🚀 go-pugleaf

1.  By all means, keep a central repository of project data, project plans,
cost benefit analyses,  lessons learned, and the like.  We call ours the
Process Asset Library - our PAL.  It certainly is our pal when we look for
references!

2.  I have successfully worked with team leaders using either the Team
Handbook or with the PMBOK (project management body of knowledge) from PMI,
which is available on the web.  The important thing seems to be  getting
everyone to read from the same sheet of music.  You will customize whatever
method you choose with your reviews and process improvement efforts.

3.  To track and measure at a glance, develop a metrics program.  Make sure
the categories you choose to measure and how you measure them track the
important causal factors that lead to desired business results and support
your decision making requirements (such as earned value project management).

Creating a quick-look dashboard template over a spreadsheet program is not
difficult, and tells at a glance how you are doing.  For our Software
projects, the gauges on our dashboard include size (physical source lines of
code), requirements (size, volatility, traceability), effort, cost and
schedule variances, risk mitigation actions, risk mitigation deltas, problem
reports, and problem reports aging.

Of course, managing the process of change is at least the equal of improving
the most difficult business process - making the tools, techniques, and
actions of cultural change an integral part of any TQM effort.

Bill Taylor
Reston, Virginia, USA
> ----------
> From:         John P. Mortimer[SMTP:jpmort@enterprise.net]
> Reply To:     TQM in Manufacturing and Service Industries Discussion List
> Sent:         Wednesday, September 23, 1998 5:24 PM
> To:   Multiple recipients of list QUALITY
> Subject:      Management of Improvement Projects
>
> List members,
>
> I have been trying to help my organisation change. Quite some months ago
> now
> I posted my progress. Since then we have had a new Managing Director, and
> the whole effort is being led from the top at last.
>
> The plan at present is to forget all Quality jargon. I am now going to all
> senior and operational managers with 'what change are you planning to
> improve what you do?'. I then let them know that I will help them with
> that
> change. I then help when with classis process improvement, project
> management, skills of continuous improvement, and principles of continuous
> improvement. I also need a system that communicates to all employees and
> helps team leaders through the problem solving methods.
>
> In parallel there is a culture change in progress, led by the MD.
>
> My proposal is a method of logging and tracking all improvement effort in
> the organisation. These could range from small departmental problem
> solving,
> to major company projects. We use Lotus Notes and we would like to use
> this
> as our standard reporting mechanism.
>
> for small easily solved issues there is a paper based feedback form, that
> contains information of how and who resolved the issue.
>
> 1. Is this plan to centralise all projects a good idea?
> 2. What types of methodology would you recommend for our team leaders to
> follow. At present we have a simple 8 point plan based on 8D.
> 3. How can we simply track and measure progress at a glance.
>
> This is our current form:
>
> Team leader, members, department, proposed end date.
> Measurables, target.
>
> 1. Statement of problem
> 2. Potential savings and root cause
> 3. Potential solutions
> 4. Chosen solution
> 5. Resources required and used.
> 6. Implementation
> 7. Evaluation
> 8. Resolution
>
> Meeting minutes.
>
>
> John Mortimer
> Quality Manager
> Milton Keynes, England
> jpmort@enterprise.net
>