Cesare Riccardo FogliPMP Project Manager - MPM - CSSBB Lean Six Sigma Black Belt professional| Abb S.p.A.Nova Milanese, Monza Brianza, Italy
In your company is there a systematic process to capture triggers that may lead to an idea to initiate a project for the continuous improvement portfolio? Is it exists, is it a centralized process or project proposals creation is somehow distributed across the organization? Saving Changes...
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Jeremy LunsfordManager| ONEOK, Inc.Collinsville, Ok, United States
We have a management team that is cross departmental. They meet quarterly to review projects and assign resources. We also have a Share Point site that anyone can post potential projects.
This process has worked to capture projects and assign resources for projects that meet our strategic needs.
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1 reply by Cesare Riccardo Fogli
Sep 30, 2016 4:09 AM
Cesare Riccardo Fogli
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Thank you Jeremy for your reply. That's how more or less we are managing the process. The sharepoint idea is really good and helps a lot in sharing information. The only concern I feel it's that I don't see a real process owner, and project initiation activities are managed by the functional managers according their own priorities.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
We have an special Enterprise PMO division to do that.
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1 reply by Cesare Riccardo Fogli
Sep 30, 2016 4:11 AM
Cesare Riccardo Fogli
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I think this should be the goal when the number and the impact of projects has reached a threshold that cannot be managed informally.
Thank you for your feedback!
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
In my ex-company, the head office had a special department for that.
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1 reply by Cesare Riccardo Fogli
Sep 30, 2016 4:14 AM
Cesare Riccardo Fogli
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Hello Rami, thank for your reply. I think that engaging actively specialists and lean professionals can give a boost to project creation process .
Saving Changes...
Cesare Riccardo FogliPMP Project Manager - MPM - CSSBB Lean Six Sigma Black Belt professional| Abb S.p.A.Nova Milanese, Monza Brianza, Italy
Sep 29, 2016 5:13 PM
Replying to Jeremy Lunsford
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We have a management team that is cross departmental. They meet quarterly to review projects and assign resources. We also have a Share Point site that anyone can post potential projects.
This process has worked to capture projects and assign resources for projects that meet our strategic needs.
Thank you Jeremy for your reply. That's how more or less we are managing the process. The sharepoint idea is really good and helps a lot in sharing information. The only concern I feel it's that I don't see a real process owner, and project initiation activities are managed by the functional managers according their own priorities. Saving Changes...
Cesare Riccardo FogliPMP Project Manager - MPM - CSSBB Lean Six Sigma Black Belt professional| Abb S.p.A.Nova Milanese, Monza Brianza, Italy
Sep 29, 2016 6:17 PM
Replying to Sergio Luis Conte
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We have an special Enterprise PMO division to do that.
I think this should be the goal when the number and the impact of projects has reached a threshold that cannot be managed informally.
Thank you for your feedback!
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1 reply by Sergio Luis Conte
Sep 30, 2016 7:32 AM
Sergio Luis Conte
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Not exactly. It is a matter of strategy.
Saving Changes...
Cesare Riccardo FogliPMP Project Manager - MPM - CSSBB Lean Six Sigma Black Belt professional| Abb S.p.A.Nova Milanese, Monza Brianza, Italy
Sep 29, 2016 7:12 PM
Replying to Rami Kaibni
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In my ex-company, the head office had a special department for that.
Hello Rami, thank for your reply. I think that engaging actively specialists and lean professionals can give a boost to project creation process .
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1 reply by Rami Kaibni
Sep 30, 2016 11:22 AM
Rami Kaibni
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You have a point but you need to finding the right team is not easy in such situations.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Sep 30, 2016 4:11 AM
Replying to Cesare Riccardo Fogli
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I think this should be the goal when the number and the impact of projects has reached a threshold that cannot be managed informally.
Thank you for your feedback!
Not exactly. It is a matter of strategy. Saving Changes...
I a prior company, they implemented un-continuous improvement, calling it continuous. It was beneficial, but always to respond to a situation not really continuous.
In some case it goes with a trend/fade a bit like Agile these day (don't get me wrong Not that I don't like Agile).
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1 reply by Cesare Riccardo Fogli
Oct 04, 2016 4:18 AM
Cesare Riccardo Fogli
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Yes I know what you mean. I think it is a quite common way to tackle the continuous improvement in companies that have not a great organizational maturity.
Saving Changes...
Cesare Riccardo FogliPMP Project Manager - MPM - CSSBB Lean Six Sigma Black Belt professional| Abb S.p.A.Nova Milanese, Monza Brianza, Italy
Oct 03, 2016 3:29 PM
Replying to Vincent Guerard
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I a prior company, they implemented un-continuous improvement, calling it continuous. It was beneficial, but always to respond to a situation not really continuous.
In some case it goes with a trend/fade a bit like Agile these day (don't get me wrong Not that I don't like Agile).
Yes I know what you mean. I think it is a quite common way to tackle the continuous improvement in companies that have not a great organizational maturity. Saving Changes...
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