Process and Performance Management Kick-Off

Process and Performance Management Kick-Off
Process and Performance Management (PPM) Workshop Process and Performance Management Kick-Off Paterson Public Schools Assessment Team 9/30/11 “No matter how carefully you plan your goals they will never be more than pipe dreams unless you pursue them with gusto.” W. Clement Stone © 2011 APQC. ALL RIGHTS RESERVED.

Process and Performance Management (PPM) Workshop
Objectives Process Management Process Performance Management Process Improvement Introduce “what” Process and Performance Management is, and “why” it is important Provide an overview of the structure of PPM Introduce DMAIC, with a focus on “D” Identify actions needed to implement the project © 2011 APQC. ALL RIGHTS RESERVED.

Process and Performance Management
Process Management Performance Management Process Improvement PPM works with any organization – Regardless of type, size or geography.

Process Management. A systematic approach to: Identifying and aligning an organization’s processes and measurement systems Gathering and analyzing customer and stakeholder data Performing gap analysis Identifying and prioritizing process improvement opportunities Aligns work efforts to strategic business goals and customer requirements. This holistic approach helps organizations create a structure that increases the ability to address efficiencies and effectiveness in a cross-functional, process focused approach to obtain higher levels of performance. You may begin to notice that there is some natural overlap between Process and Performance Management. PPM provides for, or creates: Collaborative cross-functional approach Structure for communication of business activities internally and externally A way of managing the processes, not just outcomes A closed loop for measurement systems & corrective actions A means for measuring process performance against goals and customer needs More data driven decisions More of a portfolio management system for oversight of improvement efforts Easier identification of roles and responsibilities – better alignment of accountability A closed-loop ongoing approach for continuous improvement. © 2011 APQC. ALL RIGHTS RESERVED.

All ideas go through here Building implementation roadmap Documenting the processes Identifying new measurement systems Translating best practices Feedback into overall PPM structure Process management is a closed loop approach. All the information found from formalized projects or work out events, should be fed back into the governance systems for PPM. © 2011 APQC. ALL RIGHTS RESERVED.

Performance Management
Process and Performance Management (PPM) Workshop Performance Management A comprehensive process for establishing measurement systems that assess an organization’s on-going ability to perform against strategic goals. Creates linkages of process activities to strategic goals and objectives Identifies key requirements for customers and stakeholders Utilizes well defined and communicated dashboards and scorecards Uses people and technology efficiently Fosters an environment of accountability and process focus Identifies areas for additional learning or support Helps to identify areas for improvement Tracks results: day-to-day performance and continuous improvement gains Helps to identify and document best practices and recognize excellence © 2011 APQC. ALL RIGHTS RESERVED.

Performance Management
Process and Performance Management (PPM) Workshop Performance Management It’s More Than Employee Performance! By department By team or individual By process The organization By system By program or project Measures for the organization are compilations and comparisons from all aspects, such as: by department (computer support, administration, sales, etc.) by process (billing, work order mgmt, financial mgmt, HR mgmt, etc.) by program or project (process improvement , implementation projects, etc.) by products or services (customer help desk, office admin, reports, etc.) by team or individual (typical performance metrics, tied to “job” or “project goals”). Common mistakes in Performance Management: “It’s all about the outcomes” “Don’t have to worry about stakeholders – let’s just do it ourselves” “Creating Scorecards is the final outcome for performance management” “Performance management is about an individual’s performance”. Reality: it can’t be just about outcomes – we must understand the quality of the inputs into a process as well as the process activities themselves and how they impact the outcomes. And if you want buy-in on what you measure, it helps to include stakeholders in decisions about what will be monitored. A scorecard or dashboard is just a tool – a means to an end, not the end itself. And lastly, performance management is a way to track and measure the performance of your systems (all people, processes and technology), in a way that allows for continuous improvement. © 2011 APQC. ALL RIGHTS RESERVED.

Activity: Group Discussion
Process and Performance Management (PPM) Workshop Activity: Group Discussion Recap what PPM means to you and to your organization How can this help you… as leaders? with the Assessment project? 5 min © 2011 APQC. ALL RIGHTS RESERVED.

Objectives Clearly Identify the problem and lay the foundation for process improvement activities. Understand how the process works – or not Understand the requirements of the customers Action planning P502-10C07

DMAIC Key Topics DEFINE MEASURE ANALYZE IMPROVE CONTROL Team charter SIPOC Sub-Process maps Voice of Customer (VOC) Voice of Stakeholder (VOS) Defining measurements Building a plan Collecting data Establishing baselines Benchmarking Process analysis Data analysis Root cause analysis Testing and proving hypotheses Creating solution ideas Screening solutions Determining solutions Testing solutions Implementation plans Building a Control Plan Risk Assessment Process Management Documentation Internalizing the changes Transferring Best Practices © 2009 APQC. ALL RIGHTS RESERVED.

All Processes Lead to Student Achievement
Process and Performance Management (PPM) Workshop © 2011 APQC. ALL RIGHTS RESERVED.

Definition of a process A process… is a series of steps whereby one thing (an input) is turned into something else (an output), with the intention of creating value for the customer. Everything we do all day is a process! Getting ready for work is a process. Coming to this meeting was a process Making dinner is a process. Yard work is a process. Creating and mailing invoices is a process. Ordering text books is a process. Picking up and delivering children to school and to home is a process. Developing the district budget is a process. And so on and so on. © 2011 APQC. ALL RIGHTS RESERVED.

Work Happens Horizontally
Education System Curriculum Instruction Assessment Info Tech H.R. Transp. Finance Facilities Food Serv. In typical organizations, the focus is on the “org chart”, to identify the delineation between departments or groups. However, the work itself does not happen vertically, it happens horizontally. And more importantly, the customer feels the results of all the processes and how well they connect – or not. For example, a parent may not be happy with the math test scores for a 5th grader, but the parent doesn’t think about whether or not the curriculum process works or not, or if the IT systems provided the right data to the teachers. However, those processes do impact the classroom. Source: Quality Progress, February2010 15

Process Mapping Arthur Brisbane to the Syracuse Advertising Men's Club, in March 1911: "Use a picture. It's worth a thousand words." Enterprise Architecture High Level block diagram SIPOC (Suppliers, Inputs, Process, Outputs, Customers) “As Is” Sub-process maps Captures the flow, details, decisions, rework, delays, alternative paths, etc. Can create Standard Flow Charts or Deployment Maps © 2011 APQC. ALL RIGHTS RESERVED.

Process Classification Framework
Process and Performance Management (PPM) Workshop Sometimes referred to as core processes Sometimes referred to as enabling processes The Process Classification Framework was originally created for business sectors, by APQC. It has since been tailored for education. You can access the PCF from the website, If you use different language to define your processes, just customize the PCF to suit your organization. Often the highest level processes are described as “core” and “enabling” processes. Core processes are generally known as those processes that put money in the bank or touch the customer. Even in education, there are processes that deal with money; budget creation and grant writing for example. Enabling processes are support processes such as IT, Facilities Mgmt, Food Services, Administration, HR, etc.. Understanding the distinction may help when trying to prioritize improvement opportunities. The reality is you can’t have one without the other and both types of processes usually have waste and other problems and can always be improved. © 2011 APQC. ALL RIGHTS RESERVED.

I O C Suppliers People Organizations May be the same as Customer Inputs Things used in process Items used again and again in a process are called “Instruments” Outputs The thing that comes out as a product or service Key outputs only Customer Internal or external Could state as customer segments only High Level Process Start End Start high level only Usually 4 – 7 steps in a SIPOC Use a Verb / Noun structure No details, no rework, no decisions Can cross functional boundaries y © 2011 APQC. ALL RIGHTS RESERVED.

Process Mapping – High Level Block Diagram S I P O C Suppliers People Organizations May be the same as Customer Inputs Things used in process Items used again and again in a process are called “Instruments” Outputs The thing that comes out as a product or service Key outputs only Customer People Organizations Internal or external Could state as segments only High Level Process Start high level only Usually 4 – 7 steps in a SIPOC Use a Verb / Noun structure No details, no rework, no decisions Can cross functional boundaries End Start © 2011 APQC. ALL RIGHTS RESERVED.

Steps to Create SIPOC Identify and name the process Identify and agree on boundaries Brainstorm the high level steps We do this, then we do this, then we do this Capture the key output(s) from the process Determine who receives the output(s) and list them under the “customer” column Identify the key input(s) Things that are used in the process to create the output “Instruments” do not change but are there in the process at all times, (i.e., people, technology, equipment, facilities, etc.) - list these separately Determine who gives you the input(s) and list them under the supplier column Always validate your maps with others Tweak accordingly Never create a map that isn’t named first. This will help to eliminate confusion on where you are focusing your efforts. If you cannot agree on the start and stop points – the boundaries of the process – go ahead and brainstorm the steps (don’t worry about level at this point) then place all the steps on your wall or flip chart pages. Group and arrange all your ideas into similar categories. Name the category, and you have the high level step. Remember, a SIPOC is high level and if you have long lists of suppliers, inputs, outputs or customers, it may mean you have gotten too detailed, or your scope is too large. When teams gather to create SIPOCs they start from the perspective of “what you think the process is”. What you need to have is an actual representation of “what the process truly is” – sometimes referred to as the AS IS Map. Therefore, your maps should always be validated with others who work in that process all day. A side benefit is that when you ask others to validate what you come up with, it helps to communicate what you are doing, and helps to gain support and buy-in because they have been included. © 2009 APQC. ALL RIGHTS RESERVED.

Activity: High Level Mapping
Process and Performance Management (PPM) Workshop Activity: High Level Mapping Identify one key process Create a SIPOC map of your process 20 min © 2011 APQC. ALL RIGHTS RESERVED.

Activity: Identifying Projects
Process and Performance Management (PPM) Workshop Activity: Identifying Projects Using your SIPOC map, identify pain or pressure points in the process Prioritize if necessary Discuss and decide on which one to focus for this project This will set the stage for the next steps in the Define phase Often teams come to these workshops with more than one idea for a project. And, sometimes, the “projects” that have been suggested may not actually be an improvement opportunity as much as a “go do it” implementation project. Also, some improvements involve more of a redesign than just making changes in the current process. Therefore, once your team identifies project options, the facilitator will go over each project to get clarity on your issues and to ensure that you have a project that will net success in this workshop. 25 min © 2009 APQC. ALL RIGHTS RESERVED.

Two Types of Projects: Group Discussion
Process and Performance Management (PPM) Workshop Two Types of Projects: Group Discussion In this workshop, you will be working on either, a Process Improvement project, or a Process Design/Redesign project. In other words, “incremental” or “transformational” Which one is yours? Process Improvement Projects are those where you have identify one critical problem that your team will investigate, identify root causes and solve. Process Design / Redesign Projects are those that will be: creating the PPM Structure for the leadership of the organization, creating a process (or product) that has never been done before, or to drastically redesign an existing process where there are too many problems and the current performance is dramatically different than the customers’ requirements. Often teams will want to work on redesigning a process instead of working on trying to improve one issue at a time. However, redesigning a process can be more work and can take longer. Discuss the best option with your consultant. Learning the tools and how to use them in varying situations will show you how to adapt them to your needs – as long as you hold to the integrity of the purpose of the tool. © 2009 APQC. ALL RIGHTS RESERVED.

Charter: What & Why A charter is a document used by teams that will outline the purpose, goals and milestones of a project – and becomes the focus of work. Team Charter © 2009 APQC. ALL RIGHTS RESERVED.

Action Plan (High Level) Problem Statement, Objective & Scope
Project Name: Sponsor: Core Team: Extended Team: Start Date: Current Date: Business Case Future State Action Plan (High Level) Who Due % Completed 25 50 75 100 Problem Statement, Objective & Scope PROBLEM: OBJECTIVE: SCOPE: Performance Indicator Baseline CS Target FS Target Immediate Next Steps

Business Case Statements
Process and Performance Management (PPM) Workshop Business Case Statements Process Improvement Each improvement opportunity should have a clear business rationale for why you should address this issue, at this time. Business Case Statements outline at a high level the importance of a project. How would this project support the strategic or business plan? How does it relate to federal or district goals? How will you measure success? What is the impact to the organization? What are the potential consequences of NOT acting? A Business Case Statement helps to outline the need to take action to make changes in your process(es). It is generally only a few sentences long and is more global in nature to the business. Often leaders refer to issues that impact the entire organization, like revenue, budgeting problems, morale, communication, customer satisfaction, etc. These are items that are not necessarily improved by changing one process, but rather by more systemic changes. If you have data that supports the impetus for change, you can add that to the business case to give more information to the project team. Once the team has the project assigned to them, and has a business case statement, they can begin work on the more detailed aspects of clearly defining the “problem” and the “goal” for what they intend to improve. Some aspects of a Business Case Statement may be incorporated into a project Opportunity Statement as well. © 2009 APQC. ALL RIGHTS RESERVED.

Business Case Statements
Process and Performance Management (PPM) Workshop Business Case Statements Process Improvement You may include things like: Financial concerns Competitive advantage Customer satisfaction Employee morale Federal mandates Risks of continuing in the current manner Remember, a Business Case Statement is only a couple of sentences! Many of these components may become part of an Opportunity Statement if you are working on a Design or Redesign Project A Business Case Statement helps to outline the need to take action to make changes in your process(es). It is generally only a few sentences long and is more global in nature to the business. Often leaders refer to issues that impact the entire organization, like revenue, budgeting problems, morale, communication, customer satisfaction, etc. These are items that are not necessarily improved by changing one process, but rather by more systemic changes. If you have data that supports the impetus for change, you can add that to the business case to give more information to the project team. Once the team has the project assigned to them, and has a business case statement, they can begin work on the more detailed aspects of clearly defining the “problem” and the “goal” for what they intend to improve. If you are working on a Design or Redesign Project, you don’t have to write a separate Business Case statement, as many of these components may be part of your Opportunity Statement. © 2009 APQC. ALL RIGHTS RESERVED.

Business Case example Process Improvement The (QA01) Quality Management Audit has been in existence since This audit is a review of individual work orders that have pended based upon a set of pre- defined criteria. The intent of the QA01 was to improve our ability to handle work orders, but the current process negatively impacts the timeliness of completing “jobs” and is done in a variety of ways. This variation in how the job is done also causes confusion in our metrics. Many components of the business case may apply when writing an opportunity statement. © 2009 APQC. ALL RIGHTS RESERVED.

Group Activity: What is the Business Case for your project? The facilitator will lead a discussion with the group to help identify the 3 word statements for your projects. 15 min © 2009 APQC. ALL RIGHTS RESERVED.

Constructing A Problem Statement example Buses are late X# of buses were late 01/04-06/01, which resulted in X# of lost student learning hours. Work order costs have increased by X% The costs for the Work Order Maintenance process has increased by X% between 08/15/-12/15/09., which resulted in $Y budget overage. Instructional examples could be: Assessment report data is incorrect Reading in Grade 4 is not aligned vertically and horizontally Environmental distractions cause lost instructional hours © 2009 APQC. ALL RIGHTS RESERVED.

Start With 3 Word Statements
Process and Performance Management (PPM) Workshop Start With 3 Word Statements It can be hard to get “jump” started with a project charter and project description. Try writing a “3 Word Statement”, then building on it to create a Problem Statement or an Opportunity Statement. Process Improvement Process Design / Redesign “Car will run faster, safer and be more fuel-efficient” “Car won’t start” Although referred to as the 3 Word Statement, you may actually use more than 3 words. For example: instead of just “Dog Won’t Hunt” you may want to be more specific and say “Elementary Dogs Won’t Hunt”. Or, for Process Design/Redesign, you could say “All dogs in the district will hunt the same”. The point is to be as concise and clear as possible. Start simple, then build. Name the process or the unit moving through the process, and state what’s wrong Name the process or the unit moving through the process, and state what the new design will accomplish (not how, but what). © 2009 APQC. ALL RIGHTS RESERVED.

Start With 3 Word Statements examples
Process and Performance Management (PPM) Workshop Start With 3 Word Statements examples Process Improvement Process Design / Redesign “Car will run faster, safer and be more fuel-efficient” Car won’t start Name the process or the unit moving through the process, and state what’s wrong Name the process or the unit moving through the process, and state what the new design will accomplish (not how, but what). Substitute costs have increased Work orders have defects Food inventory is wrong Attendance tracking process has errors The Attendance Tracking Process will be redesigned to be consistent & accurate Work orders will be accurate when… Food inventory is accurate and consistent with the new process… We have an opportunity to create an Attendance tracking process that is error free Once your team agrees on the key issue or key opportunity it will be easier to wordsmith it to add metrics, impact and benefit. Problem statements will always address a “pain point”. Most common in DMAIC projects are issues related to defects (errors) or cycle time (length of time it takes to get the work done). Opportunity Statements will identify what you plan to accomplish or achieve by redesigning a process. Remember, you will not be stating how you get the results, just what kind of results you are working towards. © 2009 APQC. ALL RIGHTS RESERVED.

Problem Statements Process Improvement Describes the “pain” or the issue in a process Is quantifiable (needs metrics) Use “X” placeholders if you need to State time period of any data used If you use %, put the ratio in ( ) [ex: 20% (20/100) Does not state causes or blame Reflects impact (so what?) First to the customers of the process, OR To the organization Brief 1 or 2 sentences © 2009 APQC. ALL RIGHTS RESERVED.

Group Activity: What is the 3-Word statement for your project? The facilitator will lead a discussion with the group to help identify the 3 word statements for your projects. 5 min © 2009 APQC. ALL RIGHTS RESERVED.

Constructing a Goal Statement example Reduce instances of late buses by X%, which will result in X# of regained student learning hours. Project will be completed by (date TBD). Reduce the costs for the Work Order Maintenance process by X% thereby reducing overall budget by $Y, by (date) TBD. © 2009 APQC. ALL RIGHTS RESERVED.

Goal Statements Process Improvement Describes what your team hopes to accomplish Not WHAT you are going to do Start with an action verb Reduce, Decrease, Increase Mirror image of problem statement Refer to the same issue as problem statement Is quantifiable (needs metrics) Use “X” placeholders if you need to Must have the same metrics as problem statement Caution! Don’t over promise on the goal Must be time-bound Estimate when the project will be completed Brief 1 or 2 sentences Try to avoid using “eliminate” in your goal statement. This word can sometimes set unrealistic expectations. One team, one time may make a tremendous impact, but may not be able to totally remove all problems. Use the test to see if you have a SMART goal – is it specific, measurable, attainable, relevant and timebound? © 2009 APQC. ALL RIGHTS RESERVED.

Problem and Goal Statement examples Process Improvement Problem Statement The procurement process takes too long, x # of labor hours, thereby increasing support costs to $Y in X timeframe. Reduce the cycle time by X# of labor hours, while also decreasing support costs by $Y by date (TBD). Goal Problem Statement The Billing Payment process in our district (200 schools) currently operates at x% error rate resulting in a loss of revenue of $Y per year. Reduce the error rate by X% in the Billing Payment process which will result in a reduction of lost revenue of $Y, by (date – TBD). Goal Include your project Problem and Goal statements here. Remember, add numbers when you have baseline data to support them. You can add financial opportunity as you know it as well. Some teams like to add information about their project scope. That is optional to you and your team. © 2009 APQC. ALL RIGHTS RESERVED.

Opportunity Statement examples
Process and Performance Management (PPM) Workshop Opportunity Statement examples Process Design / Redesign OPPORTUNITY: We have an opportunity to standardize examinations and assessments to assign grades which will be comparable across districts. This will allow classroom grades to gain prominence as a measure of student performance. A recent benchmarking study reported our district ranks among the lowest as (22%) in comparison to 7 other similar districts across the nation, regarding calculating classroom grades for student report cards. 75% of the Best Practice districts have some type of formal standards for grading. Sometimes, the projects we select are about creating or redesigning a process. In those instances, it is better to start with an Opportunity Statement, that clarifies why designing or redesigning a process is critical at this time. Many factors that would go into a Business Case Statement could apply here as well. Process Improvement – Business Case Statement Process Design or Redesign – Opportunity Statement Measures and data are still important when writing opportunity statements. For example, you could state previous performance metrics or missed targets, costs, etc. that would provide insights to your opportunity. © 2009 APQC. ALL RIGHTS RESERVED.

Opportunity Statement examples
Process and Performance Management (PPM) Workshop Opportunity Statement examples Process Design / Redesign OPPORTUNITY: We have an opportunity to standardize examinations and assessments to assign grades which will be comparable across districts. This will allow classroom grades to gain prominence as a measure of student performance. A recent benchmarking study reported our district ranks among the lowest as (22%) in comparison to 7 other similar districts across the nation, regarding calculating classroom grades for student report cards. 75% of the Best Practice districts have some type of formal standards for grading. You will still need to include metrics, impact and/or benefits to your Opportunity Statement. Build off your 3 Word statement Start your sentence (at least in your rough draft) with “We have an opportunity to….” In Design/Redesign projects, you may have more than one issue you are trying to overcome. Where Process Improvement projects are focused on one problem, Design/Redesign projects may have multiple issues the team is trying to overcome. You should include those in your Opportunity Statement. Although that usually sounds very exciting to teams, you should remember that redesigning a process to overcome many issues can require more project work hours and may ultimately take longer than improving a process where the team has more narrowly focused their attention. Measures and data are still important when writing opportunity statements. For example, you could state previous performance metrics or missed targets, costs, etc. that would provide insights to your opportunity. You may also refer to standards, laws or policies – provided those are up to date and still valid. © 2009 APQC. ALL RIGHTS RESERVED.

Activity: Creating Opportunity, Problem & Goal Statements
Process and Performance Management (PPM) Workshop Activity: Creating Opportunity, Problem & Goal Statements Review your 3 Word Statements Create an Opportunity Statement Design or Redesign Teams only OR… Create a Problem Statement Start with “3 Word” structure Add quantification and impact Create a Goal Statement Follow the SMART concept Same issue as Problem Statement Same quantification as Problem Statement PLEASE CREATE YOUR STATEMENTS ON FLIP CHART PAGES. DO NOT WORRY ABOUT SPELLING OR NEATNESS. Reminder: In these team activities, you will get a start on the actions but in the time allotted will not be able to complete the task as thoroughly as you will need to do for your project. Therefore, you will need to be sure to update your action plan to complete your Charter. 30 min © 2009 APQC. ALL RIGHTS RESERVED.

Scope Project Scope "The work that needs to be accomplished to deliver a product, service or result with the specified features and functions." Wikipedia Basically, how much work is this gonna be? © 2009 APQC. ALL RIGHTS RESERVED.

The 3 Components of Scope Boundaries As identified on your process Complexity # of people or hand-offs # of units in the process # of locations Geography Technology Legal or regulatory issues In & Out of Frame In – what is inside your sphere of influence and control Out – what is outside your sphere of influence and control OUT IN Will you include all locations? All departments, all campuses, all classrooms, etc. Will you include all types of units? Such as all work orders or all types of assessments © 2009 APQC. ALL RIGHTS RESERVED.

Ideas for Scoping Selecting up front “pilot groups” (such as 2 ES, 2 MS, 2 HS) can help you address the amount of work required of your team, thereby reducing the overall work load Once solutions have been developed for pilot sites, you can transfer your solution to other locations – thereby reaping the rewards without additional upfront work! u OUT IN Discuss scoping options with your facilitator. © 2009 APQC. ALL RIGHTS RESERVED.

Project Scope example In Regular QA01 work orders Facilities and grounds work orders All high schools in the district Measurement practices for the district Policies regarding work order practices Training issues Staff allocations Validity of audit Out IT related work orders Schools other than High School (at this time) Legacy Systems or work orders Vendor selection & management Supplies ordering Contracting practices © 2009 APQC. ALL RIGHTS RESERVED.

Activity: Project Scope
Process and Performance Management (PPM) Workshop Activity: Project Scope Create the format for In & Out of Frame Use a flip chart Use stickie notes to brainstorm Place stickie notes in the appropriate area on the frame Any item you are unsure of can be placed on the boundary line between In & Out, to be discussed with your Champion later Reminder: In these team activities, you will get a start on the actions but in the time allotted will not be able to complete the task as thoroughly as you will need to do for your project. Therefore, you will need to be sure to update your action plan to complete your Charter. 15 min © 2009 APQC. ALL RIGHTS RESERVED.

Activity: Revisit/Revise Your SIPOC Map
Process and Performance Management (PPM) Workshop Activity: Revisit/Revise Your SIPOC Map Review your SIPOC Do you have the right scope? Name? Customers? Is it still an improvement or a re-design? If redesign, more detailed map needed (see next pages) Update your action plan SIPOC may need to be “tweaked” or validated Reminder: In these team activities, you will get a start on the actions but in the time allotted will not be able to complete the task as thoroughly as you will need to do for your project. Therefore, you will need to be sure to update your action plan to complete your maps. 25 min © 2009 APQC. ALL RIGHTS RESERVED.

Sub-Process Flow example Work Order Process Start Identify type of problem Sort work orders y Assign tech Load data into D860 system Schedule work Get supervisor approvals ok? ok? n N y Research problem & correct Obtain parts or supplies for repair Complete repair Log repair notes into system & close order Stop © 2009 APQC. ALL RIGHTS RESERVED.

What is Change Management?*
Process and Performance Management (PPM) Workshop What is Change Management?* Brief full group discussion to capture ideas from participants about what they believe Change Management is all about. *Or, Change Execution, Change Leadership, Change Marketing… © 2009 APQC. ALL RIGHTS RESERVED.

Change Cycle Denial Commitment Resistance Exploration Everyone goes through an emotional reaction to a change – even if the “change” is a good thing. And, people are in some phase of change all the time, both personal and professional. Understanding this cycle can help you work with your stakeholders and build a communication plan that works best for the individual stakeholder. © 2009 APQC. ALL RIGHTS RESERVED.

What is a Stakeholder? A stakeholder is any person or organization who has something “at stake” related to your project A customer is a stakeholder BUT not all stakeholders are customers! A stakeholder usually has some emotion or “skin in the game” related to the work you are doing or the project you are on. There may be differing levels of involvement with the stakeholders, therefore, it is necessary to identify first who the players are, then identify what level of interaction they have with your project, or your project has with them. The best tool for that is called a Bulls Eye Chart. As we will cover in the Define phase, a customer is any one who received the product or service from your process. A stakeholder may actually be the person who is doing the work to create that product or service. © 2009 APQC. ALL RIGHTS RESERVED.

Stakeholder Roles Sponsor Advocate Change Agent Change Target

Core Role Definition Sponsor – a leader with accountability for the change, who has consequential influence over change targets Change Target – an individual expected to do something different in their work to realize the change Advocate – anyone in support of the change initiative, willing to promote it Change Agent – an individual with specific responsibilities to help drive the change initiative P445-1C03

Stakeholder Roles Sponsor Advocate Change Agent Change Target
The change agent interacts with everyone, but has a primary responsibility to the sponsor

Stakeholder Management
Process and Performance Management (PPM) Workshop Stakeholder Management Stakeholder Management is the process you create to communicate with, influence or use your stakeholders, in a manner that will ensure acceptance of the changes your team implements. R = Q x A © 2009 APQC. ALL RIGHTS RESERVED.

The Commitment Curve Strategy
Slide 59 VIII . Internalization n t e m e t s i a m h m P VII . Institutionalization Reversibility o C Threshold VI . Adoption V . Experimentation Action e t c n Threshold r e o a IV . Positive Perception t s p p a p e h u c P c III . Understanding S A Disposition f o Threshold n e o e t i e II . Awareness r a g r s a a e p h For sponsorship, point out the Commitment phase (in the light blue and white)—entering this phase is a critical step and an important signpost that change is occurring, as this is the first time people actually try the change; it is visible. Key point #1: sponsors must be in the light blue area (in other words, at a minimum, at Experimentation). Key point #2: only sponsors can move their people up the curve; we will return to this in the behaviors section. Key point #3: surprises often occur at this stage—which means that pessimism and resistance can often appear; dialogue and open communication (like this session) are critical in helping sponsors get through this stage. Other points: Commitment starts at the top…and cascades to every leader, who must make decisions and take actions for Class A realization. Committed sponsors provide compelling communications and meaningful consequences needed to move a critical mass of employees up the commitment curve. All sponsors are targets first. I . Contact D e P r P U n C o N I e n a R e j T a e w n g c e r a f u s a t i t i o c t i m r e n i i o n n v e n o n a e s s P t i e o r n c e p t i o n Time

Four Rules for Stakeholder Management
Process and Performance Management (PPM) Workshop Four Rules for Stakeholder Management Test your assumptions Test their assumptions Plan your strategy Take action R = Q x A © 2009 APQC. ALL RIGHTS RESERVED.

Stakeholder Analysis Worksheet
Process and Performance Management (PPM) Workshop Stakeholder Analysis Worksheet Stakeholder Information COMMITMENT LEVEL and CHANGE ROLE (Examples: Enthusiastic, Helpful, Compliant, Hesitant, Indifferent, Unaware, Uncooperative, Opposed, Strongly Opposed, etc) Desired Behavior Concerns? Influenced by Whom? Influence Plan Responsibility Timing Individual or Group Today Needs to Be © 2009 APQC. ALL RIGHTS RESERVED.

Activity: Identifying Stakeholders
Process and Performance Management (PPM) Workshop Activity: Identifying Stakeholders Identify the key stakeholders for this project Select 1 or 2 stakeholders and complete the worksheet template up to behaviors column Reminder: In these team activities, you will get a start on the actions but in the time allotted will not be able to complete the task as thoroughly as you will need to do for your project. Therefore, you will need to be sure to update your action plan to complete your stakeholder analysis. 15 min © 2009 APQC. ALL RIGHTS RESERVED.

Elevator Speech What you are doing Why it is important What’s in it for the stakeholder What the stakeholder can do to help Note: 1 & 2 above will not change but item 3 & 4 can change depending on who the stakeholder is at the time you engage them © 2009 APQC. ALL RIGHTS RESERVED.

Elevator Speech example
Process and Performance Management (PPM) Workshop Elevator Speech example We are working to reduce defects in the Invoice Payment Process, which will likely change how we currently do the work. Our current cost estimates show that we currently waste over $300k per year due to extra labor, credits, fines and overpayments. Continuing this process …… [ complete this statement with the group ] You can help us by…… [ complete this statement with the group ] © 2009 APQC. ALL RIGHTS RESERVED.

Activity: Action Planning
Process and Performance Management (PPM) Workshop Activity: Action Planning Create or update any items for your action plan Refer to the activities and tools you have started in this section Reminder: In these team activities, you will get a start on the actions but in the time allotted will not be able to complete the task as thoroughly as you will need to do for your project. Therefore, you will need to be sure to update your action plan to complete your stakeholder analysis. 10 min © 2009 APQC. ALL RIGHTS RESERVED.

Project Plan High Level milestones For the one-page charter Lay out by phases of DMAIC The more detailed project plan Further detail for to the high-level plan Captures all the action items, responsibilities, due dates, etc. Not in Charter, but used by the team In terms of developing a milestone plan, it is important to note that the larger the scope or the more complex the process the longer it could take to accomplish. If you are relying on outside organizations for work towards your project, it could add time. If you are near the holidays, think through how you will stay on track with your project even though summer schedules or holidays begin. Many teams have tried to “pause” team meetings and project work between mid-November and early January, only to find that suddenly everything else takes priority. Before you know it, 2 months or more will have passed and now the data you have may be too old and the work you started may need to be re-done. Scoping will be critical so you can identify how to get as much accomplished as possible, get the best results you can – in as reasonable a time frame as possible. © 2009 APQC. ALL RIGHTS RESERVED.

Project Plan example In Process Improvement projects, it can often take longer during the Measure and Improve phases. However, as a Design/Redesign project, you may find you spend more time in Define than the other phases. No matter the type of project, once your workshop has completed, you will have a better idea of all the Phases of DMAIC and can discuss your overall project plan during your first formal coaching call. © 2009 APQC. ALL RIGHTS RESERVED.

Key Deliverables by Phase
Process and Performance Management (PPM) Workshop Key Deliverables by Phase DEFINE MEASURE ANALYZE IMPROVE CONTROL Team charter SIPOC Sub-Process maps Voice of Customer (VOC) translated into measureable requirements Stakeholder Management Control Plan Risk Assessment Documentation Project Closure plan Process for Transferring Best Practices Solution options Solution Decision Cost Benefit (CBA) Pilot Plan Implementation Plan Identification of Non-Value Added activities Proven root causes Key findings from data analysis A Measurement Plan Identification of key metrics (outcomes & predictors) Performance Baselines COPQ Note: you can use this as a template to ensure you have accomplished all the key deliverables in a DMAIC process improvement project – just put a check in the box when you have completed an item © 2009 APQC. ALL RIGHTS RESERVED.

Action Plan (High Level) Problem Statement, Objective & Scope
Project Name: Sponsor: Core Team: Extended Team: Start Date: Current Date: Business Case Future State Action Plan (High Level) Who Due % Completed 25 50 75 100 Problem Statement, Objective & Scope PROBLEM: OBJECTIVE: SCOPE: Performance Indicator Baseline CS Target FS Target Immediate Next Steps

Summary The Define phase is all about laying the foundation. This is critical to ensure success for project teams. A Charter is a one page document that clearly articulates the purpose, goals and timelines of a project. High level SIPOC maps are extremely helpful to identify the key activities, inputs and outputs of a process, as well as the key players – suppliers and customers. Sub-process maps allow an organization to see exactly what occurs in a process, who does what and how much variation exists. These maps are key to defining the steps that add value for the customer and for establishing specific measurement points. Gathering VOC data from customers - internal and external – allows us to measure our process performance in order to understand how well we provide products or services. VOC data can help organizations identify where improvement opportunities exist. © 2009 APQC. ALL RIGHTS RESERVED.

Reminders Have you created and agreed upon your team charter? Have you shared your charter with the Project Champion to ensure alignment? Do you have maps of your key processes? Have you scrutinized your maps looking for variation and non-value added activities? Are your maps validated with others who “do the work”? Do you have a systematic approach for gathering VOC data and then translating it into measureable requirements? Have you updated all your action plans? © 2009 APQC. ALL RIGHTS RESERVED.

10 Ingredients for a successful team
Process and Performance Management (PPM) Workshop 10 Ingredients for a successful team Clarify team goals Clearly define roles & responsibilities Identify how you will communicate with each other; share files, updates, etc. Agree on decision making methods before you get to decisions Balance workload and action items Establish and follow ground rules Follow the DMAIC process Ask questions, seek help when you need to Be positive about the experience with your team members and with others in your organization Celebrate every success along the way – not just at the end. Pat each other on the back. Never create a map that isn’t named first. This will help to eliminate confusion on where you are focusing your efforts. If you cannot agree on the start and stop points – the boundaries of the process – go ahead and brainstorm the steps (don’t worry about level at this point) then place all the steps on your wall or flip chart pages. Group and arrange all your ideas into similar categories. Name the category, and you have the high level step. Remember, a SIPOC is high level and if you have long lists of suppliers, inputs, outputs or customers, it may mean you have gotten too detailed, or your scope is too large. When teams gather to create SIPOCs they start from the perspective of “what you think the process is”. What you need to have is an actual representation of “what the process truly is” – sometimes referred to as the AS IS Map. Therefore, your maps should always be validated with others who work in that process all day. A side benefit is that when you ask others to validate what you come up with, it helps to communicate what you are doing, and helps to gain support and buy-in because they have been included. © 2009 APQC. ALL RIGHTS RESERVED.

Process and Performance Management Kick-Off

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