Different projects require different metodology. This presentation tries to put some order in the concepts o Agile, Waterfall, TOC, Lean and more

1. Project Management Conference for Top Management 11.1.11 Project Management Different Concepts Dvir Zohar – Simple CEO www.rbsprojects.co.il

3. Business orientation

4. Smooth implementation

5. Fast ROI

6. Simple solutionsMethodology We supply a full project management solution Tools Training Project Management Office (PMO) Project managers www.simplesolutions.co.il

7. The business environment is tough Non stable requirements Technology uncertainty Time to market pressure Only 25-35% of technology oriented projects achieved time and budget Low implementation of PM methodologies

8. Project Management Concepts The waterfall , CPM The critical chain Agile (XP, Scrum) Kanban Lean

9. The Waterfall Concept Based on many years of experience Full concept (42 processes) “Do it right the first time” Long term view The full / elementary kit, Stagegate Time

10. Theory of Constraints (TOC) – 80’sEliyahu M. Goldratt The slowest boy determines the ending time (the bottle neck) The challenge: Stochastic times Mitigating solution: Buffers that insure free space for the slowest boy

11. Critical Chain Path Method (CCPM) In multi projects, achieving due dates is critical In order to meet due dates, you need buffers (before project critical chain activities and at the end) CPPM tool: Concerto + MS project

12. CCPM weaknesses Planning concept People commitment Project manager motivation Central control – must using tool Critical mile stones Changing priority

13. Agile projects drivers TTM Vs. Quality Complexity Changes – the only sure thing External Changes Internal Changes

14. Projects Yesterday & Today Yesterday Time 0 1 2 3 4 Today 0 1 2 3 4 Time

16. Agile practices (Scrum, XP) Empowered team Iterations Perspective meeting Stand up meetings Backlog burn down In house customer Testability Agile tools Pair programming Pace estimation

17. Agile Weaknesses Large and complex projects Long term aspects – Resource planning, long lead items, organizational bottle neck, risk management … Management ability to create impacts

18. Agile Today Started at ITdepartments (SW), Converted to R&D Many organizations understand the need/necessity 25% (??) implement agile elements Iterations, stand up meetings, retrospectives, burn down First surveys show major improvements of: Priority change management (46%), visibility (39%), morale (27%), time to market (27%)

19. Agile Elements in Large Projects Many milestones with value Active System and product managers Backlog burn down Quarterly project health review Testability Create commitment High valuable elements

20. Kanban Came from manufacturing line in Japan Define process Optimize flow (long term capacity planning) Avoid work in process by using “pull” method 18% of agile users are using Kanban Advantages: Simple, local Limitations: Matrix, multi projects, changes, uncertainty

21. Lean R&D 1. Eliminate Waste 2. Identify values 3. Determine flow (of process) 4. Strive for perfection (continues improvement) Effective meetings Smarter docs Feedback From System Wise reaction To changes

22. Bird Eye View In order to compete you need to be Fast, Agile, Lean Simple Projects Complex Projects Agile Kanban Waterfall TOC Comprehensive project management

23. Summary The wise – We need effective PM environment. Implement what simplifies work and reject what brings complications. Change according to needs The evil – The Americans are trying to implement the Israeli’s ways The naive – Lets wait The one who doesn’t know what to ask