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International Society for

Six Sigma Certifications

Applied Lean Six Sigma

Black Belt

Professional Development | Consulting | IT Staffing | IT Outsourcing | IT Deployments

www.isssc3.com


Six Sigma Certifications Work Breakdown Structure

(WBS)

• Three Purposes:

1. Helps more accurately and specifically define

and organize the scope of the total project

2. To help with assigning responsibilities,

resource allocation, monitoring the project,

and controlling the project

3. Allows you to double check all the

deliverables’ specifics with the stakeholders

and make sure there is nothing missing or

overlapping63Source: Work Breakdown Structure: Purpose, Process

and Pitfills by Micah Mathis, PMP

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(WBS)

• WBS helps to:

– Assign responsibilities, allocate resources,

monitor and control the project

– Makes deliverables more precise and concrete

so that the project team knows exactly what

needs to be accomplished within each

deliverable

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These items are contained in the Lean

Six Sigma Project Charter

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(WBS)

• Information & inputs needed to create a

WBS:

1. Project Scope Statement

2. Project Scope Management Plan

3. Organizational Process Assets

4. Approved Change Requests

5. Work Breakdown Structure Templates

6. Decomposition (PMBOK Guide)

65Source: Work Breakdown Structure: Purpose, Process


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Project Management

• The Black Belt is responsible for creating,

regularly updating and communicating the

following:

1. Work Breakdown Structure

• In Lean Six Sigma (Project Charter)

2. Risk Analysis

3. Communication Plan

4. Stakeholder Analysis

5. Project Schedule

6. Others? 66

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(WBS)

• Steps to creating a WBS:

1. With the project team and key stakeholders

set up the first two levels

First Level: Project Title

Second Level: Deliverables for the Project

Adhere to the 100% rule: - capture 100% of all the

deliverables for the project including internal, external

and interim.



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(WBS)

• Steps to creating a WBS (cont’d):

2. Launch Decomposition –

• breaking down deliverables to successively smaller

chunks of work (called work packages) to be

completed both realistically and within a given time

frame by the team

3. Review work packages for duplications,

omissions and overlaps –

• breaking down deliverables to successively smaller

chunks of work to be completed both realistically

and within a given time frame by the team68Source: Work Breakdown Structure: Purpose, Process


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(WBS)

• Five Common Pitfalls to creating a WBS

1. Level of Work Package Detail

• When deciding how specific and detailed to make

your work packages, be careful not to get too

detailed.

2. Deliverables Not Activities or Tasks

• The WBS should contain a list of broken down

deliverables – what the customer/stakeholder will

get when the project is complete.

• In Lean Six Sigma deliverables are not solutions!



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(WBS)


3. WBS is not a Plan or Schedule

• Cannot be used as a replacement for a project plan

or schedule it is simply a breakdown of deliverables

4. WBS Updates Require Change Control

• Is a formal document, any changes to it require the

use of the project change control process

• This is an important step to control scope creep



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(WBS)


5. WBS is not an Organizational Hierarchy

• Two very different documents

• Organizational Hierarchy shows things like chain of

command and lines of communication

• WBS is restricted simply to a project and shows

only the deliverables and scope of that project



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• The project schedule, charter and risk

analysis are critical to ensure that the

project scope does not creep

Observations & Lessons

Learned

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Project Communication

& Leadership

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Six Sigma Certifications Project Communication &

Leadership

• Section Objectives:

– Discuss Communication and Leadership

Responsibilities

– Review Essential Leadership Skills for

Improvement Teams

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75

Communication Facts

• Project leader and team members spend

the majority of their time communicating

• Utilize– Feedback

– Active listening

– Effective listening

– Observe non-verbal behavior

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Essential Skills of

Communication

• See and ensure that communication is a two-

way process

• Construct clear, concise messages in the

interest of the receiver

• Manage nonverbal behaviors

• Listen actively

• Create a climate of open communication

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Barriers to Communication

• Semantic barriers:

– multiple word meanings

• Language barriers

• Physical barriers:

– distance between individuals

• Personal barriers:

– psychological barriers

– skill level barriers

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Things to remember…..

• Communication is a two-way process with

both people providing feedback to clarify

the message is understood

• The communication climate in the

organization and your team is a key factor

to success

• The basis of open communication is trust

• Your effectiveness as a team leader

falls on your ability to communicate

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Leadership

• Project leader and team members spend

the majority of their time communicating

• Effective leadership involved many

different skills:– delegation

– assigning tasks

– assessing performance

– others????

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Essential Skills of

Leadership

• Maintain and/or enhance team member

self-esteem

• Focus on behavior

• Encourage team member participation

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81

Essential Skills of

Leadership

• Helping to maintain or enhance a team

member’s self-esteem

– Spend time with the team member

– Give positive, specific reinforcement as soon

as possible after a job well done

– Seek team members ideas or opinions

– Give team members challenging or

responsible assignments

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82

Essential Skills of

Leadership

• Focus on Behavior

– It is important to distinguish between

behavior and attitude because inferences

can be wrong

– What can been seen and described

objectively allows team leaders to deal with

team members on the basis of facts rather

than opinions

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Essential Skills of

Leadership

• Encourage Team Member Participation

– Participation is a powerful motivating force

that can improve team member performance

– Participation relates to team members’

higher-level needs for self-esteem and self-

actualization

– Remember team member participation is a

relative term to the degree by which the team

leader encourages participation

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Black Belt Responsibilities

• Serve as the contact point for

communication between the team and the

rest of the organization

• Keep the official team records

• Help the team resolve its problems

• Keep the team moving forward and on

track

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Black Belt Responsibilities

(cont’d)

• Lead by example

• Remain neutral to the process to be

improved and facilitate the team through

the Lean Six Sigma methodology

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Characteristics Six Sigma Black Belt Team Members

Common Goal Assess commitment Sign Team Charter

Trust Integrity/ Don’t Manipulate Sacrifice

Open Communications Escalation Policy Provide Status

Understand Methodology Make sure that everyone is trained Use the right tools

Clear Roles & Responsibilities Choose the right Project Manager Follow Team Charter

Self Monitoring Milestones & Toll Gates Choose the right team

leaders

Roles & Responsibilities

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Stakeholder AnalysisStakeholder Analysis – Commitment Level Assessment Commitment

Stakeholder Analysis Weak Medium Strong Perform

Rev?

TOPIC - Project Charter Approval

Sponsor

Process Owner

Process Experts

Customers

Manager of Impacted Organization

User Community

IT Resources

Other domains of influence

Point Key: Weak = 0, Medium = 1, Strong = 2, Performance Review = 3

Team Leadership

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Questions

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