International Society for Six Sigma Certifications

Applied Lean Six Sigma Black Belt

Professional Development | Consulting | IT Staffing | IT Outsourcing | IT Deployments

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International Society for Six Sigma Certifications

Work Breakdown Structure (WBS)

• Three Purposes: 1. Helps more accurately and specifically define and organize the scope of the total project 2. To help with assigning responsibilities, resource allocation, monitoring the project, and controlling the project 3. Allows you to double check all the deliverables’ specifics with the stakeholders and make sure there is nothing missing or overlapping Source: Work Breakdown Structure: Purpose, Process and Pitfills by Micah Mathis, PMP

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International Society for Six Sigma Certifications

Work Breakdown Structure (WBS)

• WBS helps to: – Assign responsibilities, allocate resources, monitor and control the project – Makes deliverables more precise and concrete so that the project team knows exactly what needs to be accomplished within each deliverable These items are contained in the Lean Six Sigma Project Charter 64 www.isssc3.com

International Society for Six Sigma Certifications

Work Breakdown Structure (WBS)

• Information & inputs needed to create a WBS: 1. 2. 3. 4. 5. 6.

Project Scope Statement Project Scope Management Plan Organizational Process Assets Approved Change Requests Work Breakdown Structure Templates Decomposition (PMBOK Guide) Source: Work Breakdown Structure: Purpose, Process and Pitfills by Micah Mathis, PMP

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International Society for Six Sigma Certifications

Project Management • The Black Belt is responsible for creating, regularly updating and communicating the following: 1. Work Breakdown Structure •

2. 3. 4. 5. 6.

In Lean Six Sigma (Project Charter)

Risk Analysis Communication Plan Stakeholder Analysis Project Schedule Others?

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International Society for Six Sigma Certifications

Work Breakdown Structure (WBS)

• Steps to creating a WBS: 1. With the project team and key stakeholders set up the first two levels First Level: Project Title Second Level: Deliverables for the Project Adhere to the 100% rule: - capture 100% of all the deliverables for the project including internal, external and interim.

Source: Work Breakdown Structure: Purpose, Process and Pitfills by Micah Mathis, PMP

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International Society for Six Sigma Certifications

Work Breakdown Structure (WBS)

• Steps to creating a WBS (cont’d): 2. Launch Decomposition – •

breaking down deliverables to successively smaller chunks of work (called work packages) to be completed both realistically and within a given time frame by the team

3. Review work packages for duplications, omissions and overlaps – •

breaking down deliverables to successively smaller chunks of work to be completed both realistically and within aWork given time frame by the Source: Breakdown Structure: Purpose, Process 68team and Pitfills by Micah Mathis, PMP

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International Society for Six Sigma Certifications

Work Breakdown Structure (WBS)

• Five Common Pitfalls to creating a WBS 1. Level of Work Package Detail •

When deciding how specific and detailed to make your work packages, be careful not to get too detailed.

2. Deliverables Not Activities or Tasks •

•

The WBS should contain a list of broken down deliverables – what the customer/stakeholder will get when the project is complete. In Lean Six Sigma deliverables are not solutions! Source: Work Breakdown Structure: Purpose, Process and Pitfills by Micah Mathis, PMP

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International Society for Six Sigma Certifications

Work Breakdown Structure (WBS)

• Five Common Pitfalls to creating a WBS 3. WBS is not a Plan or Schedule •

Cannot be used as a replacement for a project plan or schedule it is simply a breakdown of deliverables

4. WBS Updates Require Change Control • •

Is a formal document, any changes to it require the use of the project change control process This is an important step to control scope creep

Source: Work Breakdown Structure: Purpose, Process and Pitfills by Micah Mathis, PMP

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International Society for Six Sigma Certifications

Work Breakdown Structure (WBS)

• Five Common Pitfalls to creating a WBS 5. WBS is not an Organizational Hierarchy • • •

Two very different documents Organizational Hierarchy shows things like chain of command and lines of communication WBS is restricted simply to a project and shows only the deliverables and scope of that project

Source: Work Breakdown Structure: Purpose, Process and Pitfills by Micah Mathis, PMP

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Observations & Lessons Learned

• The project schedule, charter and risk analysis are critical to ensure that the project scope does not creep

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Project Communication & Leadership

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International Society for Six Sigma Certifications

Project Communication & Leadership

• Section Objectives: – Discuss Communication and Leadership Responsibilities – Review Essential Leadership Skills for Improvement Teams

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Communication Facts • Project leader and team members spend the majority of their time communicating • Utilize – – – –

Feedback Active listening Effective listening Observe non-verbal behavior

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Essential Skills of Communication

• See and ensure that communication is a twoway process • Construct clear, concise messages in the interest of the receiver • Manage nonverbal behaviors • Listen actively • Create a climate of open communication

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Barriers to Communication • Semantic barriers: – multiple word meanings

• Language barriers • Physical barriers: – distance between individuals

• Personal barriers: – psychological barriers – skill level barriers 77 www.isssc3.com

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Things to remember….. • Communication is a two-way process with both people providing feedback to clarify the message is understood • The communication climate in the organization and your team is a key factor to success • The basis of open communication is trust • Your effectiveness as a team leader falls on your ability to communicate 78 www.isssc3.com

International Society for Six Sigma Certifications

Leadership • Project leader and team members spend the majority of their time communicating • Effective leadership involved many different skills: – – – –

delegation assigning tasks assessing performance others????

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Essential Skills of Leadership

• Maintain and/or enhance team member self-esteem • Focus on behavior • Encourage team member participation

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Essential Skills of Leadership

• Helping to maintain or enhance a team member’s self-esteem – Spend time with the team member – Give positive, specific reinforcement as soon as possible after a job well done – Seek team members ideas or opinions – Give team members challenging or responsible assignments 81 www.isssc3.com

International Society for Six Sigma Certifications

Essential Skills of Leadership

• Focus on Behavior – It is important to distinguish between behavior and attitude because inferences can be wrong – What can been seen and described objectively allows team leaders to deal with team members on the basis of facts rather than opinions 82 www.isssc3.com

International Society for Six Sigma Certifications

Essential Skills of Leadership

• Encourage Team Member Participation – Participation is a powerful motivating force that can improve team member performance – Participation relates to team members’ higher-level needs for self-esteem and selfactualization – Remember team member participation is a relative term to the degree by which the team leader encourages participation 83 www.isssc3.com

International Society for Six Sigma Certifications

Black Belt Responsibilities • Serve as the contact point for communication between the team and the rest of the organization • Keep the official team records • Help the team resolve its problems • Keep the team moving forward and on track 84 www.isssc3.com

International Society for Six Sigma Certifications

Black Belt Responsibilities (cont’d)

• Lead by example • Remain neutral to the process to be improved and facilitate the team through the Lean Six Sigma methodology

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Roles & Responsibilities Characteristics

Six Sigma Black Belt

Team Members

Common Goal

Assess commitment

Sign Team Charter

Trust

Integrity/ Don’t Manipulate

Sacrifice

Open Communications

Escalation Policy

Provide Status

Understand Methodology

Make sure that everyone is trained

Use the right tools

Clear Roles & Responsibilities

Choose the right Project Manager

Follow Team Charter

Self Monitoring

Milestones & Toll Gates

Choose the right team leaders

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Team Leadership

Stakeholder Analysis

Stakeholder Analysis – Commitment Level Assessment Commitment Stakeholder Analysis

Weak

Medium

Strong

Perform Rev?

TOPIC - Project Charter Approval

Sponsor Process Owner Process Experts Customers Manager of Impacted Organization User Community IT Resources Other domains of influence Point Key: Weak = 0, Medium = 1, Strong = 2, Performance Review = 3

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Questions

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