CBPM - Being agile Without Using Agile

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Agile is popular for a reason – its benefits are seen by all stakeholders. However, making the transition to Agile is difficult and not the right for every project environment. Commitment-based Project Management (CBPM) evolved in non-scrum environments to generate very similar benefits to Agile methodologies: responsiveness, team engagement, quality, productivity, etc. It is another project management solution to turbulent, global marketplace.

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CBPM - Being agile Without Using Agile

  1. 1. Begin Agile Without Using Agile: CBPM
  2. 2. Who is ?
  3. 3. After the webinar…• We will send directions to collect the PDU you will earn from attending this webinar• We will also send a links to the recorded webinar and presentation slides once they are posted onlineFor more information, visit www.cprime.com
  4. 4. Presenter: Timm Esque  Managing Partner, Ensemble Management Consulting (Founded in 1998)  Author of “No Surprises Project Management” (ACT Publishing, 1999)  Previously 15 years at Intel Corp.  Long active in and former board member, ISPI© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 4
  5. 5. Being agile Without Using Agile: CBPM Timm Esque, CPT Ensemble Management Consulting, LLC Tempe, Arizona© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 5
  6. 6. Today’s Talk… 1. Why CBPM 2. Foundations of CBPM 3. How CBPM Works (High Level) 4. How to Learn More about CBPM© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 6
  7. 7. The Turbulent Global Marketplace AGILE No longer enough just to anticipate and dodge potential issues Sensing and judging opportunities at the “edges of the organization” Based on Donald Sull’s book “The Upside of Turbulence”© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 7
  8. 8. 3 Ways to Organize: Position Power Processes Promises Sull, Donald N. and Spinosa, Charles (2007) Promise-based Management: The Essence of Execution. Harvard Business Review, April, pp. 78-86.© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 8
  9. 9. Managing the network of CommitmentsWho is countingon me?Who am Icounting on?© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 9
  10. 10. CBPM: 2 Active Ingredients… 1. Using “control” to ensure people succeed 2. Shifting the language we use to plan and execute© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 10
  11. 11. Juran’s 3 Conditions Prerequisite to Self Control… 1. Knowing what are their objectives 2. Knowing whether they are meeting their objectives 3. Changing their performance in the event they are not meeting their objectives Quoted from J. M. Juran’s “Managerial Breakthrough “ (30th Anniversary Edition) 1964,1995, McGraw Hill, New York, p 206.© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 11
  12. 12. William R. Daniels Breakthrough System 1. Clear expectations 2. Frequent (self-monitored) Feedback 3. Control of Resources (required to meet the expectations) Daniels, William R. Breakthrough Performance: Managing for Speed and Flexibility. (1995) ACT Publishing, Mill Valley, CA.© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 12
  13. 13. Gantt Style Planning… x X x x X Tasks X X Deliverables X X X Time© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 13
  14. 14. CBPM: 2 Active Ingredients… 1. Using “control” to ensure people succeed 2. Shifting the language we use to plan and execute© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 14
  15. 15. Distinction: Performative and Descriptive Language In 1930’s, a British philosopher (John L. Austin) noticed that while we tend to think of language as a tool to describe the world, certain types of language actually change the current state of things.© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 15
  16. 16. Distinction: Performative and Descriptive Language Which of the Following are performative? 1. It’s over 100 degrees out there today…again! 2. You are now husband and wife. 3. She is a really great friend to have. 4. I’ll have that report on your desk by noon tomorrow. 5. We’ll need another design station to hit that date.© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 16
  17. 17. Typical Project Language This team will need at least 3 weeks to get that done. We’re gonna need another person to get that done on time. Solution B will work better than solution A in this case. That is not part of the requirements we’ve been given. That task is not on the critical path. “Because they are based on evidence, assertions are always about the past or extrapolations from the past”.* *From Alan Scherr. Managing for Breakthroughs in Productivity, Human Resource Management, Fall 1989, Vol.28, No. 3, pp 403-424© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 17
  18. 18. Shifting from Past Focus to Future Focus Descriptive Language “Last time…..therefore…” “My request of you is…” Performative “I will…” Language “We Commit to…” Effective planning begins with assertions… and ends with commitments.© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 18
  19. 19. A Commitment Conversation Gap Declaration Request Commitment Commitment Met? No, before deadline: Re-negotiate Deadline No, after deadline: Clean-Up Yes Adapted from “Who Will Do What By When? Acknowledge By Tom Hanson and Birgit Zacher Hanson (2007, Power Publications)© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 19
  20. 20. The 4 Responses to a Request  Yes  No  Negotiate/counter offer  Commit to respond at a specified time© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 20
  21. 21. CBPM: Simple Tools, Simple Rules Map Day Milestone Chart Deliverables Matrix PAC Chart© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 21
  22. 22. Typical Results: Over 15 years  Complex microchip design:  30-50 % faster, 1 design revision, no panic mode  Best TT$, record revenues and internal acclaim  Wafer Fabrication Plant Construction  Schedules were shortened by 25-35%  Cleanroom size and building complexity increased  All projects met manufacturing need dates  Enterprise router system development (software focus)  Performance against Commits (added 6 new features in April) Beta: 5/25 commit 5/31 actual FCS: 6/30 commit 6/18 actual  Quality: Booted up immediately and ran 15 straight hours Stoppers/K from 5-9 to 2.7 Also: for profit University, Health Care, Casinos, Telecom, Machine shop, etc.© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 22
  23. 23. Collaborative High Performance Less about perfect plans More about the right people And sophisticated tools Having the right conversations© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 23
  24. 24. CBPM Structure 1. Conversations for creating the big picture together 2. Conversations to turn group deliverables into personal commitments 3. Conversations for managing the network of commitments© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 24
  25. 25. © 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 25
  26. 26. Map Day Agenda  Sponsor Kickoff  Meeting Set up  Customer Deliverables  Internal Deliverables  Validate the Deliverables Map  Define Deliverable Quality  Front End Commits  Wrap up/Next Steps© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 26
  27. 27. © 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 27
  28. 28. CBPM Structure 1. Conversations for creating the big picture together 2. Conversations to turn group deliverables into personal commitments 3. Conversations for managing the network of commitments© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 28
  29. 29. Weekly Deliverables Planning© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 29
  30. 30. CBPM Structure 1. Conversations for creating the big picture together 2. Conversations to turn group deliverables into personal commitments 3. Conversations for managing the network of commitments© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 30
  31. 31. 2-3 Week “Look Ahead”© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 31
  32. 32. Everyone Follows the “Early Warning Rules”… Performers raise flag as soon as a commit is determined to be in jeopardy Never punish an early warning© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 32
  33. 33. Performance Against Commitment (PAC) Charts© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 33
  34. 34. Relationship Between Commitment and Trust “But the key to trust is action, and, in particular, commitment: commitments made and commitments met” From Building Trust, by Robert C. Solomon & Fernando Flores (2001, Oxford University Press)© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 34
  35. 35. Learning More about CBPMBrothers, Chalmers (2005) Language and the Pursuit of Happiness. New Possibilities Press (Naples, FL, USA).Esque, T. J. (1999) No Surprises Project Management: A Proven Early Warning System for Staying on Track. ACT Publishing (Mill Valley, CA, USA).Ford J. D. and Ford L. W. (1995) The Role of Conversations in Producing Intentional Change in Organizations, Academy of Management Review, Vol 20, No. 3 pp. 541-570.Hanson, T. H. and Hanson, B. Z. (2007) Who Will Do What By When? Power Publications, Inc. (USA).Howell, G. A., Macomber, H., Koskela, L., Draper, J. Leadership and Project Management: Time for a Shift from Fayol to Flores. http://www.iglc2004.dk/_root/media/13096_097-howell-macomber-final.pdf.Kegan, R. and Lahey, L. (2001) How the Way We Talk Can Change the Way We Work. Josey-Bass (San Francisco, CA).Scherr, A. L. (1989) Managing for Breakthroughs in Productivity. Human Resource Management, Fall, Vol. 28, No. 3, pp403-424.© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 35
  36. 36. Learning More about CBPM  blog, resources, etc, at www.ensemblemc.com  Timm’s book “No Surprises Project Management” at Amazon.com  The Complete CBPM Workshop May 29-30 in Sunnyvale http://www.eventbrite.com/event/5710749004 or signe up at cPrime website© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 36
  37. 37. Scope of The Complete CBPM Course© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 37
  38. 38. CBPM Certification  Offered in partnership with the International Society of Performance Improvement (ISPI)  CBPM Certificates Available  Certified CBPM Project Leader  Certified CBPM Project Manager  Certified CBPM Coach© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 38
  39. 39. Our Mission at Ensemble CBPM is the “other” sought after PM Certification By 2020© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 39
  40. 40. Back up Slides© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 40
  41. 41. The Bumps in the Road There will be “breakdowns”:  In meeting our commitment  In how we say we are going to be and act You must treat these as events:  From which to learn  To identify choices  To make your adjustments  In which to reaffirm your commitments© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 41
  42. 42. Dealing with Breakdowns*  The 3 questions: What happened? What’s missing? What’s next?  Re-engage with the commitment conversation * From “The Last Word on Power”, Tracy Goss© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 42
  43. 43. Status: Done, or Not Done.© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 43
  44. 44. CBPM Flow of Events High Level Project Plan Sub-team Deliverable Plans Weekly Deliverable Monitoring Weekly Project Monitoring© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 44
  45. 45. CBPM Simple Rules Review Simple Rule: Do group planning in terms of deliverables, not tasks. Simple Rule: Define Deliverable Quality before setting Commit Dates Simple Rule: Don’t ask for Commits beyond where people can see with reasonable certainty (horizon planning) Simple Rule: Status is reported as “Done” or “Not Done”. Simple Rule: Team members give early warning as soon as a commit is determined to be in jeopardy. Simple Rule: Never punish an early warning.© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 45
  46. 46. How CBPM Leads to Your Desired Project Results… High Performance: Innovative, Agile, Reliable Timely/Informed/Explicit Decisions Made and Carried Out Continuous & Early Warning of Adjustments Required Personal Commitments Planning with Inclusion,Choice and Clarity (Map Days) Performative Language (i.e. requests and commits)© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 46
  47. 47. Weekly Deliverables Review Agenda 1. Passdown of relevant new information 2. Status: each team member declares this week’s committed deliverables as “Done” or “Not done” 3. Each team member declares the weekly deliverables he/she will commit to finishing next week 4. Look ahead a week or two: Anticipated issues? (includes new information from top down)© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 47
  48. 48. Determining Status For the weekly deliverables planned to be done by now, are they “Done” or “Not Done”? If weekly deliverable is going to another team member, do they accept the quality of that deliverable?© 2012 Ensemble Management Consulting, LLC. All Rights Reserved. 48

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