| Based on this, in the later stages of the project, regular | | | | positive results achieved by the team. |
| project reviews are attempted. | | | | Any clarifications and suggestions should be put on the |
| Project reviews are simple checks of the stage at | | | | table and resolved during this time. Any drawbacks in |
| which the project stands, whether or not it is following | | | | the project or non-usage of a tool by the team should |
| the timelines, the usage of appropriate tools and so on. | | | | be considered - and if the tool has no utility, the Master |
| The key areas of the outcome or the targets | | | | Black Belts may decide to sign-off on the phase. |
| achieved at various stages are reviewed. | | | | The session normally ends with the instructions of the |
| Generally, the team leader or mentor takes on the | | | | Champion on areas for improvement, as well as |
| milestone reviews with the project Champion and the | | | | supporting and inspiring messages. |
| team. | | | | Benefits of Project Reviews |
| Participants: It is important to decide who will be | | | | - Project Progress: Reviews ensure that the team |
| involved in the project and those who will be involved | | | | remains focused on the goals of the project and are |
| with the reviews. | | | | aware of the formal milestones achieved on set |
| Very often it is the Green Belts, Black Belts, Master | | | | timelines. |
| Black Belts, Champion and the other chosen members | | | | - Guidance: A project review is not about criticism of |
| of management who will be involved in such review | | | | any drawbacks; it is more inclined towards providing a |
| meetings. | | | | helping hand for the smooth flow of the project |
| Duration: Typically, the project should be reviewed | | | | phases. |
| after a single phase is completed. For example, if you | | | | The experience of the champions and the team |
| are following the DMAIC methodology, you will have a | | | | leaders helps in aligning the activities for the success |
| review after all the phases. | | | | of the project. |
| The same would be true for other methodologies like | | | | - Aligned Goals: Reviews ensure that multiple teams |
| DMADV, IDOV and so on. | | | | are moving toward achieving a common goal. |
| Review preparation: You should prepare for the | | | | - Removal of Barriers: If the teams are facing certain |
| review by ensuring that a room is reserved, necessary | | | | barriers, they can be sorted out by sharing them with |
| presentation equipment is in place and white boards | | | | the Champion. They also share the best practices on |
| and markers are available. | | | | the subject matter aimed at improvement. |
| Team leads should also communicate and schedule | | | | - Rewards: The hard work being put in by team |
| the review meeting with all participants. | | | | members is recognized on completion of the project - |
| Review content: The project review involves an initial | | | | and team members are appropriately awarded for |
| introduction by the Champion on highlights and the | | | | their contributions. |
| importance of the project. Project team presentations | | | | Project reviews are beneficial to the health of any Six |
| follow, and explain the recently completed phase. The | | | | Sigma project. Companies can achieve the desired |
| reviewers should be able to identify from this the | | | | outcome if timely reviews are undertaken. |