Project Management different concepts
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Project Management different concepts

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

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

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    Project Management different concepts Project Management different concepts Presentation Transcript

    • Project Management Conference for Top Management
      11.1.11
      Project Management Different Concepts
      Dvir Zohar – Simple CEO
      www.rbsprojects.co.il
    • AboutSimple
      We assist technology driven firms to run faster
      Our Uniqueness
      • State of the art PM methodologies (PMBOK, Agile, TOC, MSF and more)
      • Business orientation
      • Smooth implementation
      • Fast ROI
      • Simple solutions
      Methodology
      We supply a full project management solution
      Tools
      Training
      Project Management
      Office (PMO)
      Project managers
      www.simplesolutions.co.il
    • 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
    • Project Management Concepts
      The waterfall , CPM
      The critical chain
      Agile (XP, Scrum)
      Kanban
      Lean
    • 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
    • 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
    • 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
    • CCPM weaknesses
      Planning concept
      People commitment
      Project manager motivation
      Central control – must using tool
      Critical mile stones
      Changing priority
    • Agile projects drivers
      TTM Vs. Quality
      Complexity
      Changes – the only sure thing
      External
      Changes
      Internal
      Changes
    • Projects Yesterday & Today
      Yesterday
      Time
      0 1 2 3 4
      Today
      0 1 2 3 4
      Time
    • Agile Project Management (90’s)
      • Happy customer
      Who really needs it , Feedback
      Quantum mind set
      Early values, Make change your friend
      Projects are about people and interactions
      Good mood – output increases
      Commitment- Too many surprises for one point
      More people management, less task management
      Keep it simple
    • 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
    • Agile Weaknesses
      Large and complex projects
      Long term aspects – Resource planning, long lead items, organizational bottle neck, risk management …
      Management ability to create impacts
    • 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%)
    • 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
    • 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
    • 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
    • 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
    • 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