and Resolution 4 Quantitatively Managed Quantitative Management Organizational Process Performance Quantitative Project Management 3 Defined Process Standardization Requirements Development Technical Solution Production Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Decision Analysis and Resolution Organizational Environment for Integration 2 Managed Basic Project Management Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management 1 Initial Risk Rework Quality Productivity Risk Management Integrated Teaming
- 13. Process Improvement Methodologies 2/10/2010
- 14. The Frameworks Quagmire 2/10/2010
- 18. Methodology Analogy Design For Six Sigma Lean Six Sigma Kaizen Lean Six Sigma 2/10/2010
- 19. Process Improvement as a Planned Effort 2/10/2010
- 21. Brainstorming An Individual Initiative 2/10/2010 What We Do Now What We Want to Get To (ideal or desired state) What We Can Change Now (to come closer to meeting our goals) What We Can ’ t Change Yet (even if it would bring us closer to the goals, let ’ s be practical and concentrate on what we can do now)
- 22. DACI 2/10/2010
- 24. Tips on Running an Initiative 2/10/2010
- 26. Likes to figure out how a technology works and why. Wants to be the first to adopt the new stuff. Enjoys “the latest and greatest” --pushing the edge of the envelope. Interested in learning and evaluating new things. Technology Enthusiasts: HIGH-TECH MARKETING MODEL - PSYCHOGRAPHIC PROFILES - Where do you see yourself in the model? - Where do you see other members of your team? - Where do you see our company’s markets? Your product’s markets? Innovators Early Adopters Early Majority Late Majority Laggards Highly motivated and driven by a “dream”. Seeks quantum leap breakthroughs, not just improvement. Willing to take risks to achieve goals -- sees potential, but not always practical. “ Big Picture” view, matching emerging technology to a strategic opportunity or business need. Visionaries: Does not want to be a pioneer - too much risk. Seeks to gain a percentage improvement. Values the opinions of and references from others like them. Practical, prefers standards, loyal once won over. Pragmatists: Believes more in tradition than in progress. Not looking for improvement, but doesn’t want to be left behind to get stung. Prefers “whole solutions” with every element thought through and packaged. Buys when the price drops. Conservatives: Adapted from Crossing the Chasm by Geoffrey A. Moore, HarperBusiness, 1991 Psychographic Profiles Believes new technology doesn’t deliver on promises made. Tends to see through the marketing hype and point out discrepancies. Continually points out flaws and costs, and doesn’t see the benefits as justified. Skeptics: 2/10/2010
- 30. Less Successful Implementations 2/10/2010
- 32. Benefits from Process Improvement 2/10/2010
- 39. #3 - Case Study: Results Last carrier implementations since changes made are averaging 34 days versus the 95.4 days before Covers 4 months, Aug - Nov 2/10/2010
- 42. 2/10/2010
- 43. Questions and Answers 2/10/2010
- 45. BACK UP SLIDES 2/10/2010
Editor's Notes
- And, yes, I’m in “career transition”
- Similar? Wash car, wedding, moving a household Create a Payroll service, consult/implement/test/report writing
- PMBOK has its 9 knowledge areas. Numbers are chapters.
- Proj Mgt Maturity Model, OPM3, Level 2 of this process model has a focus on Proj Mgt and the overall model correlates to the PMBOKs knowledge areas including scope, quality, risk, integration, etc.
- The PMBOK describes processes in which its 9 knowledge areas are used
- There are all kinds of ways to document and display processes - SIPOC, Swim Lanes, Value Stream Maps, flow charts, UML stick figures, etc. – you may have heard of some of these. I identify more with an extension onto the ETVX model. Explain ETVX – wash a car. Walk thru extensions. A process could be a repeatable life cycle stage in a project plan.
- Tribal legend
- Surely, no one here has to gut it out
- Do you expect the same benefits with well run projects?
- This slide is 12 years old and means more to those who worked with military, Federal government, or some large organizations then. Walk thru, one gives way to another. European SPICE, FAA. Surely we’ve advanced in business management so we don’t get mired down in so many confusing options anymore …
- Oh, goodness! COBIT, ITIL, COSO, ISO
- Walk thru, compare with running a project and adding to a project management methodology.
- Intended for more mature processes that are stable and can be measured.
- Low hanging fruit vs mature vs apples on the ground
- Note the current state vs the desired or future state Also exclusion to keep focus
- DACI or RACI is a Responsibility Assignment Matrix that translates very well into a WBS that you can build into a schedule Generic example that assumes a PMO and trained facilitators
- 18 37 34 70 71 Better schedules, better effort estimates
- In a typical grouping of people, you’ll have folks hit several of these areas. Top and bottom 10%, majority in the middle. Process Improvement and in a lot of cases Project Management, are changes to an organization’s culture.
- Which approach is safer? Under what circumstances might you need to be radical?
- Marketing tells us that humans need 7 reminders before something clicks. An organization that learns and adapts to solve its problems is no different.
- Like a project?
- Like a project?
- 18 37 34 70 71
- 13.7% increase equates to 5.63% of 177 people X 2000 hours X $55 per hour = 1,096,161
- What does the information covered today mean to you? What can you do with it? Is it important to how you do your job?