This workshop presentation knits together high impact best practices to help teams and managers through the entire program / project life-cycle. Using a DMAIC framework, we demonstrate how stakeholder management, value stream mapping, role definition, decision making, and escalation can be used to help all project types from product development to change management.

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PROGRAM MANAGEMENT TOOLS AND TECHNIQUES
BEST PRACTICES & WORKSHOP FOR
PROGRAM AND CHANGE MANAGEMENT
Program management education series

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LEARNING OVERVIEW
Program & Change Management
training:
helps strengthen core skills required to
work effectively in leading and
participating in cross functional process
improvement initiatives.
Organized within the Six Sigma DMAIC
structure:
consistent with the tenets of the
Operational Excellence organization, and
other trainings within this framework.

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LEARNING OBJECTIVES
Training structured as both lecture and “lab” and organized as modules.
After completion of 1-2 modules, breakout sessions will allow small teams to apply the tools.
At the end of this training, you will be able to:
• Apply at least one tool within each area of the DMAIC structure
• Created a common language to apply these tools
• Know how to access these tools easily and to apply them to process improvement initiatives

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THE DMAIC PROCESS
Define Measure Analyze Improve Control

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TRAINING OVERVIEW: DMAIC
Team
Organization
Value Stream
Mapping
Define Measure Analyze Improve Control
Identifying
Risks
Organizational
Change
Stakeholder
Analysis
Schedule Predicting a Successful
Outcome
Setting Expectations
for Progress
Project
Communication
Root Cause
Analysis
Day 1 Day 2
Business Process
Mapping

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TRAINING TOOLS
Section Focus Tool Description
Team Wheel Ensuring teams are properly staffed
Circle Dot Matrix Clarifying responsibilities
Stakeholder Analysis Attitude Influence Diagram Eliminating political roadblocks
Value Stream Mapping
Clarifying a process and eliminating
waste
Interview Guides
Understanding the key stakeholders
point of view
Identifying Risks Risk Mind Map
Creating a comprehensive overview of
major risks
Organizational Change Change Impact Matrix
Understanding the consequences of
change
Root Cause Analysis Ishikawa Diagram
Don't solve the wrong problem:
distinguishing root causes from
symptoms
Schedule Team PERT Chart Reducing Schedule through team work
Managing Risks Risk Management Matrix Managing & Mitigating Risks
Gantt Chart Communicating project status
Process Change Communications Tool
4 Critical questions to ensure
organizational buy-in
Predicting a successful
outcome
Predictive Metrics Tree Managing change by measuring behavior
Setting Expectation for progressHalf Life Diagram Predicting the speed of improvement
TEAM LEADERSHIP Soft Skills Emotional Intelligence Quiz The value of EQ in a high IQ world
CONTROL
Project Communications
IMPROVE
Team Organization
DEFINE
Using Qualitative Data
ANALYZE
MEASURE

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MODULE 1: DEFINING YOUR PROJECT INITIATIVE

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MODULE 1 LEARNING OBJECTIVES
In Module 1, you will learn how to get improvement initiatives off to a good start:
1. Identifying the functional groups that will be involved and the specific team members
2. Clarifying the roles and contributions of each team member
3. Managing supporters and detractors of the initiative

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TOOLS FOR DEFINING YOUR PROJECT
1. Team Organization –
identifying the right team
members
3. Stakeholder Analysis –
Effectively managing
supporters and detractors
2. Circle Dot Chart –
Clarifying roles
and contributions
These are tools to help you align and accelerate your initiative
Project Team Wheel

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PROJECT TEAM WHEEL
What is the Tool?
▪ Identifies gaps in staffing and drives decision-making to mitigate risks
▪ Analyzes and identifies the team leadership, critical functions, and the
individuals fulfilling these functions
▪ Snapshot that identifies by name the functional resources assigned to
the project
Ensuring Teams are Properly Staffed
Project Team Wheel

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PROJECT TEAM WHEEL
Why use this tool?
▪ The Project Team Wheel helps to identify all team members and ensures
that team members are available for your project
▪ A common root cause of project failures is the lack of adequate
resources; the Team Wheel identifies resource gaps on a team
▪ The Project Team Wheel also:
▪ Provides a methodology for executives and project managers to
identify risk areas and address them before trouble strikes
▪ Minimizes surprises (or project failure) attributed a lack of the
right resources
Project Team Wheel

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HOW TO CREATE A PROJECT TEAM WHEEL
Steps for constructing a Project Team Wheel
▪ Identify core team members;
place the program manager in the center of the circle
▪ Identify both internal and external team members required to support the
project
▪ Populate the wheel with the name of each team member and their function
▪ If your project requires a secondary team, identify those members
▪ Check for omissions:
“Do we have the right people on the team? Do we have all the functions
staffed?”
▪ Review Team Wheel with the Governance Committee
Project Team Wheel

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CIRCLE DOT CHART
What is the tool?
▪ Illustrates the directly responsible individual and contributors for
each key project deliverable
▪ Vertical axis identifies the key functional team members; the
horizontal axis identifies the key project deliverables
▪ Tool enables the team to share a common understanding of who
contributes to, and who owns, the delivery of these key milestones
Clarifying Responsibilities

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CIRCLE DOT CHART
Why use this tool?
▪ Unclear responsibilities are one of the leading causes of program delays; when the
team has a crisp picture of key deliverables tied to key functions the problem decreases
▪ Helps prevent missed deliverables by clarifying who does what
▪ Prevents wasted effort resulting from having two people working on the same task
▪ Helps the team create a common understanding of roles at the beginning of the project

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HOW TO CREATE A CIRCLE DOT CHART
Steps for Creating a Circle Dot Chart
▪ The project manager fills out a rough draft of the chart and holds a review with
the team
▪ Identify key tasks (approximately 5-15) from the project plan and put them in
time sequence across the top of the chart
▪ List the key functions responsible for delivering the program
▪ Differentiate between participants and those directly responsible for delivering
the task
▪ Any functional group involved in a particular task is indicated by an open circle;
the one function that is ultimately responsible for fulfilling the task is
represented by a filled circle
▪ All tasks must have one, and only one, directly responsible individual

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ATTITUDE INFLUENCE DIAGRAM
Eliminate Organizational Obstacles
What is the Tool?
▪ A scatter plot of your project’s supporters and detractors
▪ Applied early in the process, this tool provides you with the
opportunity to manage detractors proactively
▪ In many cases, applying this tool can turn detractors into
supporters

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ATTITUDE INFLUENCE DIAGRAM
Why use this tool?
▪ Detractors increase time-to-market because they tend to insist that the team provide
more and more evidence to convince them that the project should move forward
▪ Pinpoints blocking managers who can disrupt your project
▪ Draw from proven change management techniques to deal with the most influential
detractors
▪ Helps you do something about them before it affects the project and allows you to take
into account the broader context around your project

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ELIMINATE ORGANIZATIONAL OBSTACLES
Steps for Creating an Attitude Influence Diagram
▪ Identify key individuals (typically outside the team) that may
impact success
▪ Plot each individual:
▪ The horizontal axis shows how positive or negative an
individual is about the project
▪ The vertical axis shows the level of influence the individual
wields
▪ The size of the bubble rests on your subjective judgment of the
difficulty of influencing the individual
▪ Develop action plans for each person in the upper left quadrant
Challenging
Individuals

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WORKSHOP ONE
Your company has launched an improvement initiative requiring participation and input from several cross functional teams.
Your functional team has been asked to participate. Using the tools that your just learned:
1. Create a team wheel that illustrates the functional teams, and specific person that will be a contributing member of the
team. Do an omissions check to ensure all the functional groups have been identified, and slot specific names into the
wheel. Are all the right functions accounted for? Is the team wheel fully populated?
2. Create a Circle Dot matrix as a team, to ensure that it is clear how everyone contributes, for each critical element of the
improvement initiative. Do you agree? Where are the gaps?
3. Create a Stakeholder Analysis for the initiative – who are your strongest supporters, detractors? Create a plan for
effectively managing the detractors
With the scenario provided, apply the team organization and stakeholder analysis tools.

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MODULE 2: MEASURING USING QUALITATIVE DATA

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MODULE 2 LEARNING OBJECTIVES
In Module 2, you will learn:
• How to measure your initiative using qualitative data
• The technique of Value Stream Mapping

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TOOLS TO MEASURE YOUR PROJECT
1. Value Stream Mapping –
Using Qualitative Data
A tool to help you define and map your processes.

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VALUE STREAM MAPPING
What is the Tool?
▪ Originally used by the Toyota Production System
experts to study processes
▪ Used in manufacturing, engineering and administrative
offices by lean experts to improve business processes
▪ Involves all the steps, both value added and non value
added, required to complete a product or service from
beginning to end
Clarifying a process and eliminating waste
Source: “Value stream mapping training,” by Justo Castellon
(http://www.slideshare.net/jjcastellon/value-stream-map-training)

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VALUE STREAM MAPPING
Why use this tool?
▪ Sources of waste and inefficiency are often invisible absent a clear process map
▪ Teams often do not have a common language to speak about issues and their resolution
▪ Value Stream Mapping helps solve these problems via a clear visual that enrolls people in process
improvement
▪ Focuses on customers and their requirements
▪ Includes information flow and product movement
▪ Documents performance characteristics of both the Value Stream and the individual process steps
Source: “Value stream mapping training,” by Justo Castellon
(http://www.slideshare.net/jjcastellon/value-stream-map-training)

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HOW TO CREATE A VALUE STREAM MAPPING
Steps for Creating a Value Stream Map
▪ Where feasible, physically walk the path of the process flow, beginning from each source of primary
and secondary inputs required to support the operation
▪ Document each step observed; identify the communication points and how communication occurs
▪ Create your “current state” map including all pertinent data and information
▪ Identify limiting factors, deficiencies and losses associated with the current process
▪ Develop cost-effective solutions for each of the factors, deficiencies and losses that are limiting the
effectiveness and efficiency of the current process
▪ Change the VSM to reflect the proposed changes; assure that all stakeholders are given the
opportunity to review and comment on the new process
▪ Modify all affected procedures, such as bills of material and training materials to reflect the changes
to be implemented; then implement changes
Sources: “Value stream mapping training,” by Justo Castellon
(http://www.slideshare.net/jjcastellon/value-stream-map-training)
“Value Stream Mapping Process,” by Anand Subramaniam
(http://www.slideshare.net/anandsubramaniam/Value-Stream-Mapping-Process);
R. Keith Mobley,, “Best Practices for Using Value Stream Mapping as a Continuous Improvement Tool”
http://www.industryweek.com/lean-six-sigma/best-practices-using-value-stream-mapping-continuous-improvement-tool

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WORKSHOP TWO
• Construct a scenario for your map
• Work in small groups
• Work for approximately 45 minutes, and then share with the other groups
With the scenario provided, apply the Value Stream Mapping tool.

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MODULE 3: ANALYZING RISKS AND CHALLENGES
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MODULE 3 LEARNING OBJECTIVES
In Module 3, you will learn how to manage risk by:
1. Identifying and mapping the key risks
2. Creating action plans to mitigate the greatest and most likely risks
3. Understanding and mapping the consequences of change
4. Analyzing the root causes of outcomes

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TOOLS FOR ANALYZING YOUR PROJECT
1. Risk Mind Map –
Comprehensive Overview of
Major Risks
3. Ishikawa Diagram –
Determining the Root Cause of
an Outcome
2. Change Impact Matrix –
Understanding the
Consequences of Change
These are tools to help you analyze your situation and processes and make better decisions

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RISK MIND MAP
What is the Tool?
▪ The graphical diagram records a creative approach to
risk assessment and management
▪ The tool is used for creative problem-solving,
requirements generation, and product idea
generation
▪ A map pre-populated with major risk categories can
also be used to brainstorm risks for the program
Comprehensive Overview of Major Risks

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RISK MIND MAP
Why use this tool?
▪ Allows the management team to anticipate risks sooner and prepare mitigation plans
▪ Provides an efficient method to view the whole spectrum of risks at a glance
▪ Gives the team an opportunity to identify which risks are the most probable and/or have the
highest impact on project success
▪ Updateable as the project progresses

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HOW TO CREATE A RISK MIND MAP
Steps for constructing a Risk Mind Map
▪ Place the main theme in a bubble in the center
▪ Outer boxes are various classes of risks
▪ Lists next to boxes indicate specific risks, prioritized
from 1 (high) to 4 (low)
▪ Risks without numbers are the lowest priority

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CHANGE IMPACT MATRIX
What is the Tool?
▪ A descriptive template that captures the details of what
is going to change for everyone involved in a project
▪ Helps the project team prepare for change and enables
them to better adjust to change
▪ Describes graphically the drivers behind many of the
program steps
Understanding the Consequences of Change

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CHANGE IMPACT MATRIX
Why use this tool?
▪ Preparing people for change is often the most difficult part of any initiative; this tool quickly
targets the roles impacted by planned changes to process, hierarchy and technology
▪ Provides an at-a-glance understanding of high/medium/low change impacts
▪ Informs project leaders about areas requiring greater and lesser degrees of communication
and training
▪ Informs those impacted about the degree of impact in advance of change

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HOW TO CREATE A CHANGE IMPACT MATRIX
Steps for constructing a Change
Impact Matrix
▪ First column identifies the individual or
stakeholder group that will be affected
by changes
▪ Second and third columns describe the
specific technology and process changes
that will occur
▪ Four columns on the right indicate the
magnitude of the impact of the changes
on a given individual or group in four
areas

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ISHIKAWA DIAGRAM
What is the Tool?
▪ A framework to support the discovery of the ultimate cause of an
outcome
▪ Allows individuals or groups to discover root causes systematically
▪ Facilitates the use of root cause documentation because it is easy to
share and archive
Determining the Root Cause of an Outcome

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ISHIKAWA DIAGRAM
Why use this tool?
▪ Facilitates fact-based decision making and evidence-based management
▪ Saves time because the team does not repeat mistakes
▪ Ensures that the team will manage the actual root causes of issues and
not just the symptoms
▪ Minimizes re-evaluation because the team does the formal exercise once
at the beginning of a project
▪ Generates consensus because it is a cross-functional effort, and all the
participants collaborate on the key takeaways of the process

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HOW TO CREATE AN ISHIKAWA DIAGRAM
Steps for constructing an Ishikawa Diagram
▪ Use "Post-it" notes to write down causes and move them around as you
decide on categories
▪ On a white board write the problem to be solved (the EFFECT) as
descriptively as possible on one side of the work space, then draw the
"backbone of the fish"
▪ Decide how to categorize the causes by function or by process sequence
▪ Ask ”why” up to five times and list potential causes in categories
▪ Move past symptoms to the true root cause, and quantify the relationship
between the Primary Root Causes and the Effect
▪ After creating your chart on a flip-chart or white board, you can replicate
it using PowerPoint
Source: “Fishbone Diagram”
(https://www.moresteam.com/toolbox/fishbone-diagram.cfm)

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WORKSHOP THREE
With the scenario you provide, apply the analysis tools.
• Construct a scenario for your risk map or fishbone exercise
• Work in small groups
• Work for approximately 45 minutes, and then share with the other groups

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MODULE 4: IMPROVING EXECUTION
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MODULE 4 LEARNING OBJECTIVES
In Module 4, you will learn how to continue to improve processes by:
1. Optimizing teamwork
2. Reducing schedule

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TOOLS FOR IMPROVING YOUR PROJECT
1. Team Pert Chart –
Reducing Schedule Through Teamwork
This is a tool to help systematically improve your projects.

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TEAM PERT CHART
What is the Tool?
▪ Generates a schedule and helps reduce time to market
▪ Supports the trend toward more collaborative team
involvement
▪ Creating the chart using the team-based method gives you
cross-functional buy-in and a schedule your team can
support
Reducing Schedule Through Teamwork

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TEAM PERT CHART
Why use this tool?
▪ Identifies the critical path and helps reduce their duration
▪ Empowers teams to create their own schedule
▪ Increases predictability by getting all the functional inputs into key milestones,
ensuring that your team doesn’t inadvertently omit key tasks
▪ Ensures cross-functional alignment and buy-in to the tasks and timelines
▪ Provides accurate estimates of the time needed to complete each task

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HOW TO CREATE A TEAM PERT CHART
Steps for constructing a Team PERT Chart
▪ Identify key tasks between MRD and Concept Review
for your project and plot the steps to get from one
milestone to another
▪ Ask each team member to determine the time
needed to complete each task (optimistic, typical,
pessimistic)
▪ Summarize the duration estimates, check those that
look out of line
▪ Make sure no key tasks were omitted
▪ Draw the critical path by making it darker than the
other arrows connecting the tasks

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HOW TO SHORTEN PROJECT TIME
• Brainstorm how to shorten the critical path and integrate solutions into the diagram

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CHANGE IMPACT MATRIX
• Missing

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WORKSHOP FOUR
With the scenario you provide, apply improving projects.
• Construct a scenario for your Team PERT chart
• Work in small groups
• Work for approximately 45 minutes, and then share with the other groups

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MODULE 5: CONTROLLING PROCESSES
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MODULE 5 LEARNING OBJECTIVES
In Module 5, you will learn how to predict and control processing by:
1. Using predictive metrics as an early warning system
2. Having predictive measures of the speed of improvement

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TOOLS FOR CONTROLLING PROCESSES
1. Predictive Metrics Tree –
Rapid Indicators for Early
Warning
2. Half Life Diagram –
Predicting the Speed of
Improvement
These are tools to help predict and control processes.

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PREDICTIVE METRICS TREE
What is the Tool?
▪ Provides a line of sight between the program goal and key
metrics that will best predict the likelihood of achieving
your desired goal
▪ Derived from a root cause analysis of barriers to achieving
objectives, instead of a pre-populated list of metrics
▪ The hierarchical tree ensures you measure the right actions
to achieve your program goal
Rapid Indicators for Early Warning

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PREDICTIVE METRICS TREE
Why use this tool?
▪ Allows managers and teams to see where they really stand and where they are
headed
▪ Helps align the organization and reduce waste because all initiatives are
coordinated and tied to clear objectives
▪ Early indication that a program is heading for trouble helps leadership team
make data-based decisions
▪ Supports the critical few measurements; enables project leadership to focus on
the most critical areas

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HOW TO CREATE A PREDICTIVE METRICS TREE
Steps for constructing a Predictive Metrics Tree
▪ Project goal is defined at top of tree
▪ First row of shaded boxes represent key challenges
(drivers); second row of shaded boxes represent
initiatives to manage the challenges; bottom row
describes associated metrics for each initiative

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HALF LIFE DIAGRAM
What is the Tool?
▪ Predicts how fast you can improve your organization
based on complexity
▪ Uses estimated degrees of technical and organizational
complexity to estimate the projected rate of
improvement
▪ Generates a target curve that a project team can use to
track its progress and take action before it’s too late.
Predicting the Speed of Improvement

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HALF LIFE DIAGRAM
Why use this tool?
▪ Provides a target for improvement that accelerates initiatives
▪ Provides a weekly or monthly progress reporting tool if required
▪ Requires little upfront planning and can be applied to most
improvement opportunities
▪ Provides a consistent fact-based guideline to achieve improvement
goals
▪ Encourages teams to continually monitor progress and compare
against a standard
▪ Reinforces an evidence-based culture that aligns teams and
management

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HOW TO CREATE A HALF LIFE DIAGRAM
Steps for constructing a Half Life Diagram
▪ Vertical axis measures the degree of compliance
▪ Horizontal axis is a function of time
▪ The curve provides the trajectory for change

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WORKSHOP FIVE
With the scenario you provide, apply the predictive metrics tree and half-life diagrams
• Construct a scenario for your diagrams
• Work in small groups
• Work for approximately 45 minutes, and then share with the other groups

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TCGen Inc.
Menlo Park
CA, 94025
info@tcgen.com
+12 3456 789