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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,”

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

Published in: Business, Technology
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Visual Project Management webinar handout

  1. 1. Why Engineering Projects are Late ( and How to Prevent Them from Being So) Visual Project Management http://pinnacle-strategies.com 1
  2. 2. What are these people doing? 2
  3. 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. 4. Why Are Projects Late? 4
  5. 5. You are the new Director of Engineering - What is the status of the project work? 5
  6. 6. Project Teams Cannot See 6 Where are we? Where is the path?
  7. 7. Three Keys 7
  8. 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. 9. Project Team Members have Different Goals • Resource utilization? • Earned hours? • Budget compliance? • Get promoted? • Avoid punishment? 9
  10. 10. It Doesn’t Have to be Lose-Lose • Resource utilization? • Earned hours? • Budget compliance? • Get promoted? • Avoid punishment? 10
  11. 11. 11
  12. 12. The prevailing notion is that to finish early, one should start early. 12
  13. 13. Everyone Starts Early 13 Here’s the project manager
  14. 14. Too much work creates confusion about priorities. 14
  15. 15. Confusion Breeds Multitasking 15
  16. 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. 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. 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. 19. Conventional Approach to Projects 19 Make a Good Plan Execute the Plan Success
  20. 20. Project Failures are Commonplace 20
  21. 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. 22. Foundation of Execution Maturity ViewPoint Visual Single Priority Control WIP Clean Start Metrics Alignment Collaborative Execution 22
  23. 23. 3 Keys 23
  24. 24. Improve Visibility 1. Improve Teamwork and Collaboration during execution 24
  25. 25. Align the Team 2. Establish a common goal for the team 25
  26. 26. Manage the Flow 3. Control the amount of work in the system 26
  27. 27. The First Step 27
  28. 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. 29 Make it Visible – Like This…
  30. 30. Or…Like This…. 30
  31. 31. 31 Engage The Team – Focus on the Future
  32. 32. Standup Meeting • 10 minutes • Analysis • Assignment of Action • Adjourn 32
  33. 33. Person to Person Accountability 33 Team members know who has the ball and their scope of action.
  34. 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. 35 Accelerate Flow Project X Project YY Project XX Project Z Project Y Estimate Select Engineering Procurement Stopped!
  36. 36. Functional Synchronization Portfolio Management Individual Project Procurement 36
  37. 37. The Second Step 37
  38. 38. Establish Common Goals Performance Management: The process by which organizations align their resources, systems and employees to strategic objectives and priorities 38
  39. 39. Completing Projects is Behavior How to create the right behavior to drive the project in the right direction? 39
  40. 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. 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. 42. “People do what they do because of what happens to them when they do it” Aubrey Daniels 42
  43. 43. What do we want our people to do? Move the project to completion (as fast as possible) 43
  44. 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. 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. 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. 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. 48 Leadership Reinforcement Throughput Report Trend Analysis Escalation Summary Escalation Pareto Analysis Leadership Action
  49. 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. 50. The Third Step 50
  51. 51. The Objective of the System? 51
  52. 52. Control the work in the system The Constraint sets the rate for the entire system. 52
  53. 53. To Increase the Rate, Eliminate the Bottlenecks • Create process momentum during execution • Focused effort to solve problems 53
  54. 54. Implementation 54
  55. 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. 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. 57. Map the Project Process 57
  58. 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. 59. Build the First Board 59
  60. 60. Begin Standup Meetings 60
  61. 61. Implement Measures and Controls 61
  62. 62. Why does project performance suffer?  Lack of Collaboration Too Much Work in Process 62
  63. 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. 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. 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. 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. 67. Next… • Consultation – evaluate for your organization – More practical advice • LinkedIn Group – Visual Project Management 67

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