“Dee eff emm eee aaay”…? #pmot #in

DFMEADFMEA or Design Failure Modes Effects Analysis is a Risk Management Tool which is widely used throughout the Automotive Industry.

DFMEA is a Team activity which is led by the Project Manager or Senior Design Engineer.

It involves using a set form & identifying the risks in the project.

Each Risk is called a Failure Mode. Each has an Effect. The Severity of this Effect is assigned a score where 10 is high impact & 1 low impact.

Each Failure Mode also has a Cause which is ranked according to its Occurrence or likelihood between 1 & 10.

Each Failure Mode also has a Current Control and its chance of detection is ranked 10 unlikely to 1 likely.

The product of Severity x Cause x Control gives us a Risk Priority Number or RPN which gives us a measure of the size of the problem and the urgency to address it.

Identifying a Recommended Action for each Failure Mode leads us to rescoring the Occurrence & Detection and subsequently reducing the RPN.

The key to success of DFMEA is not to get too hung up about the scores and to use it as intended, as a comparative tool for Risk Analysis.

chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter

View Chris Robinson's profile on LinkedIn

; Keep up to date by becoming a  facebook
fan

project managers and business consultants

The difference between price & cost…#in..#pmot

price & cost

How many times have you inherited a project and had major problems with a supplier who was selected because they were cheap !

This perception of “cheap” is normally based purely on price and takes absolutely no account of the total cost of ownership of the product or service.

Selecting suppliers purely on price is never a good idea.

Here are some great tips from Businesslink:-

What you should look for in a supplier

There are a number of key characteristics that you should look for when identifying and short listing possible suppliers. Good suppliers should be able to demonstrate that they can offer you the following benefits.

Quality and reliability

The quality of your supplies needs to be consistent – your customers associate poor quality with you, not your suppliers. Equally, if your supplier lets you down with a late delivery or faulty supplies, you may let your customer down.

Speed and flexibility

Being able to place frequent, small orders lets you avoid tying up too much working capital in stock. Flexible suppliers help you respond quickly to changing customer demands and sudden emergencies.

Value for money

The lowest price is not always the best value for money. If you want reliability and quality from your suppliers, you’ll have to decide how much you’re willing to pay for your supplies and the balance you want to strike between cost, reliability, quality and service.

Strong service and clear communication

You need your suppliers to deliver on time, or to be honest and give you plenty of warning if they can’t. The best suppliers will want to talk with you regularly to find out what needs you have now and how they can serve you better in the future.

Financial security

It’s always worth making sure your supplier has sufficiently strong cashflow to deliver what you want, when you need it. A credit check will help reassure you that they won’t go out of business when you need them most.

Always remember the difference between price & cost

chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter

View Chris Robinson's profile on LinkedIn

; Keep up to date by becoming a  facebook
fan

project managers and business consultants

So what’s the plan…….#pmot #in

project-planningAs a rough guide a Project Manager should put 70% effort into planning a project and 30% running it.

At first glance this statement may appear to be the wrong way round but experience shows that the planning phase of a project is by far the most critical one.

Here are some attributes of a well developed plan:-

* It should flow from start to finish.

* There should be a series of linked tasks from start to finish.

* Each task should have a named resource assigned to it.

* Everyone assigned to a task should have agreed and committed to the timescale.

* There should be a clearly identified Critical Path.

* The plan should be visible to key stakeholders in the organization.

* It should be reviewed and updated regularly.

Once all of the above has been fulfilled the management of the project becomes a relatively easy task.

If you need help planning your key project get in touch now

chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter

View Chris Robinson's profile on LinkedIn

; Keep up to date by becoming a  facebook
fan

project managers and business consultants

Nokia upwardly mobile….#pmot…#in

  • “We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven’t been delivering innovation fast enough. We’re not collaborating internally. Nokia, our platform is burning.” – Stephen Elop, CEO Nokia.

nokiaThe recent internal memo “leaked” from Nokia & published on technology website Endgadget.com demonstrates the need for any corporation, but particularly those in the Technology arena, to have a continuous stream of new product developments flowing to the market. This is the direct result of a new product routemap which clearly identifies Customer needs, market trends and technology requirements.

New Product Development should not be a haphazard process but one which is planned years in advance. It should also be adaptable to allow flexibility in the case of new technological or market developments.

Not so long ago Nokia held pole position in the mobile phone market with huge market share. Now they are languishing behind Apple & others in the
Smartphone arena and are struggling to compete with Chinese manufacturers at the bottom end of the market.

However, all is not doom and gloom. The new CEO Stephen Elop obviously
recognises the problems and is keen to address them. This is the key important step in any recovery. Rather than just bury his head in the sand he is tackling the issues head on which is good news for Nokia empoyees and shareholders.

If you need help with your product development process get in touch NOW!

chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter

View Chris Robinson's profile on LinkedIn

; Keep up to date by becoming a  facebook
fan

project managers and business consultants

10 tips to get that problem project back on track #pmot #in

1)       Create Space – nothing clouds judgement more than pressure to create a fast solution. Tell stakeholders you are assessing the situation and will provide an update in 1 weeks time.

2)       Talk to everyone involved in the project and get their perspective. Make it an informal chat, reduce the pressure and you will get more honesty.

3)       When you have identified what the problem is get the team together to Brainstorm possible solutions. Try an Ishikawa diagram to clarify whether the problem is with men (people) , machines, method, materials or environment (external factors)Ishikawa Diagram

4)       Pick the top three possible solutions and start experimental work to evaluate success.

5)       Implement the solutions in the timeline to evaluate timescales.

6)        Agree with the Team a primary solution and a contingency plan.

7)       Inform stakeholders of the revised timescale.

8)       Execute the plan, keep a close watch on progress and issue daily updates if required.

9)       On completion hold a “lessons learned”  meeting to minimize the chances of repetition.

10)    Celebrate Success – take  the team for a beer  or a sticky cake 😉

chris 002chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter


View Chris Robinson's profile on LinkedIn

; Keep up to date by becoming a  facebook
fan

project managers and business consultants

#Zen & the Art of Project Management* #pmot #in

buddha Don’t ask me what “Zen” is.

I am not qualified to answer such a question. All I can say is that anyone who studies Zen applies it to their daily lives and work.

As a project manager I apply Zen in the following ways:-

1) When constructing a project plan  I think of the plan as a river flowing to the sea.  It never goes uphill and avoids major obstructions. It has a natural rythym to it with everything happening in the right order.  I check it once, twice, thrice then I get the Team to review it.

2) When allocating timescales I ask the person who is actually doing the task. I might push them to do it quicker but I need timescales which are aggressive but realistic. I need that person’s commitment.

3) I never lie to the customer. I always keep them appraised of progress even if its bad news. Once trust is lost it’s gone forever.

4) I always offer the customer options. If my timescale has slipped I offer alternative solutions.

5) I am neither overly optimistic nor pessimistic.

6) I tell Senior Management the bad news. They dislike obfuscation even more.

7) I never allow myself to be bullied into giving unrealistic timescales. What’s the point, I will only look stupid when we can’t meet them.

8) I am open & honest with my team and expect the same in return.

9) “Best laid plans of mice & men gang aft agley” – say no more!

10) Calmness in the eye of the storm is either a sign of great leadership or incredible stupidity.

* Recommended reading: Robert M Pirsig – Zen & the art of motorcycle maintenance.

chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter

View Chris Robinson's profile on LinkedIn

; Keep up to date by becoming a  facebook
fan

project managers and business consultants

10 ways to succeed as an Interim…#pmot #in

consultants5Operating as an Interim Project Manager requires a different skill set to that of a regular employee. Here are 10 ways to guarantee success as an Interim….

1) Be flexible – the more flexibility you can exhibit in terms of daily rate, location and job role the more opportunities will come your way.

2) Put the Client first – always act in a professional manner and put the needs of the client first. This will pay off to your benefit in the long term.

3) Make a great impression – find something which needs fixing early on and do it, then tell everyone you’ve done it. A good impression early on reassures the client they have made the right choice.

4) Fit in  to the Culture – If everyone wears a suit and a tie do likewise, if its casual dress on a Friday adopt this code. If you can fit in to the culture you will become “part of the furniture”

5) Avoid politics – this is one of the many benefits of interim work, you really don’t need to get involved.

6) Add Value – whatever the role make sure the client is getting their money’s worth.

7) Get on with everyone – it’s not that difficult, you’re not going to be there forever so don’t make enemies.

8) Act as a guest – you are a guest of your client, act like one.

9) Know when its time to g0 – don’t prolong your term for monetary gain, when your job is done leave. The client will appreciate this more than anything and seriously consider you for a future role.

10) Network – take the opportunity to expand your network and get some referrals.

Do you have any more tips for interims ?

chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter

View Chris Robinson's profile on LinkedIn

; Keep up to date by becoming a  facebook
fan

project managers and business consultants

Are you earning your value ? #pmot #in

earned-valueEarned Value is a term which allows us to determine where we are in a project in terms of progress against plan. If we talk about expended cost at a particular moment of time we have no idea whether we are ahead or behind the plan unless we measure the amount of work done and the time expended doing it.

Earned Value allows us to make a measured judgment and may be defined as “The value of work performed expressed in terms of the the approved budget assigned to that work for a scheduled activity” – PMBOK

Earned Value Technique integrates the time, cost and work done.

EV = Earned Value – Estimated Value of the actual work completed.

AC = Actual Cost – Actual cost charged for the work done so far.

CV = Cost Variance – Difference of Earned Value minus Actual Cost.

CV = EV – AC

A positive value means UNDER budget.

A negative value means OVER budget.

Earned Value Technique is a useful tool for measuring progress against plan and for helping to control budget effectively.

chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter

View Chris Robinson's profile on LinkedIn

Keep up to date by becoming a  facebook
fan

What makes an Organization “Excellent”.. Part II…#pmot…#in

excellent+organization2 How does your Organization treat the people it employs ?

In the last recession it was noticeable how some organizations were quick to fire whilst others made extraordinary efforts to keep their staff. Many of the latter were Automotive companies who valued the skills and capabilities of their workforce. Of course there was self serving interest at work here as skilled workers cost a lot to train, however it is recognised that LEAN Organizations put a lot of emphasis on recognizing and rewarding their staff who, in turn, accept more responsibility as a consequence.

How is your salary calculated ?  Does your Organization have a structured pay scale and take into account National & Regional variations for your pay grade or do you just get minimum wage ?

What about training ?  does your Organization provide regular opportunities for upgrading your skills; does it pay for courses you wish to attend ? or do you struggle to further yourself via education at  your own cost.

How about the Culture ?  A “blame culture” is a sure sign of an Organization in trouble. Laying the blame means you don’t take responsibility for your own actions.

Excellent Organizations treat their staff like their customers.

Is your Organization Excellent ?

chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter

View Chris Robinson's profile on LinkedIn

Chris Robinson | Create your badge

PGBANNERSTATIC

What makes an organization excellent ?….#pmot..#in

excellent+organization

As Bill or Ted would ask:-

“What makes an organization excellent” ?

Recently I had an accident in my car. (aaahhh! I hear you say 😉

Don’t worry I was OK but my car wasn’t !!!

I knew my insurance policy mentioned a courtesy car so I felt reassured that at least I would have transport for getting to work. You can imagine my disappointment when I contacted the Insurance company to be told I wouldn’t get a courtesy car because of clause xyz in the small print !

How many times has this happened to you, you query some service only to be told you are exempt and should have read the small print ! It is infuriating, you feel let down, dissapointed and angry.

COME OFF IT YOU GUYS, surely you realize when this happens we just take our business elsewhere.

So, one key aspect of an excellent organization is TRANSPARENCY.

Your customers should get exactly what they expect when they expect it.

We will cover other attributes of Excellent organizations in future posts.

chris@projectsguru.co.uk

www.projectsguru.co.uk

Follow projectsguru on Twitter

View Chris Robinson's profile on LinkedIn

Chris Robinson | Create your badge

PGBANNERSTATIC