Chapter 4: How to Establish Project Team Goals, Roles, and Procedures

Reality Check

One of the best first Six Sigma team meetings we’ve ever seen took place at a company in serious financial trouble. The team was under tremendous pressure to take cost out of their process, and everyone was aware that some positions would be eliminated, with people redeployed to do work that was more focused on the company’s current financial “fires.”

The team leader used the Team Leader Checklist: Running the First Six Sigma Project Team Meeting, scheduled half a day for the first meeting, and kicked it off with lunch. There was no budget, so the lunch was potluck, held in the common room of the team leader’s condo. It served as a great icebreaker to just let people chat over an informal meal, away from the tension at the office. After a brief review of the team’s charter, the team leader asked everyone to imagine what their work lives would be like if the project were a success, and then to share their ideas with the group. Some of the responses included speculation about being laid off (a possibility) or being redeployed to other positions after the project (the most likely outcome). Talking about these potential events openly eased the tension, and a few members could even see the some positive aspects to taking on new challenges. People began to discuss their skills and experiences, in light of both the needs of the project team and the possible job changes after the project.

After discussing their own potential futures, members were able to think about how their project work would affect others in the organization. They drew up an initial draft list of those whose support they would need in order for the project to succeed and how those people might react to the project.

By the end of the meeting, the team did not have a project plan with milestones and due dates. What they did have was commitment from the members to the project and to each other, and the start of a stakeholder plan. They got to this point not only because the team leader used the Team Leader Checklist, but also because the members followed the actions suggested in the Team Member Checklist. Had the leader tried to force detailed project planning or had the team resisted following his lead in discussing their goals, expectations, etc., the outcome would likely have been much different.