1. Proprietary, Do Not Copy or Electronically Reproduce. 1 City University PM 511 Improving Project Management Processes March 14,1998

2. Proprietary, Do Not Copy or Electronically Reproduce. 2 City University Operating Paradigm ( Al Hirsch 206-521-2357 (o), 425-836-3269 (h) 206-521-2357 (o), 425-836-3269 (h) hirscha@connext.com hirscha@connext.com ( 3 Classes - Saturdays 8 to 5 ( Breaks - Open for Decision ( Lunch - Open for Decision ( Atmosphere Informal Informal Dynamic Dynamic Inquiring Inquiring Focused Focused ( Group Identification - 4 to 5 persons ea. ( Al Hirsch 206-521-2357 (o), 425-836-3269 (h) 206-521-2357 (o), 425-836-3269 (h) hirscha@connext.com hirscha@connext.com ( 3 Classes - Saturdays 8 to 5 ( Breaks - Open for Decision ( Lunch - Open for Decision ( Atmosphere Informal Informal Dynamic Dynamic Inquiring Inquiring Focused Focused ( Group Identification - 4 to 5 persons ea.

3. Proprietary, Do Not Copy or Electronically Reproduce. 3 City University Class Schedule ( March 14th 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 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)

4. Proprietary, Do Not Copy or Electronically Reproduce. 4 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

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

6. Proprietary, Do Not Copy or Electronically Reproduce. 6 City University Train Wrecks & Bad Radios ( Train Wreck Management - 2 ( Japan - 5 McArthur, Sarasohn & Deming McArthur, Sarasohn & Deming Statistical Quality Control Statistical Quality Control The System The System ( From The 50’s - 7 TQC, TQM, MBO TQC, TQM, MBO Our Management Heritage Our Management Heritage ( Generation in Transition - 10 Transformation’s Learning Curve Transformation’s Learning Curve Competency Matrix Competency Matrix ( Train Wreck Management - 2 ( Japan - 5 McArthur, Sarasohn & Deming McArthur, Sarasohn & Deming Statistical Quality Control Statistical Quality Control The System The System ( From The 50’s - 7 TQC, TQM, MBO TQC, TQM, MBO Our Management Heritage Our Management Heritage ( Generation in Transition - 10 Transformation’s Learning Curve Transformation’s Learning Curve Competency Matrix Competency Matrix

7. Proprietary, Do Not Copy or Electronically Reproduce. 7 City University New Leadership Competencies ( Ability to Think in Terms of Systems & Knowing How to Lead Systems - 19 ( Ability to Understand the Variability of Work in Planning & Problem Solving - 26 ( Understanding How We Learn, Develop & Improve: Leading True Learning & Improvement - 37 ( Understanding People & Why They Behave as They do. ( Understanding The Interaction & Interdependence: Knowing How each Affects The Other - 44 ( Giving Vision, Meaning Direction & Focus to The Organization - 46 ( Ability to Think in Terms of Systems & Knowing How to Lead Systems - 19 ( Ability to Understand the Variability of Work in Planning & Problem Solving - 26 ( Understanding How We Learn, Develop & Improve: Leading True Learning & Improvement - 37 ( Understanding People & Why They Behave as They do. ( Understanding The Interaction & Interdependence: Knowing How each Affects The Other - 44 ( Giving Vision, Meaning Direction & Focus to The Organization - 46

8. Proprietary, Do Not Copy or Electronically Reproduce. 8 City University Self Assessment Chart - 54 Level 1: I could pick it out of a police lineup. Level 2: I am vaguely familiar with it. Level 3: I apply this, but inelegantly. I need coaching. Level 4: I understand it. I know when to use it. I use it. 18 degrees of freedom 360 deg. 1 pt every 20 deg.

9. Proprietary, Do Not Copy or Electronically Reproduce. 9 City University Systems Thinking: The Heart … ( Systems, Processes, Methods, Steps ( The SIPOC Model - 59 Purpose Purpose Customer - Customer Chain Customer - Customer Chain Output Output Process - Internal Chain Process - Internal Chain ( GEMBA: Process in Perspective - 76 – Critical Resources & Interdependent Activities That Add Value to The Customer – Poetry in GEMBA Suppliers & Input Suppliers & Input ( SIPOC & The Organization ( Systems, Processes, Methods, Steps ( The SIPOC Model - 59 Purpose Purpose Customer - Customer Chain Customer - Customer Chain Output Output Process - Internal Chain Process - Internal Chain ( GEMBA: Process in Perspective - 76 – Critical Resources & Interdependent Activities That Add Value to The Customer – Poetry in GEMBA Suppliers & Input Suppliers & Input ( SIPOC & The Organization

10. Proprietary, Do Not Copy or Electronically Reproduce. 10 City University Assignment For March 21st ( Create A Process For Task Accomplishment (Individual)