The Seven Attributes of Excellent Project Management - PMI Central Mississippi Chapter by Craig A. Stevens - www.CraigAStevens.com

The Seven Attributes of Excellent “Project” Management

Is a part of The 7 linked management models and The CMO/PMO organization that Would support it.

Who am I? • LinkedIn https://www.linkedin.com/in/craigastevens/ • Consulting Website – www.e-WBS.com • Books - https://www.amazon.com/Craig-AStevens/e/B07ZQG2YJM/ref=dp_byline_cont_pop_bo ok_1 • Art Website – www.craigastevens.com • Art Facebook Page https://www.facebook.com/craigastevensart • Email Address – craigastevens@westbrookstevens.com • Link to Presentation - www.issuu.com/craigastevens

The Seven Attributes of Excellent Management

Introducing The Seven Attributes of Excellent Management

1. EM-00 - Introducing The Seven Attributes of Excellent Management 2. EM-10 - Building Excellent Leaders 3. EM-20 - Building Excellent Culture 4. EM-30 - Building Excellent Customer Focus 5. EM-40 - Building Excellent People Skills 6. EM-50 - Building Excellent Core Competencies and Problem-Solving Skills 7. EM-60 - Building Operational Excellence and Continuous Improvement of Processes and Systems 8. EM-70 - Building Excellent Metrics with the 7 Steps to Performance Measures 9. LM-20 - Next Steps - Linked Management Models Applications For Excellent Management Copyright © 2019, Craig A. Stevens

What are we talking about?

Phase 1 – The Three Phases of Change

Process of Change

5 (1a) EXTERNAL ENVIRONMENT, International

NA TIO

(1b) EXTERNAL ENVIRONMENT, Domestic

ST RU CT IZA N A UR G R (4) INTERNAL E O (3)

ENVIRONMENT

(5) SYSTEMS

(2) People

Assessment Phase

Problem Solving Solutions Phase

Implementation Phase

Engine of Change Phase 2 – The Seven Attributes of Excellent Management

Phase 5 – Drivers of Change

Phase 4 – Continuous Improvement Phase 3 – Strategy and the Storms of Chaos

6 Phase 6 – Systems Thinking

Project Management is the number one tool to implementing a change! Therefore, How Can we Minimize the natural change Valley/Cocoon phase/dip ?

Project Management (PM) #1 Tool for Change

We Can Control the Depth of the Cocoon Phase Productivity, Morale, Quality

Before A Change During A Change

After A Change

Natural Cocoon Phase

The Dip is Made Up of the 7 Attributes Function = F(x) = a (f(Leadership)) + b (f(Culture)) + c (f(Customer Focus)) + d (f(Teams)) + e (f(Problem Solving + Skills)) + g (f(Change Management + Continuous Improvement) + h (f(Performance Measurement)

10/17/2021

06/18/2001

Westbrook Stevens

Geronimo Stone – and other Books:

Policies

Training

https://www.amazon.com/CraigAStevens/e/B07ZQG2YJM/ref=dp_b yline_cont_pop_book_1

Standards

CMO PMO Systems

Resources

Processes

Assess the Seven Attributes of Excellence Management

People and Team Building

1. 2. 3. 4. 5. 6. 7.

Leadership Culture Customer Focus People – Engagement, Motivation, and Teamwork Core Competencies Change/CI of Systems and Processes Performance Measures Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 ©

Adapted from Palma Buttles-Valdez, Carnegie Mellon ,Process improvement Briefing to Software Engineering Institute, 2008 – who adapted it from and Dr. Mary Lippitt, Enterprise Management, LTD., 1987, ttp://www.jcse.org.za/upload/events/37/organisational_culture_and_people_issues_in_process_improvementdrpalma_buttlesvaldez.pdf 2/13 2013

Elements Required For Successful Change Vision

Resources

Capable Workforce

Capable Processes

Organizational Culture

Incentives

Action Plan

Change

Resources

Capable Workforce

Capable Processes

Organizational Culture

Incentives

Action Plan

Confusion

Capable Workforce

Capable Processes

Organizational Culture

Incentives

Action Plan

Anxiety and Frustration

Capable Processes

Organizational Culture

Incentives

Action Plan

Slow or Little Progress

Organizational Culture

Incentives

Action Plan Action Plan

Reinventing the Wheel

Vision Vision

Resources

Vision

Resources

Vision

Resources

Vision

Resources

Vision

Resources

Leadership

Systems and People

Capable Workforce Capable Workforce Capable Workforce

Capable Processes Capable Processes

Organizational Culture

Capable Workforce

Capable Processes

Organizational Culture

Problem Solving / Skills

Systems and Processes

Incentives

Culture

Action Plan Incentives

People

Barriers to Change Sporadic Change False Starts

Problem Solving/Skills Tools

craigastevens@westbrookstevens.com

The Three Phases of A Change Before the Change

During the Change

After the Change

The Seven Attributes of Excellent Management

Introducing The Seven Attributes of Excellent Management EM-00

White Belt Training

Leadership and the Mobil of Excellent Management

Everything Starts with Leadership! Link to e-WBS.com - Growing Excellent Leaders,

Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 ©

Four Major Management Functions • Planning

• The process of setting goals and deciding how best to achieve them.

• Organizing

• The process of allocating and arranging human and nonhuman resources so that plans can be carried out successfully.

• Leading

• The process of influencing others to engage in the work behaviors necessary to reach organizational goals.

• Controlling

• The process of regulation organizational activities so that actual performance conforms to expected organizational standards and goals.

Stephen J. Carroll and Dennis J. Gillen, “Are the Classical Management Functions Useful in Describing Managerial Work?” Academy of Management Review, Vol. 12, 1987, pp. 38-51.

Traditional Management Versus Excellent Leadership

1. The Law of The Lid Leadership Determines a Person’s Level of Effectiveness (an employee’s) ➢

John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, Thomas Nelson Publishers, 2002

Why empower people? 20. The Law of Explosive Growth • To Add Growth - Lead Followers • To Multiply - Lead Leaders To me….This means EMPOWERING others to make decisions at the lowest logical levels.

craigastevens@westbrookstevens.com

John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, Thomas Nelson Publishers, 2002

Five Sources of Power 1.

Legitimate (Empowerment) - Besides the power of legitimate authority, personal power is available.

2. 3. 4. 5. 6.

Referent Expert Informational Reward--everyone can give rewards Coercive--some individuals can intimidate Feldman writes that according to French and Raven (1959), and later Raven (1974), there are six bases of social power:

Well There’s Your Problem!

Empowering Leaders 12. The Law of Empowerment Only Secure Leaders Give Power to Others ➢

John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, Thomas Nelson Publishers, 2002

The Soft Side of Incubating Leaders

Empowerment and Communication

18. The Law ofCraig Sacrifice Calvin Pepper and Stevens “Project - Maintaining  AManagement Leader Must Give Up to Go Up Quality by➢ Communicating,” John C. Maxwell; The 21 Third Irrefutable Laws of Leadership, Workbook, Thomas Nelson Publishers, 2002 International Waste Management Conference, ASQC, Las Vegas, Nevada, 92

craigastevens@westbrookstevens.com

Commitment

Time

Fred Smith, Founder and CEO of Federal Express Corporation

Personal Effort and Commitment • All we have at the end of the day is personal Effort and Commitment. Forbes Great Minds of Business

The Soft Side of Incubating Leaders

Empowerment and Communication

10. The Lawand ofCraig Connection Calvin Pepper Stevens “Project Management - Maintaining  Leaders Touch a Heart Before Quality by Communicating,” Third TheyWaste AskManagement for a Hand International ➢ John C. Maxwell; The 21 Irrefutable Laws92 of Leadership, Workbook, Conference, ASQC, Las Vegas, Nevada, Thomas Nelson Publishers, 2002

craigastevens@westbrookstevens.com

Commitment

Time

The Soft Side of Incubating Leaders

Empowerment and Communication

Calvin Stevens 7. ThePepper Lawand of Craig Respect “Project Management - Maintaining People NaturallyThird Follow Quality by Communicating,” International Waste Management Leaders Stronger Than Conference, ASQC, Las Vegas, Nevada, 92 Themselves ➢

John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, Thomas Nelson Publishers, 2002

craigastevens@westbrookstevens.com

Commitment

Time

Empowerment and Communication

The Soft Side of Incubating Leaders Calvin Pepper and Craig Stevens “Project Management - Maintaining Quality by Communicating,” Third International Waste Management Conference, ASQC, Las Vegas, Nevada, 92

craigastevens@westbrookstevens.com

Commitment

Time

Keys to Results Calvin Pepper and Craig Stevens 7. The Law of Timing “Project Management - Maintaining QualitybyWhen Communicating,” Third to Lead is as Important As International Waste Management What to Do and Where to Go Conference,➢ASQC, Las Vegas, Nevada, 92 John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, Thomas

Results

Nelson Publishers, 2002

Leadership craigastevens@westbrookstevens.com

Time

Keys to Results Calvin Pepper 5. The LawandofCraig E.F.Stevens Hutton

“Project Management - Maintaining byWhen the Real Leader Speaks, People Quality Communicating,” Third International Waste Management Listen Conference,➢ ASQC, Las Vegas, Nevada, 92 John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, Thomas Nelson

Results

Publishers, 2002

Leadership craigastevens@westbrookstevens.com

Time

Keys to Results Results

Calvin Pepper Stevens 6. The LawandofCraig Solid Ground “Project Management - Maintaining byTrust is the Foundation of Leadership Quality Communicating,” Third ➢ John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, Thomas International Waste Management Nelson Publishers, 2002 Conference, ASQC, Las Vegas, Nevada, 92

Leadership craigastevens@westbrookstevens.com

Time

Keys to Results Calvin Pepper and Stevens 3. The Law ofCraig Process “Project Management - Maintaining byLeadership Daily, Not in a Quality Communicating,”Develops Third International Waste Management Day Conference,➢ ASQC, Las Vegas, John C. Maxwell; The 21Nevada, Irrefutable 92 Laws of Leadership, Workbook, Thomas

Results

Nelson Publishers, 2002

Leadership craigastevens@westbrookstevens.com

Time

Keys to Results CalvinThe Pepper and of Craig Stevens 21. Law Legacy “Project Management - Maintaining byACommunicating,” Leader’s Lasting Value is Quality Third International Waste Management Measured by Succession Conference,➢ ASQC, Las Vegas, 92 of Leadership, John C. Maxwell; The 21Nevada, Irrefutable Laws

Results

Workbook, Thomas Nelson Publishers, 2002

Leadership craigastevens@westbrookstevens.com

Time

Keys to Results Calvin Pepper Stevens 8. The LawandofCraig Intuition “Project Management - Maintaining Leaders Evaluate Quality by Communicating,” Third International Waste Management Everything with a Conference, ASQC, Las Vegas, Nevada, 92

Leadership Bias

Results

➢

John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, Thomas Nelson Publishers, 2002

Leadership craigastevens@westbrookstevens.com

Time

Keys to Results 17. The Lawand ofCraig Priorities Calvin Pepper Stevens “Project Management - Maintaining  Leaders Understand That Quality by Communicating,” Third Activity Not Necessarily International Waste Is Management Conference, ASQC, Las Vegas, Nevada, 92 Accomplishment.

Results

➢

John C. Maxwell; The 21 Irrefutable Laws of Leadership, Workbook, Thomas Nelson Publishers, 2002

Leadership craigastevens@westbrookstevens.com

Time

Two Processes Leading to Empowering others

craigastevens@westbrookstevens.com

What Do Excellent Leaders Do? • Build Excellent Cultures - Create conditions necessary to achieve goals; • Build Excellent Customer Focus - Create a vision for the organization; • Build up People - Motivating & leading people to succeed; • Build Excellent Core Competencies - Influencing others to build the capacity to do activities to fulfill shared goals; • Build Excellence in Change and Continuous Improvement of Processes and Systems - Directing and managing change and Improvement; • Master Performance Measures - Tracking Progress.

The Seven Attributes of Excellent Management

Introducing The Seven Attributes of Excellent Management EM-00

White Belt Training

1. EM-00 - Introducing The Seven Attributes of Excellent Management 2. EM-10 - Building Excellent Leaders 3. EM-20 - Building Excellent Culture 4. EM-30 - Building Excellent Customer Focus 5. EM-40 - Building Excellent People Skills 6. EM-50 - Building Excellent Core Competencies and Problem Solving Skills 7. EM-60 - Building Operational Excellence and Continuous Improvement of Processes and Systems 8. EM-70 - Building Excellent Metrics with the 7 Steps to Performance Measures 9. LM-20 - Next Steps - Linked Management Models Applications For Excellent Management Copyright © 2019, Craig A. Stevens

10/17/2021

What Is Culture? ✓A reflection of the internal environment. ✓A reflection of how the customers see us.

Traditionally to understand culture one looks at several indicators. 10/17/2021

Leadership Driven

The People Factor What is Culture?

Direct Superiors Drive the Employees View of Culture

The Cable that Holds Us Together

Grace Professions

Origins

Parking Places

Offices

Politics Class

Artifacts & Symbols

Language

Generations Race SubCultures

Professions

Values

World View

Ideas

Underlining Assumptions

Norms

Patterns of Behavior

Politics Religion

The Seven Attributes of Excellent Management

Introducing The Seven Attributes of Excellent Management EM-00

White Belt Training

1. EM-00 - Introducing The Seven Attributes of Excellent Management 2. EM-10 - Building Excellent Leaders 3. EM-20 - Building Excellent Culture 4. EM-30 - Building Excellent Customer Focus 5. EM-40 - Building Excellent People Skills 6. EM-50 - Building Excellent Core Competencies and Problem Solving Skills 7. EM-60 - Building Operational Excellence and Continuous Improvement of Processes and Systems 8. EM-70 - Building Excellent Metrics with the 7 Steps to Performance Measures 9. LM-20 - Next Steps - Linked Management Models Applications For Excellent Management Copyright © 2019, Craig A. Stevens

Link to e-WBS.com - Focusing on Excellent Customer Service

• Requirements • SOW • Scope • Expectations • Providing Value

People and Team Building

Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 © 41

Internal and External Customers • Everything we do is for a customer – If we do not do that well, we should not have a job. • Internal Customers • External Customers

The Seven Attributes of Excellent Management

Introducing The Seven Attributes of Excellent Management EM-00

White Belt Training

1. EM-00 - Introducing The Seven Attributes of Excellent Management 2. EM-10 - Building Excellent Leaders 3. EM-20 - Building Excellent Culture 4. EM-30 - Building Excellent Customer Focus 5. EM-40 - Building Excellent People Skills 6. EM-50 - Building Excellent Core Competencies and Problem Solving Skills 7. EM-60 - Building Operational Excellence and Continuous Improvement of Processes and Systems 8. EM-70 - Building Excellent Metrics with the 7 Steps to Performance Measures 9. LM-20 - Next Steps - Linked Management Models Applications For Excellent Management Copyright © 2019, Craig A. Stevens

Link to e-WBS.com - Building Excellent Teams of Empowered People

People and Team Building

Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 ©

With Permission From MedicalGPS Presentation

From MedicalGPS Presentation

People Issues - Yellow Belt Training 1. Business Effectiveness 1. 2. 3. 4.

Motivation and Productivity Understand Differences (Personality Types, Attitudes, and Behavior) Communication Team Building • Conflict Resolution and Cooperation

2. EQ, Mind, Body, and Spirit 1. Health and Safety - Work Environment and Nature of Job 2. Balance of Interest 3. Stress and Anxiety • Feelings of Guilt, Fear of Loss, Injury, and/or Death, Feelings of Purpose of Lack of Purpose, Lack of Rest, Lack of Needs Being Met

From Management, Trevecca Nazarene University MHR Department, McGraw-Hill/ Irwin...Others

Draft Evolution of Management Theory

Pre-classical Contributors Mid to late 1800s

Behavioral Viewpoint

Classical Viewpoint

Scientific Management Robert Owen 1771-1858 Advocated concern for the working and living conditions of workers Charles Babbage 1792-1871 Built the first practical mechanical calculator and a prototype of modern computers; predicted the specializations of mental work; suggested profit sharing

Henry R. Towne 1844-1924 Outlined the importance of management as a science and called for the development of management principles.

Frederick Winslow Taylor 1856-1915 Father of Scientific Management The Gilbreths, Frank and Lillian 1868-1924 1878-1972 Therbligs and Cheaper by the dozen. IE, Bricks Henry L. Gantt 1861-1919 Gantt Charts Bureaucratic Management

Max Weber 1864-1920 Administrative Management

Chester Barnard 1886-1961 Acceptance theory of Authority

Early Behaviorists

Hugo Munsterberg 1863-1916 German Psychology and Industrial Effciency

Mary Parker Follett 1868-1933 Behaviorist Hawthorne Studies late 1920s and early 1930s Human Relations Movement Abraham Maslow 1908-1970 Hierarchy of Human Needs Douglas McGregor 1906-1964 Theory X and Y Behavioral Science Approach

Quantitative Viewpoint

Contemporary Viewpoints

Management Science

Approach aimed at increasing decision effectiveness throught the use of sophisticated mathematical models and statistical methods

Operations Management

Function or field of expertise, that is primarily responsible for managing the production and delivery of an organization's products and services

Management Information Systems

The field of management that focuses on designing and implementing computerbased information systems for use by management

Change Driven Systems/Holism

Craig’s Opinion Systems Theory

Set of interrelated arts that operate as a whole in pursuit of common goals

Everything has to thrive on change Everyone is responsible

Contingency Theory

A viewpoint that argues that appropriate managerial action depends on the particular parameters of the situation

Emerging Views

Japanese Management Type J

Theory Z Henri Fayol 1841-1925 Mining Engineer Division of Work and Generla Principles of Management

Everything Fits Together in one System or is Weeded Out

Maslow’s Hierarchy and PM Needs based on nature of your job’s content and work role in the organization

To completely express yourself on the job by being able to make maximum use of your abilities Selfand skills; to be able to consistently expand Actualand test the frontiers of your capabilities

ization

Esteem, Ego & Status

To gain recognition and esteem from others by demonstrating your competence on job

Social Affiliation

Based on working conditions, salary and benefits

Safety, Security & Order Basic Needs of Human Comfort

After Robert Goodman, Vanderbilt University, 97

To be well accepted by others and to enjoy a friendly work atmosphere

To have job security, stable work conditions and good benefit plans To have agreeable working conditions and income level 48

People, PI, and Comparable Motivational Theories Self-Actualization

Growth

Motivators -advancement -growth -achievement

Esteem

Social/Affiliation

Need for Achievement Need for Power

Relatedness

Safety/Security

Existence

Hygiene -job security -salary -working conditions. -group member

Physiological (Maslow)

Herzberg’s Motivators

Need for Affiliation

(McClelland) Achievement Theory

Needs Theories 49

A Must Master --- Vroom’s Expectancy Theory Valence • Value or importance that a particular outcome has for a person. A person’s desire for or attraction to the outcomes.

Instrumentality • The person’s perception of the extent to which a person feels that performance will lead to a promotion.

Expectancy • A feeling that one’s efforts (performance) will lead to the desired outcome. Boone, Louis E. and Donald D. Bowen, The Great Writings in Management and Organizational Behavior, 2nd edition, Irwin/McGraw-Hill, 1987.

Vroom – Expectancy Theory Motivation involves a 3 step process 1. Does the person fell the second level goal (promotion) is important to him (high in valence). 2. Does she feel that the first level outcome (performance) will provide the second level goal (promotion). 3. Does he feel exerting effort will result in an increase in the first level goal (Performance). Boone, Louis E. and Donald D. Bowen, The Great Writings in Management and Organizational Behavior, 2nd edition, Irwin/McGraw-Hill, 1987.

People Issues 1. Business Effectiveness 1. 2. 3. 4.

Motivation and Productivity Understand Differences (Personality Types, Attitudes, and Behavior) Communication Team Building • Conflict Resolution and Cooperation

People Issues 1. Business Effectiveness 1. 2. 3. 4.

Motivation and Productivity Understand Differences (Personality Types, Attitudes, and Behavior) Communication Team Building • Conflict Resolution and Cooperation

The Seven Attributes of Excellent Management

Introducing The Seven Attributes of Excellent Management EM-00

White Belt Training

1. EM-00 - Introducing The Seven Attributes of Excellent Management 2. EM-10 - Building Excellent Leaders 3. EM-20 - Building Excellent Culture 4. EM-30 - Building Excellent Customer Focus 5. EM-40 - Building Excellent People Skills 6. EM-50 - Building Excellent Core Competencies and Problem Solving Skills 7. EM-60 - Building Operational Excellence and Continuous Improvement of Processes and Systems 8. EM-70 - Building Excellent Metrics with the 7 Steps to Performance Measures 9. LM-20 - Next Steps - Linked Management Models Applications For Excellent Management Copyright © 2019, Craig A. Stevens

Link to e-WBS.com - Mastering Skills, Problem Solving, and Core Competencies,

People and Team Building

Westbrook Stevens, Seven Attributes of Excellent Management Model, 1990 ©

Core Competencies, Skills, and Problem-Solving Tools

The Seven Attributes of Excellent Management 1. Core Competencies and Job Skills 2. Problem Solving Mind Set 3. Problem Solving Toolbox

EM-50

End Products

Decant Fiber

Decant Leaves

Non-Fibrous

Fiber

Stem

Roots

Separation Drying /Aging

Product Tree For Water Hyacinth Harvesting

Core Products/Competencies Based on the Core Competencies Tree by …C.K. Prahalad and Gary Hamel, The Core Competence of the Corporation, Harvard Business Review, May-June 1990

Core Competencies, Skills, and Problem-Solving Tools

The Seven Attributes of Excellent Management 1. Core Competencies and Job Skills 2. Problem Solving Mind Set 3. Problem Solving Toolbox

EM-50

Discipline 1: Mental Models • Those ideas about what is going on -what we think is going on.

Thinking in a box. The Fifth Discipline, by Peter Senge

To Challenge the Way We Look at Problem Solving

Traditional Example of Thinking in a Box

Iceberg Syndrome of Problems What we see - Patient Complaints What we find out when we ask questions - Long Wait Times What we discover as we probe deeper - Poor Process Flow, Delays, and Bottle Necks in Process What we must do - Simplify Process, Rearrange Equipment, and Fine Tune Scheduling Templates

Core Competencies, Skills, and Problem-Solving Tools EM-50

White Belt Training

The Seven Attributes of Excellent Management 1. Core Competencies and Job Skills 2. Problem Solving Mind Set 3. Problem Solving Toolbox 1. Choice and Tool Skills 2. Project Management as A Tool Example 3. Other Deming Examples of Tools Copyright © 2019, Craig A. Stevens

Solving Problems Team Work X Communication Force

Skill Obtained in Using Tool

Time When Problem Has Been Communicated and Team Has Been Empowered

Wall Created By Problems and Barriers

Solving Problems Teamwork X Communication Force

Skill Obtained in Using Tool

Not Enough Time to Use Tools

Wall Created By Problems and Barriers

The Best Tools Will Never Work Problems If The Solving Team Organizational Has No Skill in Using Them Or If it is the Wrong Tool for the Job

MayOrganizational Require Changing Solving Problems The Tool

Deming's Seven Helpful Charts 1. 2. 3. 4. 5. 6. 7.

Flow Chart Run (Trend) Chart Control Chart Cause and Effect Pareto Chart Histogram Scatter Diagram

Mary Walton, The Deming Management Method, Berkley Publishing Group, NY, NY 1986, Chapter 20

Prioritization and Selection Techniques • Pareto Analysis • Quickest and Easiest Way to Get the Wrong Answer - Unless You Use Indexes

• One-to-one Comparison to Quantify Intangibles • BEST SELECTION TOOL EVER

one-to-one comparison method for quantifying intangibles

Number of Defects

Different Types of Defects or Problems or Complaints

50 40 30 20 10 0 1

one-to-one comparison method for quantifying intangibles What if Cost To Our Organization Looked Like the Green Bars?

Number of Defects

60 50 40 30 20 10 0 1

one-to-one comparison method for quantifying intangibles What if Risk to Safety Looked Like the Red Bars?

Number of Defects

60 50 40 30 20 10 0 1

Example of a One-to-one Comparison for Quantifying Intangibles Problem Assume the Criteria For A PM Software Selection • • • • •

Cost Quality Time Service Easy to Use

one-to-one comparison method for quantifying intangibles

Prioritization and Selection Techniques Criteria

A: Cost B: Quality

A: Cost

B: Quality

C: Time

Same 4 Thing A

E: Easy to Use

E/C

+1=

C: Time D: Service

D: Service E: Easy to Use

0 E

one-to-one comparison method for quantifying intangibles

Compare Using Criteria of Cost Weighted as 5 Software

Number 1

Number 2

Number 1

Same 4 Thing 1

Number 2

Number 3

Number 4

Number 3

Number 4

Number 5

X5=

Number 5

one-to-one comparison method for quantifying intangibles

Compare Using All Criteria Criteria / Software

Cost = 5

Number 1

Number 2

Number 3

Number 4

Number 5

Quality = 4

Time = 3

Service = 1

Easy to Use =3

Total

The Seven Attributes of Excellent Management

Introducing The Seven Attributes of Excellent Management EM-00

White Belt Training

1. EM-00 - Introducing The Seven Attributes of Excellent Management 2. EM-10 - Building Excellent Leaders 3. EM-20 - Building Excellent Culture 4. EM-30 - Building Excellent Customer Focus 5. EM-40 - Building Excellent People Skills 6. EM-50 - Building Excellent Core Competencies and Problem Solving Skills 7. EM-60 - Building Operational Excellence and Continuous Improvement of Processes and Systems 8. EM-70 - Building Excellent Metrics with the 7 Steps to Performance Measures 9. LM-20 - Next Steps - Linked Management Models Applications For Excellent Management Copyright © 2019, Craig A. Stevens

Link to e-WBS.com Mastering Change and Continuously Improving Methods and Processes

Why are Systems (and Processes) Necessary? We will Focus More on this When We Get to Model 6: Systems Thinking (ST)

+ Management Gaps 10/17/2021

= Functional Gaps Departmentization

Operational Islands

Harold Kerzner, Project Management, A systems approach to Planning Scheduling and Controlling, Seventh Edition, John Wiley & Sons, Inc. 2001

Physical Systems and Processes can be Tied Together in Layers

From unknown source show example of land. https://searchapparchitecture.techtarget.com/answer/How-will-microservices-development-benefit-enterprisearchitecturehttps://searchapparchitecture.techtarget.com/answer/How-will-microservices-development-benefitenterprise-architecture - Twain Taylor

Peter M. Senge, The Fifth Discipline, The Art & Practice of The Learning Organization, Currency Doubleday, 1994

Example

Number of Jobs being worked

Sales

Positive Word of Mouth

Satisfied Customers

One of the Biggest Problems Westbrook Stevens

8/7/2019

Size of Town Skills Available 144

10/17/2021

The Seven Attributes of Excellent Management

Introducing The Seven Attributes of Excellent Management EM-00

White Belt Training

1. EM-00 - Introducing The Seven Attributes of Excellent Management 2. EM-10 - Building Excellent Leaders 3. EM-20 - Building Excellent Culture 4. EM-30 - Building Excellent Customer Focus 5. EM-40 - Building Excellent People Skills 6. EM-50 - Building Excellent Core Competencies and Problem Solving Skills 7. EM-60 - Building Operational Excellence and Continuous Improvement of Processes and Systems 8. EM-70 - Building Excellent Metrics with the 7 Steps to Performance Measures 9. LM-20 - Next Steps - Linked Management Models Applications For Excellent Management Copyright © 2019, Craig A. Stevens

Link to e-WBS.com - Driving Toward Excellence by Measuring Performance

darn

WHY MEASURE? "You cannot manage what you cannot measure." Tuttle, T.C.; "Strategic Performance Measurement", Conference Proceedings: Sixth Annual National Conference on Federal Quality, Federal Quality Institute, President's Council on Management Improvement, American Society for Quality Control, Association for Quality and Participation, and Quality & Productivity Management Association, 1993, pp. 537-545.

WHY MEASURE? To understand and improve P&Q, it must be measured. Measurements of both efficiency and effectiveness must be done to make decisions concerning problems with the service organization. Stanleigh, M.; "Accounting for Quality", CA Magazine, Volume 125, October 1992, pp. 40-42.

Why Measure? The Benefits! 1. Enhance Ability to Recognize and Reward Extraordinary Individual Performance 2. Enhanced Capacity for Individual Cooperation 3. Satisfied Customers 4. Effective and Satisfied Employees 5. Continuous Process Improvement 6. Increased Profits 7. Enhanced Reputation 8. Innovation 9. Effective Management

Number One Enemy of Excellence

The Number One Enemy of Good Quality Are the Words “I Think” and “I Know!” Making Decisions on Emotion Without Data Dr. Jerry Westbrook on Quality

The Problem is………………. From The Five Disciplines 1:Mental Models • Those ideas about what we think is going on. Problem is we all “Think in a box.”

2: 3: 4: 5:

Personal Mastery Building Shared Vision Team Learning Systems Thinking Peter M. Senge, The Fifth Discipline, The Art & Practice of The Learning Organization, Currency Doubleday, 1994 The Fifth Discipline, The Art & Practice of the Learning Organization Peter M. Senge, Currency and Doubleday, NY, 1990

A Systematic Approach to Measuring Step 1: Know the Rules, Principles, and Objectives Step 2: Understand Organizational Goals Step 3: Select Criteria Related to Goals Step 4: Select Indicators Related to Criteria Step 5: Collect Data Step 6: Process and Analyze Step 7: Use the Information Story Related to The DOE and Performance Measures craigastevens@westbrookstevens.com

Step 1: Know the Rules, Principles, and Objectives What makes sports/work fun? • Everyone Knows The Rules • Everyone Knows the Score Victor Dingus of Tennessee Eastman in 1990

Step 1: Know the Rules, Principles, and Objectives Measure what is important. • Concentrate on the main strategic priorities.

Several things may be important • so a "family of measures" will allow different, even conflicting objectives to be considered. Thor, C.G., "Performance Measurement in a Research Organization," Productivity and Quality Management Frontiers -III, edited by Sumanth, Edosomwan, Sink, and Werther. 1991 Institute of Industrial Engineers.

Step 1: Know the Rules, Principles, and Objectives A system of measures must be used to avoid suboptimization of elements. Salemme, T.; "Establishing Metrics for Service Based Work", Conference Proceedings: Sixth Annual National Conference on Federal Quality, Federal Quality Institute, President's Council on Management Improvement, American Society for Quality Control, Association for Quality and Participation, and Quality & Productivity Management Association, 1993, pp. 528-536.

Step 1: Know the Rules, Principles, and Objectives Measures are useless if the results are not used as feedback to someone. Thor, C.G., "Performance Measurement in a Research Organization," Productivity and Quality Management Frontiers -III, edited by Sumanth, Edosomwan, Sink, and Werther. 1991 Institute of Industrial Engineers.

Step 1: Know the Rules, Principles, and Objectives Simple, usable metrics, must be developed Shycoff, D.B.; Key Criteria for Performance Measurement, Comptroller of the Department of Defense, Directorate for Business Management, 1992.

"You have to measure things that are basic. If it's not simple, not easily understood, nor easily tracked, then don't bother measuring it because nobody will ever use it." Gould, L.; "Measuring Business Reengineering is Part of Its Success", Managing Automation, May 1993, pp. 45-47.

Should Not Be Used To Punish......................

The Seven Attributes of Excellent Management

Introducing The Seven Attributes of Excellent Management EM-00

White Belt Training

1. EM-00 - Introducing The Seven Attributes of Excellent Management 2. EM-10 - Building Excellent Leaders 3. EM-20 - Building Excellent Culture 4. EM-30 - Building Excellent Customer Focus 5. EM-40 - Building Excellent People Skills 6. EM-50 - Building Excellent Core Competencies and Problem Solving Skills 7. EM-60 - Building Operational Excellence and Continuous Improvement of Processes and Systems 8. EM-70 - Building Excellent Metrics with the 7 Steps to Performance Measures 9. LM-20 - Next Steps - Linked Management Models Applications For Excellent Management Copyright © 2019, Craig A. Stevens

Phase 1 – The Three Phases of Change

Process of Change

5 (1a) EXTERNAL ENVIRONMENT, International

NA TIO

(1b) EXTERNAL ENVIRONMENT, Domestic

ST RU CT IZA N A UR G R (4) INTERNAL E O (3)

ENVIRONMENT

(5) SYSTEMS

(2) People

Assessment Phase

Problem Solving Solutions Phase

Implementation Phase

Engine of Change Phase 2 – The Seven Attributes of Excellent Management

Phase 5 – Drivers of Change

Phase 4 – Continuous Improvement Phase 3 – Strategy and the Storms of Chaos

6 Phase 6 – Systems Thinking