Lean toolkit / 04
DMAIC Project Charter
Scope, measures, team and tollgates, agreed before the work starts. Signed by the sponsor, the charter is the project's authority to take people's time.
If the problem statement contains a cause or a solution, it is not ready. Rewrite it as a measurable gap between what is happening and what should be.
A charter with no counter-balance metric invites a project that improves one number by wrecking another.
Tie it to cost, capacity, quality, delivery or risk. Put a figure on it.
What is wrong, where, since when, how big. No causes, no solutions.
Move [metric] from [baseline] to [target] by [date].
Name the first step and the last step of the process. Then name what you are deliberately not touching.
Measures
Baseline and target, with the source you will actually pull from| Type | Metric | Baseline | Target | Data source |
|---|---|---|---|---|
| Primary (Y) the one that defines success | ||||
| Secondary moves with the primary | ||||
| Financial what finance will recognize | ||||
| Counter-balance what must not get worse |
Team and tollgates
Who, and when they are needed| # | Name | Role on the team | Time |
|---|
| Phase | Tollgate deliverable | Target date |
|---|---|---|
| Define | ||
| Measure | ||
| Analyze | ||
| Improve | ||
| Control |
DMAIC Project Charter · DF Consulting · df-consulting.net · david@df-consulting.net