Project Leadership and Portfolio Management

Strengthen your leadership skills while managing project portfolios and navigation change: Strong project leadership and portfolio management are often the difference between project success and failure. iPuzzlebiz partner advisor programs can help to improve your competency to motivate project team members, prioritize projects, engage with key stakeholders, resolve team conflict - and act as a strategic change agent to drive new business innovation.

 

 Lean Six Sigma - Implement Continuous Improvement

For Executive, Business Analyst, Director, Consultant, Manager, Engineer and Project Manager Responsible for Operations/Products/Services, Finance, Sales/Marketing, Product Development, Human Resources, Business Transformation and Information Technology

iPuzzlebiz negotiates to implement continuous improvement in IT contracts that will produce and present the deliverables vital for CEOs, CFOs and CIOs.

At iPuzzlebiz, implementing continuous improvement is all about partners, people, applications, contract deliverables and business guard policies vital for the success of business.



Business guard policies are important to prevent certain risks in the event of a disaster or crisis: such as financial losses, customer dissatisfaction, excessive re-work, damaged public perception, decreased investor, lender, partner confidence, negative publicity, damaged employee morale, legal sanctions/lawsuits, fines/loss of license and imposed political sanctions.

IT Strategy Consultation



Mission-critical business processes highlights

  • How organizational structure impacts personal influence and authority
  • Challenges of identifying and communicating with project sponsors
  • Challenges of using a prioritization scorecard; Tailoring the PM methodology to fit the project

Scheduling Techniques for Managing Independent and Interdependent Projects may include:

  • Understanding the implications of different types of deadlines
  • Examining critical path method
  • Understanding critical chain scheduling
  • Avoiding the pitfalls of safety nets & improve efficiency by reducing multi-tasking & using different types of buffers



Lean Six Sigma is synonymous with service and manufacturing excellence in today's global marketplace. It is now a key strategy in every sector, including service, manufacturing, finance, technology, healthcare and government, and drives high-impact measurable benefits for all stakeholders. 



Vertical Restraints, Priorities and trade-offs

In the Policy Group, policy officers work in areas such as policy development, strategic analysis, security, international business policy and even the parliamentary affairs related to the sector of the business.

Identifying the vertical agreement metrics between governments that may affect trade between members and that prevent, restrict or distort competition ("vertical restraints"). Variables and metrics to define a legal framework for the assessment of vertical restraints, which takes into consideration the distinction between anti-competitive and pro-competitive effects in the marketplace.

Lean Six Sigma Methods and Approaches

lean Six Sigma is the combination of the world's best and most rewarding process improvement strategies.

Founded upon the Define, Analyze, Improve, and Control (DMAIC) framework - the industry standard within the Six Sigma community worldwide - and combined with the powerful principles of Lean, certificates and belts to deliver well-scoped Lean six Sigma projects on time and drive substantial ROI for your organization on all your initiatives.

Lean: Eliminate waste, reduce cost and cycle time
INITIATIVES > Define + Measure + Analyze + Improve + Control > MAXIMIZED RESULTS
Six Sigma: Reduce process variations and eliminate errors


Lean Six Sigma (combination of Lean methods and Six Sigma approaches), a well-known approach for achieving operational excellence, can, as it turns out, do more than simply improve processes and cost reduction. Lean Six Sigma builds on the practical lessons learned from previous eras of operational improvement. Lean approaches focus on reducing cost through process optimization.



The appropriate IT infrastructure and Critical Success Factor: In the past, companies used Lean Six Sigma primarily for operational improvement refining existing processes to reduce costs, improve performance and provide better customer value. However, dramatic upheavals in the competitive marketplace are prompting business change on a much more massive scale and a review of critical success factors (CSF) for change efforts such as renewing and implementing appropriate IT infrastructure.



A Process-based Approach to Organizational Improvement Efforts

  • Discover innovation opportunities in Business Process Outsourcing BPO/ITES
  • Enhance Financial Performance and Business Continuity Management
  • Create new organizations and/or units (Captive outsourcing services)

Six Sigma is about meeting customer requirements and stakeholder expectations, and improving quality by measuring and eliminating defects. A company’s operations strategy and/or methods - total quality management (TQM) and just-in-time (JIT) - is often an integral part of a more fundamental enterprise transformation – one that impacts not only how a company works, but also its products and services and its overall business model.


In the past, companies used Lean Six Sigma primarily for operational improvement – refining existing processes to reduce costs, improve performance and provide better customer value. However, dramatic upheavals in the competitive marketplace are prompting business change on a much more massive scale and a review of critical success factors (CSF) for change efforts.



The Lean Six Sigma approach has applications far beyond process improvement; leading companies are using it to innovate in all areas of their businesses – their operations, their products and services and even their business models.

Lean Six Sigma incorporates, and deploys, the key methods, tools and techniques of its predecessors.

The more recent concepts of lean and six sigma have mainly replaced – but not necessarily added to – the concepts of JIT and TQM. lean and six sigma are essentially repackaged versions of the former, and the methods seem to follow the fad (product) life cycle.

The literature offers fairly similar and rather general CSF for these methods, e.g. top management support and the importance of communication and information.

  • Lean focuses on waste elimination in existing processes.
  • Six Sigma also focuses on New Process Design/Complete Redesign (DMEDI) for wholesale redesign of processes as well as new products and services.
  • Six Sigma focuses on Continuous Process Improvement (DMAIC) to reduce variation in existing processes.


Through the discipline of Lean Six Sigma, it is possible to help other CEOs and business unit leaders to make substantially improved business performance and permanently reoriented their organizations’ mindsets, creating the type of environment where innovation can flourish.



A systemic approach to organizational change and improvement

Based on the gap in time between both JIT and lean, and TQM and six sigma – a gap filled by BRP/reengineering – the next method will be process oriented.

These are all done while CEOs and unit leaders start to re-build the image of operations strategy and related management approaches such as Lean Six Sigma, thinking of them not only in terms of process improvement and cost reduction, but also in building approaches to surface significant innovation opportunities that have far-reaching impacts on their businesses.


ALL INDUSTRY SECTORS

For tomorrow's leaders to improve problem resolution skills with discipline, facts and data that will advance career and drive measurable value for organizations.

Leveraging the Known Six Hats of Project leadership

Defining vision, mission, values and strategy

Being "on-strategy"

Organizational structure and the Project Management Office

Elements of Great Leadership: Vision, Motivation, Integrity

I as a leader - traits for achieving project success

Effective project leadership practices

Going Beyond Average: Building a High Performance Team

Stages of team development

Recruiting and resourcing the team

Key team performance tools

Stakeholder Communication Strengthening Relationships

Paying attention to a vast web of diverse stakeholders

The cycle of stakeholder engagement

Portfolio Management, Project Governance and Project Success

Effectively managing a project portfolio  intake, analysis scoring

Governance arrangements for effective project execution

Linkage with PMO

Organizational Change Management: Achieving Buy-in

Managing change execution

The PM as a Change Agent


Lean Six Sigma - Mapping and Value Stream

Leading strategies, tools methods and organizational disciplines that can enabled your company to drive high impact, measurable benefits.

Lean Six Sigma Improvement Strategy

History and culture of Lean and Six Sigma

Voice of the customer - defining value

Mapping the value stream

Developing strategies, tools, methods, and discipline needed to improve process, services and quality

Managing Change and Leading Successful Projects

Facilitate and manage the change associated with high-impact, continuous improvement projects and lead successful projects by leveraging proven project management skills

Developing actively and resource plans

Managing change in a continuous improvement culture

Stakeholder and Change Readiness Assessments

Leading successful Lean Six Sigma projects

Launch - Defining Goals (Building a Project Charter)

Phase 1 - Define. This 1st phase of the Lean Six Sigma DMAIC problem solving project methodology includes writing effective problem statements, identifying goals, and identification, selection, prioritization, scoping and successful launch of process improvement projects.

Define problem statements and project goals

Elements of a good project charter: Critical-to-Quality Tree, project metric, SIPOC, team selection, Financial Impact assessment, etc

Selecting, validating and prioritizing high-impact process improvement opportunities aligned with strategic business objectives

Statistics and Analysis - Includes statistical process control (SPC), as well as key analytical concepts and methods

How the powerful analytical tools compliment the a problem-solving "tool box"

statistical concepts and analysis theory, analytical methods for process management and statistical process control

Measurement Systems and Data Collection

Phase 2 - Measure. Explore the discipline surrounding data collection that leads to profound knowledge of process behavior - Process Mapping, data collection methods, sample size determination and sampling techniques.

Effective use of "Spaghetti Diagrams", process flow and value-stream mapping

Establishing process metrics, including initial capacity and process benchmarking

Measurement System Analysis

Process Data Analysis

Phase 3 - Analyze. Analysis and hypothesis testing to help identify root cause of variation in processes. Advanced analytical tools that will deeper understanding of process behavior, including the application of designed experiments. 

Simple and Multiple Regression

Hypothesis testing and conclusions

Analysis of Variance (ANOVA)

Design of Experiments

Improving Operations

Phase 4 - Improve. Leveraging all of the knowledge gained from the measure and analyze phase of the project to drive improvement by implementing "Lean solutions" in combination with improved management of process variation and process redesign.

Advanced Design of Experiments

Lean Thinking

Improve / Control Techniques

Phase 5 - Control. Conduct final analysis and testing of the process improvements to ensure long-term sustainability of process improvements.

A variety of tools and concepts to aid optimization of process design, including Theory of Constraints

A deeper understanding of various techniques and application of Statistical Process Control

Hand-off to process owner

All information provided in good faith

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