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Project Management
Masterclass A
Julie BrignacGroup Vice President – Procurement, LeanSigma and Quality
Brambles Limited
October 2008
Confidential Material – Copyrighted - Brambles 2007.
Workshop Guidelines
• Too much material to cover in 1 hours, 40 minutes, so…..
– I will touch on the strategic elements on Brambles’ approach to Project Management
• Please silence mobile phones
• Ask questions and collaborate
Flip
Confidential Material – Copyrighted - Brambles 2007.
IMPACTing Business Improvement
Equipment Pooling Document Management
Quality and Business Improvement
Confidential Material – Copyrighted - Brambles 2007.
Company Statistics
• Headquartered in Sydney, Australia
– Parent company of CHEP Equipment Pooling Systems and Recall Information Management
– Major offices in Orlando, Florida; Atlanta, Georgia and London, England
• Listed on the Australian stock exchange
• Approximately 13,000 employees in over 52 countries
• FY08 Revenues = US $4.4B
Confidential Material – Copyrighted - Brambles 2007.
What does Julie know about Project Management?
• Early career in DuPont with Malcolm Baldridge focus on process improvement
• Engineering Finance & Project Management
• AlliedSignal Honeywell
• Introduced to Six Sigma and Lean
• Supply Chain Operations career until……….
• Director, Six Sigma – Integrated Supply Chain (Honeywell)
• Six Sigma Deployment Leader (CHEP)
• VP Purchasing/Material Productivity (Newell Rubbermaid/Sanford)
• VP Quality & Six Sigma (Brambles)
• Group VP, Procurement, LeanSigma and Quality (Brambles)
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Art Reflecting Life?
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Impact MethodologiesProject Management Training
• Six Sigma Toolset
• DMAIC & DMADV
• LEAN Toolset
• Change Management Techniques
• Project Management Skills
• This was the missing element in IMPACT portfolio
• Had deployed a successful LeanSigma program
• Too many leaders lacked basic PM skills
– Drove poor results and long cycle time
• Basic Training Material Developed
• Next Steps
– Train the Trainer
– “Sales Kit” & Training Rollout across Regions
– Advanced level PM training
Confidential Material – Copyrighted - Brambles 2007.
Everything to cover in our allotted time
• Project prioritization, selection, scoping, tracking and monitoring
• Understanding the capacity for the organization to take on new projects
• How does one keep the pipeline of projects coming in? Are there methodologies to identify projects to ensure that process improvement is continuous? Engaging the business to identify project opportunities
• Ensuring that the right process is in place for each selected project
• Achieving collaboration across project managers to solve the overall organizational problems
• Keeping ongoing projects on schedule
• Measuring the success and maturity of program
• Sustaining controls once a project has closed
• Translation of projects across regions, departments and other projects
Confidential Material – Copyrighted - Brambles 2007.
The answers……
• Project prioritization, selection, scoping, tracking and monitoring
– Understand and define the Project Lifecycle
• Understanding the capacity for the organization to take on new projects
– Link to the organization’s objectives or QFD
• How does one keep the pipeline of projects coming in? Are there methodologies to identify projects to ensure that process improvement is continuous?
– Develop and utilize a Methodology Selector
• Ensuring that the right process is in place for each selected project
Confidential Material – Copyrighted - Brambles 2007.
The answers……(continued)
• Achieving collaboration across project managers to solve the overall organizational problems
– Regular project reviews
• Keeping ongoing projects on schedule – Project Management database with governance
• Measuring the success and maturity of program– Establish annual goals and put into the performance objectives
• Sustaining controls once a project has closed– It’s hard to do!
– Control charts; metrics posting; performance goals
• Translation of projects across regions, departments and other projects – It’s hard to do!
– A database helps
– Regular forums to identify and share translatable projects
Confidential Material – Copyrighted - Brambles 2007.
How it started after LeanSigma
• Developed introductory PM training that
– Defined what a project is
– Developed a project methodology and toolset selector
– Developed a consistent way to run projects
– Determined a consistent answer on “how do I run a project”
» Framework and Templates
» Training and skills development
» How to drive behavioral change (CMT)
» How to effectively lead teams and manage projects (PM)
• Impact seen in project effectiveness
– Cycle Time
– Project Impact
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Why Project Management?
• Project Management skills were still lacking at Brambles
– Even after a very successful LeanSigma program launch
• No standard methodology / framework for the projects that did not fit Six Sigma or Lean
– e.g. Many project managers own personal favorite methodology
– Many significant projects run ad hoc with no methodology or process
• Six Sigma & Lean project leaders lacked basic PM skills
– Team dynamics, managing schedule, facilitation, effective collaboration with sponsor etc.
Effective Project Management Skills is a Key Driver of Project Success
Confidential Material – Copyrighted - Brambles 2007.
Project Management Life Cycle
Project Life Cycle
ProgrammeManagement/
StrategicAlignment
Project Method &Tool Selection
ProjectManagement &
ExecutionProject Definition
No
Yes
NO GO
GO
Prioritisation
BenefitsEstimation/Validation
Tools andMethod
Selected
Utilize PM andCM Skills and
Tools
ProjectCharter
Generation
Place inprojectpipeline
ProjectCompleted
Successfully
Approval
Execute effortin business(just do it)
FollowSelected
Methodology
Is it aProject?
PotentialProject Idea
Project prioritization, selection, scoping, tracking and monitoring
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Capacity, pipeline, prioritization
• Link to the organization’s objectives
– Utilize the QFD process
– Understand and link projects to the main goals of the organization
• Do not allow pet projects
• If you cannot link a project to a measurable tangible or intangible goal for the fiscal year, it should not proceed
• If these rules are followed, there will not be a shortage of prioritized projects
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IMPACT Methodology Selector
PROJECTProblem / Improvement
Opportunity
Quick, smallscale initiative
Some solution ideasexit?
FocusInitiative
DMAIC DFSSLEAN
Solution not Knownor not clearly identified
Quality Problems & Defects,Too much process variation,Incapable or poor performing
processes
Need new process,or current process can not
be improved furtherwithout Redesign
Too much waste,Cycle time to long,Too much inventory
YesNo
Known Solution Implementation
PROJECT MANAGEMENTBasic Activities List with Responsibilities & Dates
Activity Scheduling / Phasing
Gantt Charts / Project Management softwarePartial PMM Toolset
Complete PMM ToolsetIncr
easi
ng S
cope
/C
om
plexi
ty
Type ofProblem?
Is the solution clearly identified?
CHANGE MANAGEMENTTechniques to drive effective change & organizational acceptance
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Sustainability
• Sustainability is dependent on two things
– Continued and consistent delivery of results
– Leadership commitment
• Establishing a regular project review and recognition process with leadership is crucial
• Deliver the results – the program will survive
– Control charts are powerful
– Visible metrics and accountability in the leadership’s objectives
However, don’t ignore that revitalization is necessary
Confidential Material – Copyrighted - Brambles 2007.
Project Management Database
• A project management database is key to a sustaining a strong project management culture
• Brambles uses EnterpriseTrack from Instantis
– Implemented in February 2006 for LeanSigma projects
– All other functions onboarded by December 2008, including IT
– Brambles renamed it eProject It supports all project methodologies, including:
» IPECC for general projects
» DMAIC & DFSS for Six Sigma projects
» Lean for Lean Transformation projects and Kaizen events
» RUP and Software Development for IT-related projects
– It is “workflow-enabled” to alert project team members of assignments and their due dates
– It provides “real time” status of projects Flip
Confidential Material – Copyrighted - Brambles 2007.
Project Management Training Scope
• Keep it simple for phase 1
– Start by rolling out basic PM training
• Defined PM Framework
– Aligned to existing business improvement methods
• Modules on best practices / key PM tools for all project types
• Functional teams trained as experts initially to support / mentor project leaders
Confidential Material – Copyrighted - Brambles 2007.
IPECC FrameworkFrom strategic project goals to operational impact
Act Operationally
Plan Tactically
Think Strategically Initiation
Execution
Planning
Closing
Controlling
What is the result wanted?
How will this get done?
What must I do?
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IPECC Methodology
Planning, Executing and Controlling Phases tend to be Iterative
Initiating
Planning
Executing
Closing
Controlling
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Project Management Framework IPECC
EFFECTIVE TEAM MEETINGS
PROJECT CHARTER
INITIATE PLAN EXECUTE CONTROL CLOSE
TEAM ROLES
CONFLICT MANAGEMENT
SCOPE MANAGEMENT
TEAM MANAGEMENT
PROJECT PLANNING
COMMUNICATION
RISK / ISSUE MANAGEMENT
BUDGET MANAGEMENT
PROJECT PITFALLS
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Project Management Framework DMAIC
DEFINE MEASURE ANALYZE IMPROVE CONTROL
EFFECTIVE TEAM MEETINGS
PROJECT CHARTER
TEAM ROLES
CONFLICT MANAGEMENT
SCOPE MANAGEMENT
TEAM MANAGEMENT
PROJECT PLANNING
COMMUNICATION
RISK / ISSUE MANAGEMENT
BUDGET MANAGEMENT
PROJECT PITFALLS
PROJECT PLANNING
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Project PhasesInitiating
• Brief phase that starts the project process
• Demonstrate project need and feasibility
• Defining project requirements
• Developing the project team
• Key is to launch project
Project Charter
Document
Project Charter
Document
Threat/Opportunity Customer Requirements Goals & Deliverables Tollgates Role Responsibilities Scope of Activity
Review project scope for completeness
Refine project estimates
Assign project roles and responsibilities
Conduct a “kick-off” meeting
Deliverables in eProject
Confidential Material – Copyrighted - Brambles 2007.
Project PhasesPlanning
• Largest phase from an effort and deliverable perspective
• Create project schedule
• Assigning resources
• Establishing budget
Risk PlanRisk Plan
StakeholderRoles
StakeholderRoles
BudgetBudgetScheduleSchedule
Project Charter
Document
Project Charter
Document
Detailed project scope Detailed project plan Detailed resource plan Refined project estimate Quality plan Organizational HR change plan Risk plan
Deliverables in eProject
• Stakeholder analysis
• Assessing risk
• Assembling project plan
• All the project details are planned to ensure effective executions
Confidential Material – Copyrighted - Brambles 2007.
Project PhasesExecuting
• The actual project work is accomplished
• Making assignments
• Establishing procedures
• Communication plan
• All aspects of the plan are performed and outputs delivered
CommunicationsPlan
CommunicationsPlan
Action PlanAction Plan
ScheduleScheduleScheduleSchedule
Project Charter
Document
Project Charter
Document
Develop / build project deliverables
Manage project team
Deliverables in eProject
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Project PhasesControlling
• As the work is executed it is important to monitor the project work and ensure activities are performed as planned.
• Managing assignments
• Assessing progress to plan
• Managing changesChange
DocumentsChange
DocumentsTracking
ScorecardsTracking
Scorecards
Project Charter
Document
Project Charter
Document
Change control Schedule control Cost control Quality control Risk & Issues management
Deliverables in eProject
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Project PhasesClosing
• Formal project closure after all deliverables are accepted
• Close all contracts etc.
• Final project review
• Develop closeout & transition plan
• Create final report
• Post project feedback/lessons learned
LessonsLearned
LessonsLearned
SOP’sSOP’s
Project Charter
Document
Project Charter
Document
Close project in eProject
Deliverables in eProject
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0%
5%
10%
15%
20%
25%
30%
35%
40%
Processes and Project Manager Time
32
Initiation ExecutionPlanning ClosingControl
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Project Lifecycle
The project phases are not always linear.
Typically, project phases overlap.
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Project Life Cycle vs. Product Development Life Cycle
FeasibilityStudy
DetailedDesign
PrototypeDevelopment
Product Development Life Cycle
ManufacturingRamp
Up
Initiation PlanningExecution &
ControlClosing
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Initiating
Planning
Executing
Closing
Controlling
Phase Objectives:• Demonstrate project need• Define project requirements• Develop the project team
Deliverables:• Project charter/scope document
Phase Objectives:• Create project schedule• Assign resources• Stakeholder Analysis• Asses risk• Assemble project plan
Deliverables:• Detailed project plant
Tools/Concepts:• Team charter template• SMART Goal definitions• RASIC
Tools/Concepts:• Work Breakdown Structure • GANTT charts• Critical Path• Stakeholder mapping• Stakeholder analysis
Phase Objectives:• Making assignments• Establishing procedures• Communication plan
Deliverables:• Execute the plan
Phase Objectives:• Develop close out & transition plan• “Clean up after yourself”
Deliverables:• Create final report
Phase Objectives:• Manage assignments• Assess progress• Manage change
Deliverables:• Managing the project
Fundamentals of Project Management – Project Lifecycle
Tools/Concepts:• Scorecards • Scope change document
Tools/Concepts:• Work Breakdown Structure • GANTT charts• Risk Matrix
Tools/Concepts:• SOP’s• Project Documentation
Confidential Material – Copyrighted - Brambles 2007.
Key Learnings – IPECC Methodology
• IPECC is a standard methodology for projects
• Used worldwide and endorsed by the Project Management Institute
• IPECC methodology is applicable when implementing a known solution
• For projects when solution is not yet identified, DMAIC methodology is more relevant
– PM Tools (i.e. soft skills) are still applicable but project framework should be DMAIC
IPECC provides a standard approach and common language for implementing projects
Confidential Material – Copyrighted - Brambles 2007.
Summary
• Project prioritization, selection, scoping, tracking and monitoring
– Understand and define the Project Lifecycle
• Understanding the capacity for the organization to take on new projects
– Link to the organization’s objectives or QFD
• How does one keep the pipeline of projects coming in? Are there methodologies to identify projects to ensure that process improvement is continuous?
– Develop and utilize a Methodology Selector
• Ensuring that the right process is in place for each selected project
Confidential Material – Copyrighted - Brambles 2007.
Summary
• Achieving collaboration across project managers to solve the overall organizational problems
– Regular project reviews
• Keeping ongoing projects on schedule – Project Management database with governance
• Measuring the success and maturity of program– Establish annual goals and put into the performance objectives
• Sustaining controls once a project has closed– It’s hard to do!
– Control charts; metrics posting; performance goals
• Translation of projects across regions, departments and other projects – It’s hard to do!
– A database helps
– Regular forums to identify and share translatable projects
Confidential Material – Copyrighted - Brambles 2007.
Questions?