Visual Project Management webinar handout
 

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How visual project management helps project managers ensure their projects are delivered on time. This webinar, titled “Why Engineering Projects are Late - And How to Prevent Them From Being So,” ...

How visual project management helps project managers ensure their projects are delivered on time. This webinar, titled “Why Engineering Projects are Late - And How to Prevent Them From Being So,”

Learn about ViewPoint, a revolutionary visual project methodology that simplifies managing projects, enabling project teams to rapidly improve project performance.

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  • At FMC an engineering group met at this simple board and were assigned their tasks and they discussed any issues they were having. The meeting was held at this board and normally lasted only about 15 minutes long. Could a board as simple as this make an impact? ----- Meeting Notes (6/21/13 09:35) -----
  • You’ve just been assigned manager of a new area – you walk in and this is what you see – What is the status of the project work conducted in this office?With lack of visibility you have no idea where or what to prioritize much less if the project is on time or not
  • Always worrying about what has happened rather than what IS going to happen
  • Is there confusion on the project team?
  • There are many competing objectives in the project portfolio. Some are in conflict with each other.after this, show the #1 poll
  • Lost capacity increases costs and delaysTasks out of sequenceRework due to incomplete information
  • Make a really good planEveryone follows the excellent planMagic Happens
  • No improvements can take place while the team is expediting.This is contrary to the way most project management process problems are addressed. Typically, project management process “improvements” are built around the sequence of how projects are accomplished: get an idea, form a team, make a plan, execute the project, and then execute the project manager. We know that most people need help NOW, so we focus first on execution of the project, using the team (or structure) that already exists to make room for proper planning, and then use the accepted process.
  • These are the foundational elements – the very basics. So how to get there?What is YOUR project management maturity? POLL
  • Summary slide 1 of 3 – no elaboration
  • Summary slide 1 of 3 – no elaboration
  • – no elaboration
  • – no elaboration
  • – no elaboration
  • Managing VisibilityA common understanding of what’s to be doneA clear picture of the obstacles to successThe right people working the problemsAccountability for resultsFeedback mechanisms to reinforce progress
  • In this animated slide, animation 1 identifies flowage as designed and is typical of mature VPB process. Animation 2 identifies project cards that are either late in starting or not cycling through the process. This type of gap is typical of a new VPB view of the project management system. Animation 3 is troubling because in a standard project management system, the data focus on good project movement through the process. Without a visual view, the impact of no work at estimating would not be as prominent as shown on the board. The fourth animation depicts the opportunity that the VPB can unleash. Opportunities abound with the VPB because improvements can be seen immediately. Importantly, solving these issues can show the immediate impact to the process. Last, and typical of where mature VPB lead is animation 4. Again, this type of flow problems can led to exciting improvement opportunities.
  • Red dots are applied to any VPB card during a meeting that has been delayed in forward movement by a team specified number of days or weeks. During the VPB meeting, red dots are specifically talked about for resolution or corrective action. When team members see red dots removed from previously “stuck” projects, their enthusiasm helps to fuel the velocity fire.
  • The VPB is the Focal Point for project management activity, where the synchronization moves vertically and horizonatally
  • – no elaboration
  • ----- Meeting Notes (6/21/13 09:51) -----what creates results poll
  • Managers are at the core, influencers of behaviorWhat needs to be done, is done by peopleManagers exert influence to Increase some behaviorDecrease some behaviorInitiate new behaviorWhether you’re improving quality or increasing productivity, it’s the behavior that drives that change
  • Often, when something happens, we ask, “Why did they do that?”We look for a cause; a precedent – what happenedbefore the behavior? What is the motivation? Was it an internal force Internal drive Need DesireOr External order External request or signal?Behaviorists looks for the reward or consequence- what happens afterwardsWe don’t care about what’s in their minds, we care about what they do
  • note that the few of metrics are financial, most are behavioral
  • We’re not driving cars, we’re managing traffic
  • ----- Meeting Notes (6/24/13 14:21) -----discuss establishing handoffs and stage gates
  • ----- Meeting Notes (6/24/13 14:21) -----discuss establishing roles and responsibilities
  • ----- Meeting Notes (6/24/13 14:21) -----this the new project mangement process
  • ----- Meeting Notes (6/24/13 14:21) -----this is the new way of working together
  • These are the new behavior reinforcements
  • Planning is given an improper roleTasks are forecasts, but they’re treated like commitmentsPlanning processes are immature“wing it” mentalityPeople cannot focus on a task until completionFrequent priority shiftingDesire to show “progress”Incomplete resources to finishTeams focus on the past, not the futureInability to find the leverage point of the projectValuable time wasted reporting progress, rather than focusing on the next few things to be doneProtecting reputations, not moving the project forward
  • Incorporates the three secrets
  • Establish a methodology toward building project buffer(s) available for Procurement, and then Construction stages of projects. Increase the rate of engineering projectsReduce cycle times of projects in the system. Create a relatively easy system to manage the execution of projects at a portfolio levelEach objective was achievedThis is not the only case:SCU                                                                                                                  27% cycle-time reductionFMC Technologies-CDM                                                                                                GoM P&M                                                                                                          24% increase in throughputBP           e-Solutions                                                                                                        25% increase in project throughput FMC Technologies – CDM                                                                             during the life of the projectBy improving collaboration, focus, and a better understanding of the overall project and the relationship between project elements.

Visual Project Management webinar handout Presentation Transcript

  • 1. Why Engineering Projects are Late ( and How to Prevent Them from Being So) Visual Project Management http://pinnacle-strategies.com 1
  • 2. What are these people doing? 2
  • 3. About Projects • It’s hard to get a project team to work together • Projects will be better if our resources are fully utilized • Start the project sooner, you’ll finish it sooner • Planning is the key to project success 3
  • 4. Why Are Projects Late? 4
  • 5. You are the new Director of Engineering - What is the status of the project work? 5
  • 6. Project Teams Cannot See 6 Where are we? Where is the path?
  • 7. Three Keys 7
  • 8. Project teams don’t work together. • Is this collaboration? – Protecting reputations – Defending original delivery promises – Giving “reasons” for why things haven’t quite worked out – Focus on the past, not the future 8
  • 9. Project Team Members have Different Goals • Resource utilization? • Earned hours? • Budget compliance? • Get promoted? • Avoid punishment? 9
  • 10. It Doesn’t Have to be Lose-Lose • Resource utilization? • Earned hours? • Budget compliance? • Get promoted? • Avoid punishment? 10
  • 11. 11
  • 12. The prevailing notion is that to finish early, one should start early. 12
  • 13. Everyone Starts Early 13 Here’s the project manager
  • 14. Too much work creates confusion about priorities. 14
  • 15. Confusion Breeds Multitasking 15
  • 16. Multitasking Adds Excess Time 16 Day 42 Task 1 Task 2 Task 3 12 days 12 days 12 days Task 2 Task 3 Task 1 Task 2 Task 3 7 days 7 days 7 days 7 days 7 days 7 days Day 28 Setup Setup Setup Setup Task 1 Setup Setup Setup Setup Setup Day 35
  • 17. Collaboration Summary • Lack of view of path forward – Conflicting priorities among members – Shifting priorities from managers – What is the most important thing now? • Conflicting objectives • Defensive posture among team members 17
  • 18. Too Much WIP Summary • Haystack Syndrome blocks effective management • Lost capacity increases costs and delays – Tasks out of sequence – Rework due to incomplete information – Multitasking 18
  • 19. Conventional Approach to Projects 19 Make a Good Plan Execute the Plan Success
  • 20. Project Failures are Commonplace 20
  • 21. To Be Successful • Get control of the work • Focus on execution behaviors • Use the team (or structure) that already exists to make room for proper planning 21 Get Control Execute Well Release Capacity Success
  • 22. Foundation of Execution Maturity ViewPoint Visual Single Priority Control WIP Clean Start Metrics Alignment Collaborative Execution 22
  • 23. 3 Keys 23
  • 24. Improve Visibility 1. Improve Teamwork and Collaboration during execution 24
  • 25. Align the Team 2. Establish a common goal for the team 25
  • 26. Manage the Flow 3. Control the amount of work in the system 26
  • 27. The First Step 27
  • 28. Collaboration During Execution • Provide visibility • Focus on the future – Stop blaming and get moving • Focus on the right things • Bust the bottlenecks • Establish common goals • Solving the team’s problems 28
  • 29. 29 Make it Visible – Like This…
  • 30. Or…Like This…. 30
  • 31. 31 Engage The Team – Focus on the Future
  • 32. Standup Meeting • 10 minutes • Analysis • Assignment of Action • Adjourn 32
  • 33. Person to Person Accountability 33 Team members know who has the ball and their scope of action.
  • 34. 34 Focus on the Right Things Project X Project YY Project XX Project Z Project Y Estimate Select Engineering Procurement Good Flow Gap in Flow Gap in Flow Bottleneck Bottleneck & Gap
  • 35. 35 Accelerate Flow Project X Project YY Project XX Project Z Project Y Estimate Select Engineering Procurement Stopped!
  • 36. Functional Synchronization Portfolio Management Individual Project Procurement 36
  • 37. The Second Step 37
  • 38. Establish Common Goals Performance Management: The process by which organizations align their resources, systems and employees to strategic objectives and priorities 38
  • 39. Completing Projects is Behavior How to create the right behavior to drive the project in the right direction? 39
  • 40. Behavior is a Function of Consequences • You have everything you need to understand people – What is the behavior? – What are the consequences of that behavior? 40
  • 41. “Show me how you measure me, I’ll show you how I’ll behave” ("If you measure me in an irrational way, don't complain about irrational behavior.") 41 Eli Goldratt
  • 42. “People do what they do because of what happens to them when they do it” Aubrey Daniels 42
  • 43. What do we want our people to do? Move the project to completion (as fast as possible) 43
  • 44. Measurements Help Drive Consequences • Health function – Should I do something? • Diagnostic function – What should I do? • Managers use measurements to determine when and on what to act 44
  • 45. Different Behaviors at Different Levels Increase Throughput Decrease WIP Release on Time Decrease Cycle Time Reduce Work Blockages Reduce Rework Prioritize Projects 45
  • 46. Metrics in Vertical Alignment Increase Throughput Decrease WIP Release on Time Decrease Cycle Time Reduce Work Blockages Reduce Rework Prioritize Projects 46 TP WIP Target % CT TP Days in WIP Rework Days by Reason
  • 47. Metrics Driving the Right Behavior 47 0 2 4 6 8 10 12 14 Jan Total Feb Total March Total April Total May Total TPCounts Throughput T4-T6-T8 by Month Higher is be er More Projects Completed Should I act? Escalation of Work Stoppages Where to act? Getting More Done in Less Time Should I act?
  • 48. 48 Leadership Reinforcement Throughput Report Trend Analysis Escalation Summary Escalation Pareto Analysis Leadership Action
  • 49. Gaining Collaboration Summary • Make the process and the work visible • Agreement on way forward • Person to person accountability • Common Goals – Metrics to reinforce the right behavior – Horizontal and vertical alignment 49
  • 50. The Third Step 50
  • 51. The Objective of the System? 51
  • 52. Control the work in the system The Constraint sets the rate for the entire system. 52
  • 53. To Increase the Rate, Eliminate the Bottlenecks • Create process momentum during execution • Focused effort to solve problems 53
  • 54. Implementation 54
  • 55. Going Visual 1. What is your execution maturity? 2. Map the project process 3. Define the team 4. Build a draft of the board – Refine board 5. Begin standup meetings – Refine process 6. Implement measures & controls – Refine process 55
  • 56. Foundation of Execution Maturity • The Project Team: – Works together – Has a common goal – Controls the WIP 56 ViewPoint Visual Single Priority Control WIP Clean Start Metrics Alignment Collaborative Execution
  • 57. Map the Project Process 57
  • 58. Define the Team Sjoerd'Hoekstra Program'Manager Babu'George Engineering' Project'Manager Eric'Stolk Procurement' Manager Sam'Cuthbert Construction' Manager 'Chuck'Voelker ViewPoint'Project' Manager ''Lyn'Brunsen 'Project'Coach ''Chuck'Voelker 'Project'Coach 'Lyn'Brunsen 'Project'Coach Aaron'Scott Project'Control' Manager John Lott Contracts Manager Marion'Close Project'Planner Lindsay'Tatlonoghari Project'Cost'Control 'Chuck'Voelker 'Project'Coach ' Topside'&' Integration ' Completions ' Refurbishment 'Clint'Edgar Topside'EPM Mathieu'Brotons' Turret'EPM Severine'Baudic Vessel'EPM 58
  • 59. Build the First Board 59
  • 60. Begin Standup Meetings 60
  • 61. Implement Measures and Controls 61
  • 62. Why does project performance suffer?  Lack of Collaboration Too Much Work in Process 62
  • 63. 3 Steps to Deliver More Projects On Time 1. Visual Execution to facilitate collaboration 2. Common Purpose / Alignment on the team 3. Control the amount of work in the system to maximize flow 63 We’re not driving cars, we’re managing traffic
  • 64. ViewPoint Execution Maturity ViewPoint Visual Single Priority System Control WIP Measurement Alignment Collaboration ViewPoint Electronic Remote Collaboration Measurement Automation Buffer Management Resource loading Date promising ViewPoint EasyChain Probabilistic Planning Resource Management “What if” capability 64
  • 65. ViewPointtm Visual Results • 433% increase in effective capacity • 326% increase in units shipped • Lead-time reduced from 31 to 8 days • Revenue increased $4MM/month 65
  • 66. Practical Ideas for Improving Project Execution • Start projects as late as possible • Cut the number of projects in the portfolio by half (don’t start a new one until you finish one) • One person decides work priorities • Don’t start a task unless you can finish it completely 66
  • 67. Next… • Consultation – evaluate for your organization – More practical advice • LinkedIn Group – Visual Project Management 67