Cut the apron strings already! - Control
Mean and Standard Deviation vary significantly over time
Statistically “Out of Control”
Why things get missed
Mistakes
Provides necessary project resources
Sponsor
Instant response when met with resistance
Knee-Jerk Reaction
Details what tools/techniques to be used, when, and how
Day-By-Hour Agenda
This is everywhere
Variation
During RCA you can miss important things due to…
Skipping steps and cutting costs
Main “owner” and “driver” of solution
Business/Team Lead
The way we consciously or unconsciously choose to engage others
Intention
This is the first thing that happens after the project event
Outbrief to Sponsor
Mean and Standard Deviation remain relatively constant over time
Statistically “In Control”
Staying away from groovenation
Effective Root Cause Analysis
On-call “consultants”
Key Stakeholders
Fear of looking foolish
Levels of Resistance – Level 2
Where and when change actually happens
Post Event Activities
DAILY DOUBLE - 4 out of 5 points in Zone B or beyond
Extreme Conditions - Condition 3
Momentary causes
Actions
Leads project implementation & action Tracking
LSS Practitioner
This can occur at any point throughout the cycle of change
Resistance
Detailed account of what occurred during
any team meeting
Meeting Minutes
I set clear and specific expectations including times and SLAs
SOP
Anyone who touches any part of the process
Manpower
Own & drive solution by working actions to closure
Team Members
This principle of engagement aligns very closely with active listening
Pay attention!
I contain the Problem/Opportunity Statement, Objectives & Deliverables, Key Accomplishments, Top Issues, and Top Risks
Project Status Report