6.4 DMAIC Stakeholder Structure

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9 hours 3 minutes
Video Transcription
Hi, guys. Welcome to do make projects to make stakeholder structure on Katherine MacGyver. And today we're gonna do a quick refresher of the project stakeholders and awareness of the domestic stakeholder structure.
So is you remember, from our earlier team development modules, we talked about the six rolls on the lean six Sigma team. We have the lean six Sigma facilitator. So this is going to be the person who functions as your project leader. They're gonna be the one that's responsible for tool selection. Overseeing data analysis is making sure your project follows
the domestic milestones reviewing the toll gates with your sponsors. Then you're going tohave your sponsor. This is the person whose authority of the project is chartered under or the the leadership person who's given you and your project team the ability and permission
to seek improvements or alternate ways of doing business.
You have your project champion who is sometimes your sponsor and sometimes not. But that's the leadership person who removes barriers for the project team. So if you're coming up against some hiccups, this is the person that you're facilitator would go to. You have your process, owner. This is going to be the person who is ultimately going to receive
the new and improved process.
They're probably a supervisor manager already, and they work on the process as is, but they're the ones that you're going to transition. When we complete the control phase of our domestic project,
you're gonna have your stakeholder or stakeholders thes air going to be people who have an interest in the project either your suppliers and your customers or other organizations that are with other groups that you work with within your organization. So, for example, if you were doing a human resource is project
you may have some of you may have some interesting stakeholders
from payroll and then your subject matter experts. These were going to be the people who are the knowledge authorities on your process. They can be very tenured, but experience isn't necessarily an exclusive reason for including them on your project, what you're looking for, there is knowledge and thought leadership.
So when we talk about our domestic team authority, we talk about how you've been chartered by a sponsor, which means that fundamentally, your team works under that sponsors, um, authority. So, for example, I primarily work under
operating officers. So under chief operating officers. Which means that as the lean six Sigma facilitator for the chief operating officer, I carry with us with me their authority to come in and ask questions. Collect data, assigned tasks to employees who aren't necessarily on project teams generally related to data collection. But doing interviews, those sorts of things
the to make teams are accountable to their project sponsor. So even though we talk about lean six Sigma positioned within the organization, the teams themselves and their outputs and objectives are accountable to their sponsor.
And as such, the facilitator is responsible for reporting progress and reviewing any barriers. So when we talk about barriers, thes air things that
we don't have access to, what we need, either information or physical we're running up against, we don't necessarily have enough resources to do what we're looking to do. We're not getting the support or buying that we need for a team. These are all things that you're you're lean six sigma facilitators going to review
with your sponsor as we come upon our toll gates, which our next module
when we talk about project stakeholders. So if you remember, we had a module related specific to the two performing stakeholder analysis. When you start a project, or when you start thinking that you're going to do a project, so you have selected
a reduced cycle time project from our project Prioritization matrix,
you're going to start doing this idea of due diligence or project Discovery. It's not quite yet a lean Six Sigma project. You're still doing the data analysis or, more specifically, collection an investigation to draft your charter, really come together and say
This is a lean Six Sigma project? As part of that stakeholder analysis is one of the components.
So you're going to want to for the process. As you're starting to identify your scope for your charter, which we're gonna go over coming up, um, break out Who are the key stakeholders and what are their positions towards this process throughout the organization. So when we say
key stakeholders relating to process, we're talking about what are the groups that are impacted or have an influence in this process?
it's important to call out your key stakeholders because when you are starting to think about doing a project, generally your lean six Sigma projects are not directed to you by a sponsor.
So what that means for you is that you leading the project confined, that the most appropriate sponsor and we talked a little bit and stakeholder analysis is faras navigating the political minefield and seeing the chess board where the pieces are. So,
for example, if you were to do that same project with human resources and payroll influence, But as you're going through and doing your discovery or your investigation to start the project, you discover that it is less of a human resource. Is project and more of a finance project.
Then you're going to want your sponsor to be CFO or the appropriate finance leader
because they're the ones that will be who your whose authority you're working under.
It's a little bit different if you are dictated to do a project. So if you are sponsor says, I need you to do this. That sponsor is going to take on the project. But if it's one of the grassroot ones that came from your culture of continuous improvement and from your prioritization matrix,
there may be some aspect in finding the most appropriate sponsor
to ensure that the barriers and the buy in our as you need for the project to be successful.
So when we're remembering or when we're looking back on our stakeholders structure, we want to remember that strong sponsors are important to our success. Not only do they provide the authority for us to work under, but they also are very helpful in making sure that we eliminate the barriers and get the resource is that we need.
And then the other part of this is, is when you're talking about doing stakeholder analysis
for your specific project, think back to our team developments lives when we talked about the forming Norma performing, storming, norming and performing. If you end up switching people out in your project team, you will reset that team development cycle. So you do want to be mindful of that.
So that's it for a quick refresher on our domestic stakeholder structure. Our next module is about toll gates, where we'll dive even deeper into sponsor responsibilities and projects
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