7.5 Define Tollgates

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9 hours 3 minutes
Video Transcription
Hi, guys. Welcome to define phase. Define toll gates. I'm Catherine MacGyver, and today you're going to get the ability to identify the define phase. Told Gates. So congratulations. You have completed all of the tasks needed to move your project from your defined phase
to your measure phase.
So let's do a really quick rundown on what those tasks are.
So when we talk about toll Gates, remember we talked about this is how we know we are ready to move the project forward, and we have completed the requirements to ensure that we keep our structure and our lean six Sigma methodology. So how do you the team know? First
you have your team?
Um, they're assembled. They're on board with their rules and expectations, so they know why they're on that table and what their contributions are going to be. So we talked a little bit about this during team development and helping to articulate the team while they are forming so
clarity on rolls expectations, understanding that they may start storming during this. So you might see some headbutting, especially again around rolls, expectations, ideas, those sorts of things,
has the voice of the customer been determined. So when we talk about voice of the customer being determined here, we want to know which customer we're listening to. Is this an internal customer? Is this an external customer? So I talked quite a bit about my imaginary pizza joint. That's going to be our external customers. When we talk about our Billings apartment,
those were going to be our internal customers.
Um, is the project charter completed? So, do you have a consolidated project charter that has the elements that you need? The problem statement, the business case, your objectives, your scope, your team members and your major time frames or your phase time frames?
And then when we talk about if needed, is a process I pocket tool completed.
So if you go back to our what is a process module, we talk about the sigh pocket tool, which is suppliers, inputs, process outputs and customers.
The reason why we say if needed is this tool is really used for common understanding. We we use it to get everybody on board with who are our major stakeholders. These are suppliers and our customers are inputs and outputs. So what are the things we need to do our process. And what is what are we doing?
Um, or what are we trying to do in our process or outputs
and then our process? Which of those activities and test that convert those inputs into outputs if you have a project team that is fairly familiar with the process or is able to
come together with their understanding fairly easily. The site Bachtel may not be the best investment of your time if you have a project team that is from a lot of disparate stakeholders. So you have 1,000,000,000 human resource is and sales in those sorts of things or a team that is less
familiar with the lean six Sigma process. A sidewalk tool is a very worthwhile investment it brings. It helps
start your team in thinking about process based thinking, inputs, activities or process and outputs. These are the types. This is the type of framework that they're going to need as we move into our measure and are analyzed phase. So
if your team is needs it, you should definitely do it. If your team does not need it, it is optional.
Um, when you get there and you have all of these things together and you're ready to go to your project sponsor. Your project sponsor is gonna look over your, um, major parts of your your charter. So we keep talking about our problems statement our business case. They're going to want to make see what is the problem and why do I care? Goals and objectives.
What do you want to accomplish out of this project?
Project scope. What we can do, what we can't do. Team members who are my taking off of other tasks to do this lean six Sigma project. So it's important to think about when I keep saying that Lean six Sigma is expensive for organizations. I'm not necessarily talking about finances. I'm talking about employee capacity. So
if you are going to be on a project, it means that your sponsor is arguably removing you from another type of work. So when we're talking about positioning our charter for our sponsors, we want to show the value in doing this project such that you can take 5 to 7, maybe 10 people away from their day job
to invest in doing this work. So
who your team members are and your proposed timeline. How long? Approximately. But not forever. Do you think that this project's gonna take
So once you have all of those things in your facilitators sits down with a sponsor and has these conversations, we, the sponsor and the team have clarity on what the project are and what their expectations are. And your your sponsor is going to
charter your project. So now, once you have your sponsor's approval in alignment, you are moving forward. Congratulations. You have finished the defiant phase, and in our next module, we are going to start the measure phase.
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