Tham khảo tài liệu 'quality management and six sigma part 7', kỹ thuật - công nghệ, cơ khí - chế tạo máy phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | Design for Six Sigma DfSS in Software 113 All this investment in time effort and cost makes the project selection very crucial. Every project cannot be a GB project. It has to be one where enough problems opportunities exist to be able to classify it as a candidate for break-through improvement. Also the improvement has to be critical to business and sensed so by the sponsor. Hence it should be mandated that GBs prepare a project charter signed off by the sponsor before they could start on the GB training. The charter should have a clear problem opportunity statement scope targets top level dates resource requirement and operating principles of the GB project team. As a thumb rule an improvement of atleast 50 improvement on chosen areas be demonstrated to be able classify it as a GB project. The successful completion of the BB GB project with demonstrated results as mentioned in the charter would qualify for BB GB certification. Change Management For successful deployment of any initiative it is important to identify the customers and the stakeholders and get them involved. The purpose of identifying and mapping stakeholders is important from Change Management perspective. Any break through initiative is bound to introduce number of changes and these changes are bound to meet with lots of resistance. So to manage this the stakeholders especially the project team has to be sold on this idea as they are the ones finally implementing the changes. The mapping could be done into three categories - Blockers who are against the idea and will try to resist the change either with valid or personal reasons Floaters who are on the fence and do not have particular opinions either ways Movers who are the supporters and are enthusiastic about the change The Structure shown in Figure 3 can be used to plan and track the Stakeholder involvement from Change Management perspective. Fig. 3. The Change Management Structure Movers can be used to convince Blockers about the need for
