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TeamProsource LEAN KANBAN 2010 EUROPE 23-24 SEP 2010 - From idea to implementation - teaser
TeamProsource LEAN KANBAN 2010 EUROPE 23-24 SEP 2010 - From idea to implementation - teaser
TeamProsource LEAN KANBAN 2010 EUROPE 23-24 SEP 2010 - From idea to implementation - teaser
TeamProsource LEAN KANBAN 2010 EUROPE 23-24 SEP 2010 - From idea to implementation - teaser
TeamProsource LEAN KANBAN 2010 EUROPE 23-24 SEP 2010 - From idea to implementation - teaser
TeamProsource LEAN KANBAN 2010 EUROPE 23-24 SEP 2010 - From idea to implementation - teaser
TeamProsource LEAN KANBAN 2010 EUROPE 23-24 SEP 2010 - From idea to implementation - teaser
TeamProsource LEAN KANBAN 2010 EUROPE 23-24 SEP 2010 - From idea to implementation - teaser
TeamProsource LEAN KANBAN 2010 EUROPE 23-24 SEP 2010 - From idea to implementation - teaser
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TeamProsource LEAN KANBAN 2010 EUROPE 23-24 SEP 2010 - From idea to implementation - teaser

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TeamProsource will be present at the Lean & Kanban 2010 Belgium Conference as speaker. Patrick Steyaert will introduce the 360° project organisation explaining our vision on the future of project …

TeamProsource will be present at the Lean & Kanban 2010 Belgium Conference as speaker. Patrick Steyaert will introduce the 360° project organisation explaining our vision on the future of project organisations that succeed in creating end-to-end flow from project idea to implementation.

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  • Accelerated projects and services flow through 360° improvementTeamProsourceimproves the maturity and agility of your project or service organisation.  We team up with you to accelerate the flow of projects through your organisation, to speed up your strategy execution and to improve the ROI of your project portfolio.  This promise is delivered through our unique 360° improvement framework which integrates industry best practice models for project, service and change management, process improvement, lean and agile.Prosource Assist360° diagnostic and improvement to accelerate the flow of projects and servicesStandard services for CMMI®, PMI®, PRINCE2®, ITIL®, Scrum, or a combination of models:QuickStart: all you need to jump-start your organisation’s improvement engagement; from QuickScan to action planning, coaching and knowledge transferQuickScan: a quick and independent evaluation of your organisation’s level of process maturity according to one or more standards, based on indirect evidence (what people tell us) collected during one or more workshopsOrganisational maturity improvements based on one or more models (CMMI®, PMI®, PRINCE2®, ITIL®, Scrum, etc.) and tailored to meet your company strategy and specific business contextProsource AcademyA competence improvement platform, including public training, in‑company training programmes, and coachingCourse offerings in the domains of project management, service management, process improvement and agileCourse categories comprise certification, orientation, practical application and specialisation programmesCertification programmes: PMP®, PRINCE2®, ITIL®, CMMI®, Certified ScrumMaster, Six SigmaIn-company training programmes, standard or tailored to your organisationOpen registration public training coursesProsource PeopleFlexible staffing of highly skilled resources with quality guaranteeStaffing of your projects with highly skilled and experienced project management, service management, process improvement and agile domain expertsOur Prosource People are carefully selected and follow our unique TeamProsource approachProsource People services are delivered under service level agreements regarding quality, flexibility, etc.
  • Our business is improvement
  • Once the go/nogodecision is taken, the project shouldflowsmoothlyfrom start to finish.
  • Once the go/nogodecision is taken, the project shouldflowsmoothlyfrom start to finish.
  • Portfolio management sets the velocity at which projects flow through the organisation thereby optimising the project portfolio contributions to the business objectives within the organisation’s capacityconstraints.Focus is on delivery – execution portfolioStart with describing the problem – too many projects causing delays, stress, etc.Therefore, for routine projects - need is to create (resource) pull. How? Critical resources, For development projects – level schedules (cfr Toyota) project in kleinestukkenopsplitsen, level, reap benefits early (added benefit when new projects need to be integrated; easier to kill projects; 80/20 rule)Background on theory of constraints: voorbeeld van scouts, harmonica phenomeen – toepassing theory of constraints: rope between all up until slow walker + slow walker has drum to set pace (drum, buffer, rope)
  • Transcript

    • 1. From idea to implementation<br />Creating end-to-end flow in project organisations<br />Lean-Kanban Belgium<br />September 2010<br />
    • 2. 2<br />Accelerated projects and services flow through 360°improvement<br />360°diagnostic and improvement to accelerate the flow of projects and services<br />A competence improvement platform, including public training, in-company training programmes, and coaching<br />Flexible staffing of highly skilled resources with quality guarantee<br />End-to-end flow | Lean-Kanban Belgium 2010<br />
    • 3. 3<br />Accelerated projects and services flow through 360°improvement<br />Let&apos;s enter into a dialogue, shall we?<br />TeamProsourceEU<br />TeamProsource LinkedIn company page<br />TeamProsourceLinkedIngroup<br />ProsourceAcademyLinkedIngroup<br />End-to-end flow | Lean-Kanban Belgium 2010<br />
    • 4. End-to-end flow | Lean-Kanban Belgium 2010<br />PM Quickscan @ JnJ Treasury<br />4<br />4<br />
    • 5. Project flow<br />5<br />End-to-end flow | Lean-Kanban Belgium 2010<br />In theory …<br />Rigorous decision framework to evaluate projects<br />Clear strategy to evaluate ideas and projects<br />Projects can adapt swiftly to changing conditions<br />Project benefits are realised early<br />Steady inflow of valuable ideas<br />Processes are aligned for optimal execution<br />Resources are committed<br />Users are involved during the entire project and are ready to use the project results <br />
    • 6. Project flow<br />6<br />End-to-end flow | Lean-Kanban Belgium 2010<br />In practice…<br />Absence of a rigorous decision framework to evaluate ideas<br />Rigorous decision framework to evaluate projects<br />Many fragmented, often conflicting ideas (no shared vision)<br />Clear strategy to evaluate ideas and projects<br />STOP<br />Limited (real) options for strategic decisions<br />Projects can adapt swiftly to changing conditions<br />STOP<br />Users were not involved and results are not implemented<br />Project benefits are realised early<br />STOP<br />Model fundamentalism<br />STOP<br />Steady inflow of valuable ideas<br />STOP<br />Surprises and pivot points<br />Processes are aligned for optimal execution<br />Resources are committed<br />Resource are not available or too busy<br />Users are involved during the entire project and are ready to use the project results <br />
    • 7. End-to-end flow | Lean-Kanban Belgium 2010<br />7<br />From idea to implementation <br />Implementation<br />Idea<br />
    • 8. 8<br />Scaling kanban so that projects flow through the organisation <br />End-to-end flow | Lean-Kanban Belgium 2010<br />
    • 9. See you atLean Kanban 2010 Europe 23-24 September 2010<br />patrick.steyaert@teamprosource.eu<br />Follow us on 360°Project Manager LinkedIn group http://www.linkedin.com/groups?gid=3177436<br />End-to-end flow | Lean-Kanban Belgium 2010<br />9<br />

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