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Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
Project Management different concepts
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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  • 1. Project Management Conference for Top Management<br />11.1.11<br />Project Management Different Concepts<br />Dvir Zohar – Simple CEO<br />www.rbsprojects.co.il<br />
  • 2. AboutSimple<br />We assist technology driven firms to run faster <br />Our Uniqueness<br /><ul><li>State of the art PM methodologies (PMBOK, Agile, TOC, MSF and more)
  • 3. Business orientation
  • 4. Smooth implementation
  • 5. Fast ROI
  • 6. Simple solutions</li></ul>Methodology<br />We supply a full project management solution<br />Tools<br />Training<br />Project Management<br />Office (PMO)<br />Project managers<br />www.simplesolutions.co.il<br />
  • 7. The business environment is tough<br />Non stable requirements<br />Technology uncertainty<br />Time to market pressure<br />Only 25-35% of technology oriented <br />projects achieved time and budget<br />Low implementation of PM<br />methodologies<br />
  • 8. Project Management Concepts<br /> The waterfall , CPM <br />The critical chain <br />Agile (XP, Scrum)<br />Kanban<br />Lean<br />
  • 9. The Waterfall Concept<br />Based on many years of experience<br />Full concept (42 processes)<br />“Do it right the first time”<br />Long term view <br />The full / elementary kit, Stagegate<br />Time<br />
  • 10. Theory of Constraints (TOC) – 80’sEliyahu M. Goldratt<br />The slowest boy determines the ending time (the bottle neck)<br />The challenge: Stochastic times<br />Mitigating solution: Buffers that insure free space for the slowest boy<br />
  • 11. Critical Chain Path Method (CCPM)<br />In multi projects, achieving due dates is critical<br />In order to meet due dates, you need buffers (before project critical chain activities and at the end) <br />CPPM tool: Concerto + MS project <br />
  • 12. CCPM weaknesses<br />Planning concept<br />People commitment<br />Project manager motivation<br />Central control – must using tool<br />Critical mile stones<br />Changing priority <br />
  • 13. Agile projects drivers<br />TTM Vs. Quality<br />Complexity<br />Changes – the only sure thing<br />External<br />Changes<br />Internal<br />Changes<br />
  • 14. Projects Yesterday &amp; Today<br />Yesterday<br />Time<br />0 1 2 3 4<br />Today<br />0 1 2 3 4<br />Time<br />
  • 15. Agile Project Management (90’s)<br /><ul><li>Happy customer</li></ul>Who really needs it , Feedback<br />Quantum mind set <br />Early values, Make change your friend<br />Projects are about people and interactions<br />Good mood – output increases<br />Commitment- Too many surprises for one point<br />More people management, less task management<br />Keep it simple<br />
  • 16. Agile practices (Scrum, XP)<br />Empowered<br /> team<br />Iterations <br />Perspective<br />meeting<br />Stand up<br />meetings<br />Backlog burn down<br />In house<br />customer<br />Testability<br />Agile<br /> tools<br />Pair<br />programming<br />Pace<br />estimation<br />
  • 17. Agile Weaknesses<br />Large and complex projects<br />Long term aspects – Resource planning, long lead items, organizational bottle neck, risk management … <br />Management ability to create impacts<br />
  • 18. Agile Today<br />Started at ITdepartments (SW), Converted to R&amp;D<br />Many organizations understand the need/necessity<br />25% (??) implement agile elements<br />Iterations, stand up meetings, retrospectives, burn down<br />First surveys show major improvements of: <br />Priority change management (46%), visibility (39%), morale (27%), time to market (27%)<br />
  • 19. Agile Elements in Large Projects<br />Many milestones with value<br />Active System and product managers<br />Backlog burn down <br />Quarterly project health review<br />Testability<br />Create commitment <br />High valuable elements<br />
  • 20. Kanban<br />Came from manufacturing line in Japan<br />Define process <br />Optimize flow (long term capacity planning)<br />Avoid work in process by using “pull” method<br />18% of agile users are using Kanban<br />Advantages: Simple, local<br />Limitations: Matrix, multi projects, changes, uncertainty<br />
  • 21. Lean R&amp;D<br />1. Eliminate Waste<br />2. Identify values<br />3. Determine flow (of process)<br />4. Strive for perfection (continues improvement)<br />Effective <br />meetings<br />Smarter <br />docs<br />Feedback<br />From <br />System<br />Wise reaction<br />To changes<br />
  • 22. Bird Eye View<br />In order to compete you need to be<br />Fast, Agile, Lean<br />Simple <br />Projects<br />Complex<br />Projects<br />Agile<br />Kanban<br />Waterfall<br />TOC<br />Comprehensive project management<br />
  • 23. Summary<br />The wise – We need effective PM environment. Implement what simplifies work and reject what brings complications. Change according to needs <br />The evil – The Americans are trying to implement the Israeli’s ways<br />The naive – Lets wait<br />The one who doesn’t know what to ask <br />

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