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Lean project management

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How to apply Lean to Project Management

Veröffentlicht in: Business, Technologie
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Lean project management

  1. 1. Lean Project ManagementJohn Bun
  2. 2. ScenarioCompany ABCThe needImprove IT servicerequest responsetime
  3. 3. The How? Cross Functional Teams Interviews Business IT Service Providers Resultsa request for service is a waste of time Lack of visibility of overall workload Conclusion We need a tool to register and follow up service requests Start the project
  4. 4. The Project starts and delivers
  5. 5. Is this a successful project?
  6. 6. Did the project take the need away?
  7. 7. Causes projects are failing • People tend to jump to solutions • During the project, solution is not challenged anymore • Unanticipated events occur during the life cycle of projects • ………………….
  8. 8. Project management - definition • A temporary activity undertaken to create a unique product, service or result • A project is goal oriented and consists of a series of interrelated non routine tasks • Timely execution of a solution to address a need, opportunity, or problem The Project Management Body of Knowledge (PMBOK) provides a framework that support central lean tenets including alignment, standard work, structured problem solving and effective teams
  9. 9. Lean - Definition• A management strategy to improve and organize the operational activities of companies• Goal is “Operational Excellence’” when each and every employee can see the flow of value to the customer, and fix that flow before it breaks down (Kevin J. Duggan)
  10. 10. Lean project management - definitionReinforce the effectiveness of project managementby emphasizing iterative discovery, problem solving, value delivery, and eliminating wasteful tasks,resulting in improved quality, reduced total elapsedProject time and reduced project costs.
  11. 11. Objectives (Promises) of Lean ProjectManagement Improved customer satisfaction Focus during every project and project activity on Value for the Customer Shorter through put times Smart standardized work processes, Project Cost Savings Elimination of waste, remove non value added activities Continuous organization improvement Focus on learning and critical attitude during project Professionalism and Quality improvement Continuous feedback, empowered teams
  12. 12. Traditional LeanProject Management Project Management Project Preparation Project Management define Quality Management design develop deploy • Small projects (max 90 days) limited Project Closure scope and specific milestones) • More time is invested in defining the project in terms of business value and measuring and analyzing business value
  13. 13. Lean project management – Critical SuccessFactorsTraditionally Project Managers• measure their success on delivery of a planned focus within time and budget and are not used to measure their success on the benefits they deliver to their customer• are focused on the own project activities and act from build expertise it is difficult for project team to let loose existing ways of working• are resistant to scope change and do not keep an end to end focus therefore miss opportunity; this results in suboptimal results and more unsatisfactory results delivered at a faster paceFor Lean Project Managers the focus has to go to• Flexibility• Quickly delivering incremental value to internal and external stakeholders.
  14. 14. LeanProject Management
  15. 15. Project Preparation IPrinciples of Lean Thinking Lean Approach > Daily (short) stand up meetings Create an Obeya Room (project war room) > Keep focus on business value > Escalate sensibility to prevent waste > Minimize project administration > Goals: speed up PDCA cycles Keep Strategic Alignment Team spirit, focus on collaboration and communication Daily directive: value creation by problem solving Shared visions and goals relieve project from redundant routines Make decisions at the right time Put improvement ideas in action
  16. 16. Visual Project ManagementAbility to understand the status of a project in 5 minutes or less bysimple observation without use of computer or speaking to anyone
  17. 17. Define scope I Principles of Lean Thinking Lean Approach > Every project needs a SMART Business Further specify Business Case Case > Focus on root causes not symptoms Find root causes of problems, > To speed up a project you must first slow needs or opportunities down Goals Correctly specify value for customer Identify root causes by (inter) team based problem solving
  18. 18. Measure and Analyze I Principles Lean Approach > Do not mistake activity for productivity Current State Map (Measure) -Define activities > Identify and eliminate waste -Measure process times > -Measure lead time Management by facts Envision potential improvements > Empower the team (and select the one with most benefit) -Develop a Future state map -Set targets Goals -Prioritise efforts Iterations Define value added activities Process times Lead times - Defined approach to analyze situation (based on Value Stream Awareness delivery of business value)
  19. 19. Improve – Monitor and Control Improvements I Principles Lean Approach > closed loop feedback, to measure Fast customer requirements implementation the impact of improvements Encourages flexibility and iterative problem solving > Create flow (non interrupted process) Focus on business process improvement > > Goals Focus on A3 Thinking Plan Do Check Act Problem Solving Flexibility in developing solutions Lean Thinking Evolving benefits Keep sense of urgency
  20. 20. Close and action I Principles Lean Approach > Move beyond defending individual positions Consolidate lessons learned from and ownership of ideas, serving the greater previous stages > goals of the team, organization and its customers > Make adjustments to project management practices – > standardized work Train and reinforce Lean Principles Goals Project is an opportunity to work on process improvement while getting Define lessons learned the work done Take actions to deploy lessons learned Manage towards perfection
  21. 21. Benefits of Lean Thinking in Project Management• Deliverable generate value at each improvement cycle, rather than only at the end of the project. Faster introduction of new product (to increase market share)• Improvement cash flow: shorten time between spending and receiving money• Agility and pro activity during project• Focus on current problems• Less risky• More likely to succeed, which increases buy-in for subsequent stages• Less work in process, simpler coordination of tasks and resources• Effective team engagement in root cause analysis and iterative problem solving

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