Our next Project Management/Operations Forum Meeting will be 2/27/20 in downtown South Bend. We will be having an educational component on Change Management, and then discussing how to make our forum better (i.e., workshops, monthly vs quarterly, etc.).
If you are interested in attending, or would like more information, please comment, message me, or email at PMCkenriches@gmail.com.
We had an outstanding meeting last month at Daman Products. Thank you to our host Matt Giloth! Daman has really internalized the cell methodology and continuous improvement, and it shows in their operations.
Our educational component was on Product Business Case development, something I am currently working on at Vista Manufacturing, so it was a relevant topic. I look forward to implementing the things we discussed during the presentation.
We had four members and two guests at our PM Forum Meeting, and the feedback was to not only focus on Project Management, but to also focus on ongoing operations. Since anything that perturbs day-to-day operations is considered a project, that was really good feedback.
Our next project management forum will be conducted at Daman products. Our educational component will be on project/product business case development. Then we will have an overview of Daman Products and a tour of their world class facility. Daman is a manufacturer of high pressure manifolds, but the lessons that can be learned from them are suitable to any industry. If interested in attending this Renaissance Executives Forum PM Forum event, please contact me at email@example.com or PMCkenriches@gmail.com. There is no fee for attending.
A big shout out to Cole Basta of Dwyer Instruments, and a member of the Renaissance Executive Forums Project Management Group, for hosting our quarterly meeting yesterday.
We welcomed out six first time participants, established the purpose and flow of our meeting, and made introductions all around. We were fortunate to have Donn Novotny of “The Goal Institute” as our Educational Component (EC) speaker. Donn presented on Achieving Ambitious Targets and the Critical Chain Method of scheduling. The presentation was well received (we had six Dwyer Instruments leaders present for the EC portion), and provided some great food for thought on how to drive better performance in the organization through effective management of critical resources, and to bring projects to the fruition sooner.
Cole, the Manufacturing Engineering Manager, then gave us an overview of Dwyer and took us on a tour of the Dwyer Michigan City facility, showing us the processes they use for testing their products and manufacturing methods.
Last, we held our Round Table discussion where we had a facilitated discussion of one of the first time attendees challenges in his company. It was a great discussion and everyone participated and explained how they would approach the problem if
they were in the problem presenters shoes.
I always feel energized after one of our meetings, knowing that all that attended were able to take away something that will help them in their organization. Our next meeting will be in August at Daman Products. Please message me if you would be interested in attending, there is no charge for first time participants.
Project Management Considerations has added a “Product” page to the website listing the learning materials available. Are you preparing for the PMP/CAPM Exam, training your project team on project management terminology and tools/techniques, or learning about project management in general? Follow this link to learn more. #pmckenriches
In my last entry, I discussed the steps we were taking to establish an updated phased approach to new product development. As part of this revised approach, it was important to develop a training package to level set the organization on vocabulary, the process details, expectations, and accountability.
As we were developing the training, the best approach soon became apparent, set up the training to mimic the project process flow. We provided an overview of the process flow, the tools used for listing and providing status on the projects, the collaboration tool used for day-to-day project execution and communication, the formal forms required to:
- Initiate (request form, project list, project file folder, schedule & collaboration tool)
- Define Scope (this is key to schedule development and change control)
- Change process and documentation
- Pre-Production Build Packets (to familiarize operations with the product and build samples)
- Phase Gate Approval
- Product Launch (produce release checklist to formally update the ERP system)
- Project Closeout
- Project/Product Key Performance Indicators (KPI’s)
- Communication Expectations
We had originally allotted an hour and a half for the training, and after the first session we added an hour, and still did not have time for the collaboration tool videos. We really could not justify additional time to complete the entire training, so assigned homework to review the training videos and only highlighted the operations build packet process since each department has differing roles and responsibilities that need to be detailed separately.
The training was well received, as evidenced by the engagement and questions from all the departments. We are also going to be using this training package for on-boarding of new employees (non-production), and we will allow a full four hours for that training.
This is the fifth time I have been involved in process development, training, and execution, and it never gets old. Being part of the maturation of the organization for construction projects or new product development never gets old.
Please reach out if you could use assistance in either of these areas, I would welcome the opportunity to assist in your project development or maturation process.
During the last almost four months, I have had the pleasure of improving the phased approach we use for projects (new product development, NPD).
Being an integral part of an organization that is focused on new product development as part of our growth strategy, it is extremely satisfying bring my process development, discipline of execution, and performance monitoring skills to drive improvement in this arena.
The first step of this effort was to examine the existing process and to interview all primary stakeholders to the process to determine what was working and what was not. The second step was to process map out the existing process with more detail than the previous documentation, showing decision points and detailed attributes required at each step. The third step was to create a schedule template to be used for the new product development process. The fourth, and perhaps most critical step, was to get buy-in from the organization on the process and “typical” time frame for each of the steps in order to deliver a quality product (meets customer requirements). The fifth and last step in this process improvement is to take the process flow and new product development artifacts (new/revised forms and project management software tools) and provide detailed training and expectations to the organization.
This last step is under development and will be implemented within the next three weeks. I am extremely excited to be leading this effort!