Using the Continuous Process Improvement Model

As Figure 15-6 illustrates, CPIM is a four-phase model. I developed it specifically to be applied to the improvement of project management process and practice, but it can be applied to any type of business process. It is a way of life in organizations that want to attain and sustain a competitive position in fast-paced information-age industries.

Figure 15-6: Continuous Process Improvement Model

Phase 1: Foundation

The purpose of the Foundation Phase is to establish the overall structure of the CPIM. It begins at the highest level of definition in the organization and relates that to the processes that drive the business of the enterprise. It consists of the following four activities executed in sequence:

1. Develop mission/vision statement.
2. Identify CFs.
3. Identify business processes.
4. Relate CFs to business processes.

Develop Mission/Vision Statement

The mission and vision statements will come from the most recent version of the strategic plan of the enterprise. If such statements do not exist, they need to be developed. That development is outside the scope of this book. In their absence the CPIM has no foundation on which to be undertaken. Using mission and vision as the foundation of the CPIM assures that the PMLC models align with the purpose and direction of the enterprise.

Identify CFs

What are those few factors on which the success of the enterprise depends? In completing this part of the PQM there is considerable latitude. For example, I once was engaged by a hospital to implement a quality improvement program for patient services. In place of the CFs they had identified six quality metrics that were established to measure the level of patient care provided. These metrics all had a threshold value set that the administration felt had to be achieved if the hospital was to be successful.

Identify Business Processes

Further to the point is what can be done to ensure they happen? The bottom-line question here is what processes are adversely affected by the realization of the CFs? Again, there is a great deal of latitude in how this part of the PQM is used. For example, a hospital's quality-improvement program identified all of the departments and the processes they used that had direct contact with patients in providing any patient care. Everything from the meal service to blood sampling to taking vitals was included. I have also used departments, process steps, and business processes. The PQM is quite adaptable. You decide what defines the rows and columns.

Relate CFs to Business Processes

If a business process (or whatever you are using to define the rows of the PQM) affects a CF (or whatever you are using to define the columns of the PQM), place an indicator of that relationship in the corresponding row/column intersection. That produces a PQM like the one previously shown in Figure 15-2. To complete column 11 in the example, simply count the number of CFs that can impact a business process. That is the correlation factor. For the example in Figure 15-2, it is a number ranging from 0 to 10. The entries in column 12 will be the assessed maturity level of each business process or process step.

Phase 2: Assessment and Analysis

The purpose of the Assessment and Analysis Phase is to identify several areas for potential improvement of process and practice. It consists of the following four activities executed in sequence:

1. Conduct gap analysis.
2. Select knowledge area or PM process
3. Identify improvement opportunities.
4. Analyze improvement opportunities.

Conduct Gap Analysis

At the completion of an improvement program for a process, the Zone Map should be updated. Because of the just completed improvement program, one or more processes will be changed and perhaps occupy different cells in the Zone Map. That will change the relative priorities of the remaining processes.

In collaboration with senior management, you will have established the target maturity levels for each Knowledge Area or a process within a Knowledge Area. The difference between the targeted maturity level and the actual maturity level is the maturity gap. You might want to superimpose the target maturity levels on Figure 15-5 for a complete graphical picture of where you are versus where you want to go.

Select Knowledge Area or PM Process

Pick the Knowledge Area, PM process, or PM process step that is most in need of an improvement initiative. For example, it might be a process or process step that exhibits one of the following characteristics:

• It has the largest gap.
• It has the lowest maturity level.
• It would be the most easily improved.

If staffing permits, you might pick more than one process or process step and run concurrent improvement programs. Be careful that the processes or process steps are not dependent upon one another, or you may be working at cross-purposes. For example, suppose that Scope Management is the Knowledge Area chosen for improvement. Project Scope Management has a significant implementation gap as viewed by the gap between process and practice, and the documented Knowledge Area is below the targeted maturity level.

Identify Improvement Opportunities

First, you choose process, practice, or both process and practice. Next, what is it about the process and/or practice that needs to be improved, and by what amount? You will need a quantitative metric to measure progress. That will be part of monitoring and controlling. The selected process will need both a process and a practice improvement initiative.

Analyze Improvement Opportunities

Here brainstorming can be of help. Get all of the ideas on the table. For the example given in Figure 15-5, you might identify the following process and/or practice improvement initiatives:

1. Improve scope process communications.
2. Clarify and simplify scope documentation.
3. Develop and deliver scope training.
4. Confirm the accuracy and completeness of the scope change control process.

There are several ways that you might consider prioritizing these four initiatives — expected contribution to maturity improvement, ease of correction, cost, time, value, and so on. For example, use value and effort as two criteria. Table 15-1 is the result for the four initiatives.

Table 15-1: Improvement Initiative Prioritization

Would you choose initiative #3, and if so, why? Or would you choose initiative #1? Why? Perhaps you could do both #1 and #3 concurrently. Each of these initiatives is independent of the other initiatives, so there won't be a conflict between them.

Phase 3: Improvement Initiatives

The purpose of the Improvement Initiatives Phase is to plan and conduct the improvement initiatives. It consists of the following four activities executed in sequence:

1. Define the project scope.
2. Plan project activities.
3. Schedule project work.
4. Monitor project progress.

You should recognize this as the Linear PMLC model. A few comments on each phase of that model are in order.

Define the Project Scope

Continuing with the example, you have identified four potential improvement initiatives. Depending on your team resources, you might consider these to be done sequentially as would be the case for an Incremental PMLC model, or you might do all of them in concurrent swim lanes as in the Rapid Linear PMLC model. In some cases, you might use an Iterative PMLC model and do each initiative in separate iterations, adjusting the next iteration as results are realized.

Plan Project Activities

You must have a detailed plan for each improvement initiative you decide to do and the way you decide to do it. Use the Planning Process Group tools, templates, and processes as appropriate.

Schedule Project Work

Create the final project schedule and begin the project work. Complete all improvement initiatives. If any ideas arise during the project, save them for consideration in the next cycle of improvement initiatives. You don't want to confound your current efforts with other efforts, and you want to measure the impact of the current initiatives.

Monitor Project Progress

Use the appropriate Monitoring and Controlling Process Group tools, templates, and processes. For example, you might use a Monitoring and Controlling metric to track the results of each initiative.

Phase 4: Check Results

The Check Results Phase consists solely of an analysis of the results of the Improvement Initiatives done during Phase 3. After a suitable period of time has elapsed, the results of the improvement initiatives are checked against the desired improvement. Did the process or practice maturity improve to the targeted level? If so, you are done with this process and can select another business process (Feedback Loop D followed by Feedback Loop C) for an improvement initiative. If not, look for other improvement initiatives (Feedback Loop D) for this business process.

The CPIM is cyclical, as depicted by the feedback loops (look again at Figure 15-6). Feedback Loop A occurs when there have been significant process changes, and the relationship between CFs and processes may have changed. Feedback Loop B occurs when a business process may have changed and affected the gap analysis. Feedback Loop C simply continues the priority scheme defined earlier and selects another business process for improvement. Feedback Loop D usually involves continued improvement efforts on the same business process. The results of the current project may not have been as expected, or new improvement ideas may have arisen while the current project was being conducted.