Continuous Improvement is the output of a good Quality Management process, and Continuous Improvement requires the proper application of Quality Tools and Techniques. One of the most recognizable Quality Tools is the "Deming Wheel". The Deming Wheel is a simple diagram that focuses efforts around: PLAN, DO, CHECK, and ACT (PDCA Cycle). While this diagram may seem simplistic at first sight, it is a very powerful tool when applied to projects. In fact, Project Management is dependent upon the PDCA Cycle to deliver effective results.
A quick summary of the PDCA Cycle follows.
Plan is the intial phase of the PDCA Cycle. High levels goals and objectives are agreed upon and resources are acquired. In this phase we are identifying a particular problem or problems and breaking them down into manageable tasks. We want to decide specifically how we will solve the problem and establish metrics to measure progress.
Do is executing the Plan. Also, reporting is done in this phase to check progress. Do can be prototyping in the IT world, designing experiments, constructing a building, buiding a model, etc.
Check is the evaluation phase. Did we do what we said we were going to do? Did we meet the project's objectives? What does the data tell us? This is where are metrics are analyzed. We are looking at our KPIs (Key Performance Indicators) and making reccomendations for action.
Act is the adjustment phase. What are we going to do to get back on track or to make improvements? Should we continue or cancel the project? Do we need to replan and start the cycle over again? Here we are acting on our findings from the Check phase. We want to make sure we are acting on the right information at the right time.
The PDCA Cycle is a great tool to help us be successful in Project Management. Using proven Quality Management tools that support Continuous Improvement will help project managers to do a better job managing their projects.
Remember the Four Principles of Quality Management are:
Customer Satisfaction
Plan Do, Check, Act (PDCA) Cycle
Management by Fact
Respect for People
Combining these Quality Principles with your Project Management Processes will lead to powerful results for your customers.
Wednesday, July 06, 2005
Monday, June 20, 2005
Project Communications Plan
Project Communications Planning is a process that is continuous throughout a project. When building your initial Project Communications plan focus on the following:
Define Your Audiences - Who needs to know What, and When and How do they need to know it. Communication needs and audiences will change as the project moves forward. Plan for it.
Start from the Top and Work Your Way Down the Chain - Start your Communications with the highest levels of the organization first, then work your way down to the team members. Repeat this cycle.
Target Your Message to the Different Groups - Different groups (and sometimes individuals) may require different types of communications media (e-mail, status reports, web site, face-to-face, memo, etc.). Plan for these different types of communications vehicles up front.
Define Roles and Responsibilities - Ensure that your Project Communications Plan includes Roles and Responsibilities for key stakeholders.
Status Reports - Status Reports are a great form of Project Communication if kept short and to the point.
Repetitive Messages will be Required - The same message delivered using different mechanisms and sources will help to reinforce your message.
Anticipate Conflict - Tailor your communications to overcome Conflict before it occurs. Keep in mind that Conflict will always occur on a project. Conflict needs to be anticipated and managed continuously throughout the project.
Allow for Anonymous Feedback - Create a way for people to relay their positive and negative feedback anonymously.
Project Managers need to recognize that good Communication is important because it helps to reduce conflict, increases information distribution, and helps to silence critics while reinforcing the positive aspects of your project.
Define Your Audiences - Who needs to know What, and When and How do they need to know it. Communication needs and audiences will change as the project moves forward. Plan for it.
Start from the Top and Work Your Way Down the Chain - Start your Communications with the highest levels of the organization first, then work your way down to the team members. Repeat this cycle.
Target Your Message to the Different Groups - Different groups (and sometimes individuals) may require different types of communications media (e-mail, status reports, web site, face-to-face, memo, etc.). Plan for these different types of communications vehicles up front.
Define Roles and Responsibilities - Ensure that your Project Communications Plan includes Roles and Responsibilities for key stakeholders.
Status Reports - Status Reports are a great form of Project Communication if kept short and to the point.
Repetitive Messages will be Required - The same message delivered using different mechanisms and sources will help to reinforce your message.
Anticipate Conflict - Tailor your communications to overcome Conflict before it occurs. Keep in mind that Conflict will always occur on a project. Conflict needs to be anticipated and managed continuously throughout the project.
Allow for Anonymous Feedback - Create a way for people to relay their positive and negative feedback anonymously.
Project Managers need to recognize that good Communication is important because it helps to reduce conflict, increases information distribution, and helps to silence critics while reinforcing the positive aspects of your project.
Wednesday, June 08, 2005
Wow! Projects
As many of you may know from my previous blog entries I really like Tom Peters. Tom has so much energy and passion, and additionally, he has some great ideas regarding reinventing work. In my opinion, his ideas around Project Management are revolutionary, bleeding-edge, and way out in front of what is considered the "norm". Recently while reviewing his website I found myself reading about what Tom calls "WOW! Projects". If you have a moment, take the time to read what Tom has to say about WOW! Projects.
To reflect a bit, as I look back over my career I do not think I have ever worked on a WOW! Project, and in hindsight that is a disappointment. As a Project Manager, I struggle every day trying to manage my projects to a "successful" conclusion. Over the course of my career when managing individual projects how that project's success is measured has many times been a moving target. Stakeholders and the project sponsor change their minds in the middle of the project regarding what they want and the ensuing scope changes cause the project success measurement bar to move.
While the project manager is responsible for project success and scope management, the project sponsor can influence project success when stakeholders have more influence over the scope of the project than the project manager does. While this does not happen on every one of my projects, a lesson to be learned is that I must be vigilant regarding stakeholder management.
NOTE: Remember the number one measure of Project Success (according to PMI) is Customer Satisfaction.
In my opinion WOW! Projects require a strong executive sponsor and a well-oiled projectized organization (in addition to many other things) that is not opposed to taking risks. In addition WOW! Project stakeholders must be committed to supporting the following goals of a WOW! Project.
A WOW! Project's Goals are:
An enhanced "customer experience" (internal and external)
Dramatically increased sales
Sharply reduced costs
Improved operating margins
Accelerated leadership and talent development
Innovative solutions to wide-ranging issues
Improved employee morale and job satisfaction
Accelerated post-merger integration
Enhanced stakeholder and community involvement
Cultural transformation
I recognize that I have a lot of work to do to turn my projects into WOW! Projects. Personally I do not think every project that we are assigned can be a WOW! Project, but I do believe if we keep the WOW! Project goals in mind our projects will add more value to the organizations we serve.
What do you think? Until Next Time...
To reflect a bit, as I look back over my career I do not think I have ever worked on a WOW! Project, and in hindsight that is a disappointment. As a Project Manager, I struggle every day trying to manage my projects to a "successful" conclusion. Over the course of my career when managing individual projects how that project's success is measured has many times been a moving target. Stakeholders and the project sponsor change their minds in the middle of the project regarding what they want and the ensuing scope changes cause the project success measurement bar to move.
While the project manager is responsible for project success and scope management, the project sponsor can influence project success when stakeholders have more influence over the scope of the project than the project manager does. While this does not happen on every one of my projects, a lesson to be learned is that I must be vigilant regarding stakeholder management.
NOTE: Remember the number one measure of Project Success (according to PMI) is Customer Satisfaction.
In my opinion WOW! Projects require a strong executive sponsor and a well-oiled projectized organization (in addition to many other things) that is not opposed to taking risks. In addition WOW! Project stakeholders must be committed to supporting the following goals of a WOW! Project.
A WOW! Project's Goals are:
An enhanced "customer experience" (internal and external)
Dramatically increased sales
Sharply reduced costs
Improved operating margins
Accelerated leadership and talent development
Innovative solutions to wide-ranging issues
Improved employee morale and job satisfaction
Accelerated post-merger integration
Enhanced stakeholder and community involvement
Cultural transformation
I recognize that I have a lot of work to do to turn my projects into WOW! Projects. Personally I do not think every project that we are assigned can be a WOW! Project, but I do believe if we keep the WOW! Project goals in mind our projects will add more value to the organizations we serve.
What do you think? Until Next Time...