Process Improvement Methodology in Project Management

1
Process Improvement Methodology in Project
Management

• Greg Wolfenbarger
• Reynolds Reynolds
• Director, Business Process Improvement and
  Technical Training

2
Background

• Broad background in business (Fin/Acctg., Mfg.
  and MIS)
• Previously responsible for business process
  improvement and quality for entire organization
• Now responsible for process improvement and
  technical training for entire organization under
  the Reynolds University shared services
  concept... centralization of consulting and
  training talent under one roof
• Currently providing the following services
• Implementing Computer Based Training (CBT)
  company-wide
• Developing customized CBT for various
  applications
• Providing process improvement consulting
• Training associates on the process improvement
  methodology
• Identifying future technical training needs

3
Why Did We Do It?

• Lack of commitment for project milestones
• There were many process improvement methodologies
  being used unsuccessfully within the company
• Teams were not capable of getting to the root
  cause of problems
• Processes were being analyzed, but implementation
  was slow or not at all

4
Why Did We Do It ? (cont)

• Lack of capability to organize and follow- thru
  on projects
• Excessive use of external consultants
• Biggest challenge was change management related
• Management buy-in
• Overall receptivity to change
• Requires strong and continuous leadership from
  Senior Management
• Ability to bring a team together for more than
  2-3 days

5
How Did We Do It?

• Created methodology in 1996 as a result of our
  company-wide quality program
• Benchmarked with various companies and external
  consulting firms
• Created a team consisting of divisional
  representatives from within the organization
• Emphasized the need for change management,
  facilitator and project management skills
• Gain upper management buy-in and commitment on
  the new methodology
• Obtained actual results in a quick timeframe

6
Process Improvement Team Approach
PRIORITIZE DIVISIONAL PROCESS IMPROVEMENT NEEDS
(Division Sr. Staff and Process
Improvement/Tech. Training)
CPI Workshop
BPI Workshop
CONSULT/TEACH/FACILITATE/MENTOR
(Process Improvement/Tech. Training)
Technology
Resources
DRIVE IMPLEMENTATION OF ACTION PLANS
(Project/Process Owner with Coaching from
Process/Tech. Training)
Continuously
MANAGE THE PROCESS AND MONITOR PROCESS MEASURES

(Process Owner)
Overall Success of Project (Project/Process
Owner)
7
(No Transcript)
8
Reynolds Process Improvement Management Process
9
Successful Business Process
Improvement Projects
Senior Mgt.. Buy-In Direction
Appropriate Team Members
Create Action Plans
Determine Root Causes
ID NVA Activities Disconnects
Implementation
Create Incentives (MBO)
Follow-Through on Implementation
Monitor Process Measures and Continuously Improve
10
How Are We Doing?

• Total support from Senior Management Including
  CEO and Board of Directors
• Showed significant business improvements in
  operations over the last two years
• More associates are being trained
• Becoming more process oriented
• Associate compensation is changing to include
  process measures
• Over twenty-plus projects in the queue
• In certain areas, we still need improvement with
  making the improvements Stick

11
Project Management Tools

• Assessment/Commitment satisfies the Needs and
  Project Selection phases of the Project Life
  Cycle
• Current State Analysis and Future State Design
  satisfies the Project Planning Phase of the
  Project Life Cycle
• Implementation satisfies the Project
  Implementation and Project Control phase of the
  Project Life Cycle
• Examples
• Project Plans are developed up front which define
  the problem(s)
• Action Plans are used as small Work Breakdown
  Structures
• Project Managers are assigned for each project
• Issue Log Summaries/Worksheets, Scope Change
  Request Forms/Logs are used during implementation
• Teams are using Project 98 to track progress

12
Questions?????