Page 91 - The Six Sigma Project Planner

• What is the likelihood that key people will be removed from the project before it is
completed?
Loss of a key individual may deal the project a significant blow. For example, if
the project’s sponsor is promoted, is transferred, or leaves for any other reason,
the project will be without the single individual with complete responsibility for
the value stream. Loss of key technical personnel from the team or from
assignments can also have an adverse impact. The team may wish to prepare a
list of those on the project who have unique skills and for whom there is no
known replacement.
• What is the likelihood of a significant reorganization occurring during the project?
If a new leader has recently taken over the organization where the project is
TEAMFLY
being conducted, consider the chances that a major restructuring might take
place. Mergers and acquisitions are another common reason for reorganizations.
The purpose of this question isn’t to cause team members to fret over job
security, but to provide input for contingency planning. Since Six Sigma projects
focus on value streams rather than functional areas, a major reorganization may
have little effect on the chances of success, but the need to consult with new
stakeholders may arise.
• How might external market conditions impact the project?

What is the condition of the market for the organization, its key customers, and
its key suppliers? How would a loss of business impact the project? New
business? Loss of a key supplier? New suppliers?
• Have new opportunities materialized since the inception of the project?
In preparing the project plan, the team explores many different areas, including
best practices, optimal performance levels, knowledge discovery, etc. Often the
exercise of developing a project plan results in insights that can develop into new
products or processes, new markets for the organization’s products or services,
identification of new technologies, etc. These opportunities should be
documented and communicated to others in the organization. If the team or its
members are asked to pursue these opportunities, what will happen to the
project?
The number of possible questions is endless. The team should brainstorm to identify
as many questions as possible. After brainstorming, the team will explore the likely
effects of the risk events on the project. There are a number of tools the team can use
in making this determination.

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