All right, guys. Welcome back. I'm Katherine MacGyver, and today we're gonna talk about project selection
so shifting gears a little bit. Our last couple of modules have really been about your organization independent of a project. So we talked about voice of. We've talked about the Q f d. We've talked about the cost of poor quality. These are all things that you want to understand about your organization. But they don't necessarily.
They set the foundation for you to select your project.
So we went through project selection in quite a bit of depth in yellow Belt. So talking about how we choose what projects what makes good projects. But the first thing that I want to caution you guys on is when you're going to choose your project,
choose wisely. And here's my reason why.
So we talked about quick hits and just do it. And we talked about full domestic projects in yellow belt. So if you do a quick hit, if you have a 0.1% improvement every day of the year, so your 250 give or take work days,
you're going to see a 25% improvement at the end of the day. However, if you do a
big bang do make, you might see a 20% 1 time improvement.
I am personally a giant, enormous advocate of doing a lot of little things that then compound into bigger results. The thing with the big projects
is there much, much, much easier to derail as compared to doing ah, whole bunch of quick hits. Or just do it
Still want to do your PDC a still want to do your tools. But if you take a much smaller scope, you have the potential to have this very, very large outcome without the trauma of a giant dome AIC project. When I mean trauma, I mean taking people out of work and doing all these tools
on. And then there's the potential that you might have to redo the entire way you do your work, which causes some stress, and you get some push back.
Um, so think about what you want to do and how you want to invest your time. I would have a kid, especially at the greenbelt level, to really focus on whether the little things you can do every single day.
So with that we talked about the big the Big Kahuna. Domestic projects have, ah, higher likelihood of failure. So let's go through the top reasons why projects fail. We want you to keep this in mind when you're choosing your projects.
Because if you start this at project Selection, you will be aware and able to mitigate it as you go through.
So the number one reason for lean six Sigma project failure is poor team dynamics. We talked about this a lot in Yellow Belt. We went through the team, the team cycle, where we have
forming, storming Norman and performing. And we talked about when you're going through these, the different ways that you manage. The reason why is because you, if you have a team
that stays in storming but never makes it to performing, you run a very high risk for project failure. We also like to work with intact teams for this reason. Conversely, we don't like to work with intact teams because we end up stale and getting the same ideas. So
keep that in mind as you're building your team and looking at what you're going to do.
The next reason for project failure Cisco, Ope creep. So this one's really seductive. It's really, really easy to dio. So you start out and you say we're gonna work on a But when you look at A it's got like, little spider webs and it touches on C and D and E.
So I mean, were there we might as well invest the time because we got a team. We got a champion.
Let's go ahead and work on this. We'll just go ahead. We'll incorporate it. And now we have scope creep. You will need to be militant about this. It is very, very easy to dio I'm the phrases that you're going to hear are things like, Well, the hood is open, so you might as well take a peek.
The more you do that, the larger the scope, the less likely you are to get your project completed or to meet your objectives.
The next reason is poor or no root causation. So when we talk about this, we talked a little bit about our root cause analysis, tools and yellow. But we'll talk more about our root cause analysis, tools and greenbelt. But the thing is, is that if you think about it like a doctor. You can have your illness and you can have your symptoms.
If you treat your symptoms or the things that you see, you may not fix the underlying illness.
So then you finish your project and you're like, Yea, we finished our project. And then a few months later you have the same problem. It's because you didn't fix the root cause,
um, poor or no champion involvement. So when we talk about champions, we talk about people who eliminate Roebuck's who provides guidance, who helped give us focus
Really a lot on eliminating roadblocks. If you're champions like yeah, whatever do you but not available? When you're like, hey, like I can't get any data from this department,
then you're going to find that those roadblocks become insurmountable. So you want a champion who is a champion and who is excited about supporting you or maybe not excited, but like supportive about supporting you. So that will be one of those keys to your success.
The last one is failure to obtain stakeholder by in, so I'm just gonna drill right down to it. This is the people who do the process. So you get this whole team together. You get your stakeholders, you got somebody from every department and at the end of the day, for whatever reason,
the people who actually do the process because you don't necessarily have all of them involved in your project team
don't do your new and revised process.
So you're going to want a work early. Early on, I'm making sure that you get that stakeholder by in because when you get out of there, you don't want people to go back to the way they always did it because they're like whatever the team came up with that.
So with that, I want you to leverage your yellow belt knowledge. We went through this a lot, but let's talk about Ah, good project is something that we don't already knew. The solution. If we know the solution, it's a project management project can be documented on Sai pock. This is important. We have customers, we have a process. We have outputs
Yet we we let me pause. We have inputs, process outputs. The Saipa helps us because that underst helps us understand who are stakeholders are it needs to be measurable and you need to have somebody who is accountable for the process. If you don't have an owner, you shouldn't do the project.
If hopefully this slide looks familiar to you, use your prioritization matrices because this hopes eliminate some of the subjectivity and the my project is obviously the best. You want to make sure that all of the projects you do relate to your organizational goals
and they're bigger hitters if I'm going Teoh,
if I'm going to improve the company, I'm gonna want to decrease my cycle time as compared to decreasing HR on boarding time because I want the biggest bang for my book. I want to invest my time where I'm going to have the most the most beneficial outcomes.
And this could be a quick hit or this could be a domestic. But try to make sure that you're
being systematic when you're choosing your projects so that they don't become pet projects. Pet projects are part of the reason why we don't have stakeholder by in and projects aren't successful.
So with that, we went through our project prioritization matrix. You've seen it from yellow belt, make sure to use it. It's a very, very useful tool and helping to eliminate the subjectivity and project selection on. We talked quite a bit about what do we need to think about when we're choosing a project
with specifically when we're looking at our failure reasons, we don't want to propagate those.
So we're gonna be mindful of them as we get started
and our next lecture, we're going to go over our project team Pitfalls or management and pitfalls. So we built. But on that, the number one reason for project failure is team dynamics. We're gonna go ahead and polish that off for you from what we learned in Yellow Belt, So I will see you guys there.