BIOGRAPHY

Darren Long

Consulting Manager, MSS Business Transformation Advisory, Vail, AZ, USA

Darren is a highly experienced and multifaceted professional with over 25 years of progressive leadership experience within federal government, private and public companies world-wide. He has a proven track record with large-scale transformations via continuous process improvement, strategic alignment and driving change across multiple disciplines. With impressive communication and facilitation skills, he has a unique ability to communicate at all levels of the organization, from the technical front lines to the C-Suite. He has served the U.S. Air Force, in several roles, from turn-wrenches to commander roles and all leadership responsibilities along the way. From a variety of Federal government positions including Director of Aircraft Logistics and Maintenance, DoD Joint Staff Lessons Learned Program Analyst, to Combat Search & Rescue (CSAR) Program Manager and even a cool title like Senior Improvement Scientist for the Defense Healthcare Agency (DHA). His private industry experience includes Operational Excellence/Engineering Project Coordinator for Super First Class, B/E Aerospace and Senior Project Manager for Dassault Aircraft Services. Darren’s education includes a BS in Aeronautics from Embry-Riddle and an MBA with Leadership from Grand Canyon University. He also holds a Black Belt in Lean Six Sigma, an FAA Controller certificate, and multiple training certificates for program management, quality, leadership, risk management, training, and budgeting. Finally, he is business and leadership pre-release book reviewer, a member of professional surveyors, airport management council, a four-wheeler, patriot, a dad, a husband, and coffee geek!

Travis Cunningham

Consulting Manager, MSS Business Transformation Advisory, Phoenix, AZ, USA

ABSTRACT

Three Must-haves for Project Success

The success of any Kaizen, Lean, Continuous Improvement, or Business Process Improvement is determined by the success criteria and measures of the project or program. Many times, it is the customer that defines the success criteria. Other times they are driven by data or KPIs. Sometimes, it is the project stakeholders or team members that define success. No matter how you define success, projects fail or fall short. Why does this occur? How do we know which area is the cause? What can we do about it?The question is, how do you ensure the success of your project. What disciplines have the highest success rate? We propose that there are three key practices, or disciplines, that when used effectively and in tandem, will assure the success of your project. These practices are Project Management (PM), Organizational Change Management (OCM), and Business Process Improvement (BPI). It doesn’t matter how efficient a new process has been designed [BPI], if no one uses it [OCM] it provides no value. It doesn’t matter how ready the organization is for the new process [OCM], it can still be canceled if it becomes over budget or late (PM). It doesn’t matter how well the project is managed [PM], if the improvement provides no ROI [BPI], it could (or will) be considered a failure. I propose, it is the proper application of all three practices that will guide your projects to success.Using real-world examples, this presentation will focus on the importance of having all three practices (or disciplines) working in harmony during a project. It will show how each practice is interconnected with the other two, as well as the synergy that happens when the three practices are added together to make something better than the sum of the individual practices alone. Achieve success in your projects with PM, OCM, and BPI.

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