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Manufacturing Management Training
Strategic Planning
PART V.
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Project Management Activities Project Phasing The ISP project was conducted in two phases, which were quite different. Each phase followed a common pattern, which is shown (with supporting change management and project management activities) in Figure 3. Phase 1 material provided a broad brush overview of our subject matter. Our target audience for this phase—the group whose mindsets we wanted to change—was top management themselves. Phase 1 required about four months to prepare for presentations (which themselves took another six weeks, since we did one section per week after top management's weekly staff meeting). When we began the phase, we had not considered the need for subsequent phases. We covered the full scope of MIS and business issues, at a relatively high level. The sections were: 1. Overview (History of IT) 2. IT as Competitive Advantage 3. Economics 4. Organization / People 5. The IT Platform 6. Aligning Business and Technology In the final section of Phase 1, we summarized the most important issues that had emerged into a set of nine "defining" issues: 1. Platform: hardware 2. Platform: application software 3. Platform: data 4. Platform: communications Project Planning Results (Change) 5. Project priorities 6. Economics 7. Partnerships 8. People 9. Productivity and quality World Class Manufacturing Menu lean
six sigma success six
sigma presentations success These nine issues were only partially formed at this point. They served more to bound areas needing further discussion. By the end of Phase 1, senior management had a significant emotional and time commitment to this effort, and was thus virtually obligated to let us continue into Phase 2. So in the final section of Phase 1, we "asked for the order" to do a second, detailed phase to provide specific direction. Since the Company was experimenting with teams, we suggested forming a team around each "defining issue." We proposed to use only internal MIS resource (plus some users), and to attempt to not let these activities disrupt other project commitments. We reminded management that our competition was ahead of us in this area. Last, we commented that we could either "plan by design" or "react by default." Management readily agreed to let us continue into Phase 2. Most importantly, top management was now a part-owner of the project—because they had been involved. Political Sanity Check Before initiating the project, we "floated" the idea of an MIS-initiated strategic planning project to senior management. We wrapped the project in the flag of "proactive leadership," a theme consistent with company culture at that time. The response was highly favorable. Had we plunged ahead without checking in, we could have wasted considerable effort and resource. Another important piece of feedback from this check-in was planning style. Mintzberg refers to "right-handed" versus "left-handed" planning styles. Like references to the brain, "left-handed" planners tend to be intuitive, free-ranging thinkers who respond well to visual images and creative association techniques. Right-handed planners, on the other hand, prefer high structure, rational decision-making and lengthy, detailed implementation plans. Our political sanity check indicated that our key decision m aker tended to be a left-handed planner. We adjusted our project plans accordingly. To be Continued STAY CONNECTED To stay current on lean manufacturing process and best practices, you can subscribe to our free weekly bulletin, "Manufacturing Basics and Best Practices (MBBP)." Simply fill in the below form and click on the "Subscribe Now Button." We'll also send you our free Special White Paper Report, "8-Basics of Lean Manufacturing for Personal and Company Success." Your personal information will never be disclosed to any third party. privacy policy Here's what one of our subscribers said about MBBP Bulletins: "Great articles. Thanks for the insights. I often share portions of your articles with my staff and they too enjoy them and fine aspects where they can integrate points into their individual areas of responsibilities. Thanks again." Kerry B. Stephenson. President. KALCO Lighting, LLC Manufacturing
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