Project Charter – Purpose Define the direction, scope, activities and resources needed Contract between project team and organizational leadership to Align expectations Secure buy-in of the scope, goal, and resources Avoid scope creep Project Charters will likely evolve

Project Charter - Elements Problem Statement Goal/objective – usually stated in a quantifiable measure Scope/process in which the opportunity exists Results/metrics Benefits to customers Schedule of milestones Team members and roles

Defining the Problem Statement - Exercise The Elevator Problem – John Daly, University of Texas The manager of a large office building has been receiving a growing number of complaints about the building’s elevator service, particularly during certain times of the day. Several of the long term tenants have threatened to move unless service is improved. In response, the manager recently inquired into the possibility of adding one or two elevators to the building. Although it would be feasible, the only elevator company has a six-month backlog on orders. As the assistant to the manager, you’re asked to come up with a plan to get a new elevator installed in the next three months. You must present the plan a the next staff meeting.

Defining the Problem Statement - Exercise In teams of two, you will be given a problem statement. Come up with two possible solutions for the problem statement you have been given.

Defining the Problem Statement - Exercise Different problem statements drive different solutions Choose carefully!

Defining the Problem Statement What is or isn’t occurring? Where in the process did it occur? Who does the problem affect? When did it occur, and has it occurred before? What is the magnitude of the problem? What are the key metrics?

Problem Statement Template During (period of time), the (process being reviewed) with (the area of the business) is not meeting the goal of (x). This poor performance is causing (resulting problems of issues) that are impacting (estimated impact).

State the Project Goals Address the issue in the problem statement Quantify the expected performance improvement Identify the expected timing Do not mention the cause or action that will be taken

Goal Statement Template Our goal is to increase/decrease (specific metric) from (current baseline) to (future goal) by (target date). This will result in improved (quantify the specific safety, financial, productivity, and/or customer satisfaction levels).

Define the Project Scope Be clear about the project’s boundaries Where the project starts and ends

Define the Project Scope Don’t boil the ocean Concentrate on 1-2 primary metrics Consider your span of influence Projects with a time span of days have the highest likelihood of success Don’t impose predetermined solutions Identify observable results. Clearly show how the team will know when the objective has been accomplished

Scope Statement Template The scope of this project will be the (specific process) and will start (beginning of the process) to (end of process). The scope will not include (define).

Schedule of Milestones Dependent upon the improvement methodology used Six Sigma – DMAIC – Define, Measure, Analyze, Improve, Control Characteristics: Data intensive, project duration is generally longer, solutions are meant to be final, likely lead to research projects Lean – A3 Problem Solving Characteristics: Time-based analysis, shorter project duration, solutions are meant to be iterative, may be more difficult to lead to research projects

DMAIC Milestones StageStart DateEnd Date Define Measure Analyze Improve Control

A3 Milestones StageStart DateEnd Date Background Current Condition Goal/Target Condition Root Cause Analysis Countermeasures (Experiments) Confirmation (Results) Follow-up (Actions)

Team Members and Roles Who has stake in the project? Are the right people being included, informed, consulted, etc? List names and roles of each person.

Typical Project Roles Project Sponsor: Internal/external project advocate, obtains budgets/resources for project, accepts responsibility for problems escalated from project leader, and approves charter. Process Owner: Responsible for sustainment activities once project is considered closed Project Leader: Responsible for planning, executing, and closing the project Consultant: Coaches team members on process improvement Team Members: Provides input and responsible for completing action items as assigned.

References: Sherman, Peter J. “Pick Your Spots: Driving a Successful Process Improvement Program.” Quality Press September 2012: Munro, Roderick A., et al, The Certified Six Sigma Green Belt Handbook. New Delhi, India: ASQ, Print.