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wait. If we don t prove to the board we can hit the numbers this quarter, they re going to close the plant. Nobody
seemed to mind that John cancelled the next meeting because everybody was getting the same message from their
own boss.
Eventually, John came up for air and realized that his team was weeks behind schedule. Another look at the pyramid
convinced him that root cause of their difficulty was still higher than procedures. All of the team members were having
difficulty with conflict between their roles on the team and their regular jobs, and the goals of the team seemed to be
in conflict with the shifting goals of the company.
John decided to use the Project Team Effectiveness Survey with the team to confirm that this was what was
getting in the way of their being effective. The results of the survey confirmed his suspicion. John was then able to sit
with the team and the sponsor and work on clarifying and refocusing the goals of the team so that it would be clear
how they could contribute to the needs of the plant. With a renewed sense of purpose, the team got back to work.
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Part III: Getting Buy-in for Your
Project
Chapter List
Chapter 10: The Politics of Six Sigma Projects: Planning to Get Support and Cooperation from People Outside the
Team Chapter 11: Five Ways to Influence People to Cooperate with Your Six Sigma Project Chapter 12: How to
Communicate with People Whose Help You Need Chapter 13: How to Be a Better Listener So That People Will
Want to Help You Chapter 14: How to Avoid the Pitfalls of E-Mail on Six Sigma Projects Chapter 15: How to
Make an Effective Presentation About Your Six Sigma Project Chapter 16: What to Do When You re Not Getting
Cooperation Chapter 17: Sample Plans for Getting Buy In
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Chapter 10: The Politics of Six
Sigma Projects: Planning to Get
Support and Cooperation from
People Outside the Team
Overview
What would happen if, in the measure phase of DMAIC, you didn t identify the data you need, create a
data-collection plan, and then implement that plan? What if you just asked random people to give you whatever data
they thought might be useful? That wouldn t be an effective approach, would it?
It s no different with getting support and cooperation for your project. You can t just barrel ahead and hope for the
best. The key to getting support and cooperation from people outside the team is to think in advance about what you
need, and from whom ... and then plan on how to get it.
We call this approach stakeholder management, and it consists of three steps:
1.
Identify your project stakeholders.
2.
Analyze them.
3.
Create a plan to get their support.
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Step 1. Identify Your Project Stakeholders
Definition
Stakeholders are any individuals or groups who have a stake (or vested interest) in your project.
"
They are affected by or can affect the outcome of your Six Sigma project.
"
Either of you may lose or gain something as a result of what the other does.
"
You may supply them with something they need, or vice versa.
"
You can make each other s lives easier or more difficult.
What to Do:
1.
Use a worksheet like that shown in Tool 10-1 to list your stakeholders. (We ll discuss the map later in this
chapter.)
Worksheet: Project Stakeholder Identification
Tool 10-1.
2.
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Use the Checklist: Potential Project Stakeholders (Tool 10-2) to identify obvious and not-so-obvious
stakeholders. List them on your worksheet.
Checklist: Potential Project Stakeholders
Tool 10-2.
3.
Think of all the major activities of your project.
o
Identify people (individuals or groups) who are affected by each activity and add them to your worksheet
list.
o
Identify people who could affect the success of each activity, and add them to your list.
4.
For each project stakeholder, consider whether that person s boss or direct reports are also stakeholders; [ Pobierz całość w formacie PDF ]