From a course titled Program Management 2.0, this presentation pulls together a suite of tools for identifying risk, putting in place a risk register with trip wires, and and reporting risk retirement.
Program Management 2.0: Monitoring PerformanceJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for planning work, assessing & monitoring risk, monitoring program progress, clarifying roles, and making decisions.
Program Management 2.0: Circle-Dot Charts and CommunicationJohn Carter
From a course titled Program Management 2.0, this presentation shows how Circle-Dot charts can be applied to clarify roles within teams, and within organizations. This is a more powerful version of a RACI chart, which most clearly pinpoints key roles, and key decisions.
Program Management 2.0: Burndown ChartsJohn Carter
From a course titled Program Management 2.0, this presentation shows how Burndown charts can be applied to improve visibility and increase feedback to teams in product development.
Program Management 2.0: Schedule Prediction AccuracyJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for using a simple and yet very powerful tool for tracking progress AND projecting the likely release date.
Program Management 2.0: Work Breakdown StructureJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for creating a Work Breakdown Structure - which is very helpful for tracking the true project a project is making. It lends itself to also communicate the earned value of a project - so teams and managers can see what is done, and what is left to do.
Program Management Tools and Techniques: Best Practices & Workshop for Progra...John Carter
This extensive training presentation in Program & Change Management helps strengthen the core skills required to work effectively in leading and participating in cross functional process improvement initiatives. It is organized within the Six Sigma DMAIC structure consistent with the tenets of the Operational Excellence organization. Chock full of tools, diagrams and examples, this presentation takes a comprehensive approach to Program Management.
Program Management 2.0: Monitoring PerformanceJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for planning work, assessing & monitoring risk, monitoring program progress, clarifying roles, and making decisions.
Program Management 2.0: Circle-Dot Charts and CommunicationJohn Carter
From a course titled Program Management 2.0, this presentation shows how Circle-Dot charts can be applied to clarify roles within teams, and within organizations. This is a more powerful version of a RACI chart, which most clearly pinpoints key roles, and key decisions.
Program Management 2.0: Burndown ChartsJohn Carter
From a course titled Program Management 2.0, this presentation shows how Burndown charts can be applied to improve visibility and increase feedback to teams in product development.
Program Management 2.0: Schedule Prediction AccuracyJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for using a simple and yet very powerful tool for tracking progress AND projecting the likely release date.
Program Management 2.0: Work Breakdown StructureJohn Carter
From a course titled Program Management 2.0, this presentation pulls together a suite of tools for creating a Work Breakdown Structure - which is very helpful for tracking the true project a project is making. It lends itself to also communicate the earned value of a project - so teams and managers can see what is done, and what is left to do.
Program Management Tools and Techniques: Best Practices & Workshop for Progra...John Carter
This extensive training presentation in Program & Change Management helps strengthen the core skills required to work effectively in leading and participating in cross functional process improvement initiatives. It is organized within the Six Sigma DMAIC structure consistent with the tenets of the Operational Excellence organization. Chock full of tools, diagrams and examples, this presentation takes a comprehensive approach to Program Management.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
Topics covered:
Milestones are the key events in a project schedule (project plan). Milestones deliver the information related to project health and helps in communication to project stakeholders and sponsors.
Project Managers
This presentation is answering the questions of chapter 11 from Jack Meredith's book,'Project Management', and is about how a project can and has to be controlled.
DCMA has enlisted 14-points to assess the project schedule quality. The article explains each of the 14-points in detail and in simple language. Knowledge of these points shall help you to prepare a better and efficient schedule that can be prepared, managed and executed.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
Topics covered:
Milestones are the key events in a project schedule (project plan). Milestones deliver the information related to project health and helps in communication to project stakeholders and sponsors.
Project Managers
This presentation is answering the questions of chapter 11 from Jack Meredith's book,'Project Management', and is about how a project can and has to be controlled.
DCMA has enlisted 14-points to assess the project schedule quality. The article explains each of the 14-points in detail and in simple language. Knowledge of these points shall help you to prepare a better and efficient schedule that can be prepared, managed and executed.
How to create a strong team that is constantly trying to impriove processes and productivity.
Enables teams to determine how they would want to begin and maintain the journey.
An easy read plus descriptive materials to help teams setup strong improvement culture within the company and also within departments.
significance_of_test_estimating_in_the_software_development.pdfsarah david
Accurate estimations helps project managers to maintain a well-organized project timeline. By having a clear understanding of the time required for testing activities, realistic schedules can be developed, ensuring effective coordination with development and other project tasks.
significance_of_test_estimating_in_the_software_development.pptxsarah david
Accurate estimations helps project managers to maintain a well-organized project timeline. By having a clear understanding of the time required for testing activities, realistic schedules can be developed, ensuring effective coordination with development and other project tasks.
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
Agile methodology is a framework for modern software development.
What is the philosophy behind Agile?
How does it differ from traditional project management strategies like waterfall?
What are the stages, meetings, tools, and team roles?
What is Scrum?
significance_of_test_estimating_in_the_software_development.pdfsarah david
Accurate estimations helps project managers to maintain a well-organized project timeline. By having a clear understanding of the time required for testing activities, realistic schedules can be developed, ensuring effective coordination with development and other project tasks.
Recorded webinar: http://slidesha.re/1l6raT1
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 2 of a 2-part series and focuses on the Do, Study Adjust stages of the (PDSA) cycle.
Where do Product Roadmaps fit into product strategy? As a way of communicating a USP and of amplifying the strategy. It is also a way to show the relationships and dependencies between products. Here are samples of roadmaps: one 'big picture' overall map, and maps focused on competition & positioning, on timing & dependencies, and on sales.
Product Development Metrics: More Harm Than Good?John Carter
This is a presentation and workshop given to the Silicon Valley Engineering Leadership Group, held in Palo Alto, CA. First it shows how metrics related to compensation can really drive bad behavior. Then the presentation turns to product development metrics that can be used in the context of program management consulting, to improve effectiveness. More is available at https://tcgen.com/product-development-metrics, where there are papers on metrics as well as downloadable tools for improving the product development process.
Metrics svelg aug16_26
This one-pager presents the Innovation Sprint Readiness Scorecard tool. Innovation Sprints are the application of Design Thinking techniques (Customer Empathy, Demonstration, and Feedback) within the Agile development process (High Performance Teams, Iteration, and Customer Interaction). Design Thinking increases innovation while Agile increases speed; using them together in an Innovation Sprint gives you the best of both with more power than the sum of its parts.
Never The Twain Shall Meet: Can Agile Work with a Waterfall Process?John Carter
This thought-leading presentation discusses applying Agile to any organization. It makes a research-based case that Agile is spreading and that change is inevitable. It then discusses the barriers to change and how to overcome them. It next presents the idea of “Intelligent Agile” – an Agile scaled to your organization and its needs. It then presents the “next practices” required to make a sea change in Agile PD. Along the way, the presentation features best practices to overcome barriers, develop “Intelligent Agile, and continue to grow.
Agile Project Management in a Waterfall World: Managing Sprints with Predicti...John Carter
Applying Agile methods in a waterfall world seemed impossible until we discovered the 10 essential skills and tools. Five of these skills are organizational, while others translate the short intervals characteristic of Agile to the world outside of Software. User Stories becomes Boundary Conditions; Burn-down charts becomes Deliverable Hit Rate charts; Sprints become HW intervals; Sprint Retrospectives become Event Timeline Retrospectives, while the project as a whole is managed using Boundary Conditions. This presentation shows examples of these tools and shows examples of how they are applied.
Learning from the Trenches: Scrum for HardwareJohn Carter
Revealing results from a primary research study, this presentation takes on the question of applying Agile practices to products that integrate software, hardware, firmware, and mobile components. The presentation highlights how to translate Agile methods to hardware and spells out the organizational challenge organizations face.
A strong product strategy that is neither too secret, nor interferes with “real life” is essential for long term planning. This training shows how Corporate Strategy, Portfolio Management, Product Management and Roadmapping work as an integrated strategic framework. The presentation presents tools and describes the skillsets necessary to make powerful portfolio decisions, ensure the right mix of products (with customer input), reducing risk, while increasing predictability.
Customer Collaboration & Product Innovation Using Social NetworksJohn Carter
This presentation to the Silicon Valley PMI Annual Symposium discusses the migration of social networks into products and product development processes. It presents the best practices and pitfalls of innovating with customers using social media and suggests some next steps for companies that are new to the use of social networks in product development.
Strategy Leadership and Product Portfolio ManagementJohn Carter
A detailed description of the strategic process, and how product portfolio management can help set and communicate the product road-map. The presentation includes the definition of strategy, technology and product road-maps and how by linking them, your organization can differentiate and win.
Presented at the PDMA annual conference in Chicago, we describe how Agile applies more broadly to product development in Medical Devices, Wearables and Consumer Products.
Can Agile Work With a Waterfall Process?John Carter
This presentation was give to a Agile Community of Practice in a very large health care organization to help the Agile Team Leaders define and implement their Agile Transformation in their Waterfall environment. We show that combining Agile and Waterfall yields the best of both worlds for flexibility, time to deployment, and innovation.
This workshop presentation knits together high impact best practices to help teams and managers through the entire program / project life-cycle. Using a DMAIC framework, we demonstrate how stakeholder management, value stream mapping, role definition, decision making, and escalation can be used to help all project types from product development to change management.
Software Quality Dashboard Benchmarking StudyJohn Carter
Software metrics best practices from a benchmarking assignment that indicates how software metrics are reported to management and used to drive behavior. We learned how leading companies used dashboards to report on quality progress and improvement results. We found the best organizations focused on the vital few metrics but also had automated systems with the ability to drill down on metrics at the divisional and team levels. In addition, the best normalized the metrics by number of customers or complexity. They systematically used root cause analysis to analyze bugs in the field. The SW Quality metrics often went beyond the strict definition of quality in that they also measured release predictability and feature expectations. Finally, the best companies used external benchmarks to set their quality targets.
Smart Agile: An Elegant Recipe for Product DevelopersJohn Carter
Presentation for Management Roundtable Expert Exchange (XRT) that shows how to elegantly and simply create an Agile Transformation. We show how it is better to not fight the existing Milestone system (save that battle for another day), but simply next the Sprints within the major milestones. The importance of Release Planning is described to enable Agile teams to interface with other teams and functions thereby reducing or eliminating dependencies.
Who needs Agile when you can manage product development teams using a precise set of program and product boundary conditions? You don't need status reports or non-value added check up meetings, either! Boundary Condition management enables trust (helping management) and freedom to operate (helping teams). This presentation shows you how.
Software QA Metrics Dashboard BenchmarkingJohn Carter
Software metrics best practices from a benchmarking assignment that indicates how software metrics are reported to management and used to drive behavior. We learned how leading companies used dashboards to report on quality progress and improvement results. We found the best organizations focused on the vital few metrics but also had automated systems with the ability to drill down on metrics at the divisional and team levels. In addition, the best normalized the metrics by number of customers or complexity. They systematically used root cause analysis to analyze bugs in the field. The SW Quality metrics often went beyond the strict definition of quality in that they also measured release predictability and feature expectations. Finally, the best companies used external benchmarks to set their quality targets.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. 2
22
AGENDA
1 Schedule Prediction Accuracy
Exercise in creating diagram
2 Metrics for estimating progress at the engineering task levels
Exercise in creating a Task Burn- Down Chart
3 Monitoring Progress: Earned Value – Scope, Cost and Time
Exercise in managing Partner’s delay
4 Risk & Circle Dot Charts: What happens if there is a breakdown?
Exercise
5 Management Systems
Covered in this presentation
3. 3
33
KEY LEARNING POINTS
Monitoring Project Performance for Internal and External Partners (TCGen’s Innovate Products Faster, Greene’s Head First PMP)
1 Metrics for estimating progress (at the engineering task levels)
2 Monitoring Progress (Earned Value – Scope, Cost and Time)
3 Risk Monitoring
4 Circle Dot Charts
5 Management Systems
Participants will understand how to create and update Schedule Prediction Accuracy charts and how to demonstrate program status
by showing scope, cost and time in one chart.
They will also gain skill in creating and using:
5. 5
55
ESSENTIAL PROCESSES FOR MANAGING RISKS
• Assess – Learn from the past, create checklist, review prior audits, go outside, generate list of potential risks
• Plan – Perform impact and probability analysis, prioritize, and make plans
• Monitor – Keep an active watch for trouble by monitoring predictive metrics
• React – Re-mediate if and when there is trouble
Assess Plan
Monitor &
React
6. 6
66
RISK RESPONSE OPTIONS
Risk Response Description Examples/Notes
Avoidance
Avoiding the risk.
Changing the project plan to eliminate
the risk.
Changing the project plan to protect a
project objective from the impact.
Reducing the scope remove high-risk tasks.
Adding resources or time.
Adopting a proven approach rather than new one.
Removing a “problem” resource.
Acceptance
Accepting the consequences of the risk.
The project plan is not changed to deal
with the risk.
A better response strategy cannot be
identified.
Active acceptance.
Passive acceptance.
No action.
Contingency allowance (reserves).
Communication plan around possible major cost increases if
this risk occurs.
Monitor and prepare
Accepting the risk for now.
Closely monitor the risk and develop
alternate action plans proactively if the
event occurs.
Contingency plan.
Fallback plan.
Establish criteria that will trigger the implementation of the
response plans.
Source: Project Management, Absolute Beginner’s Guide, Gregory Horine Que Publishing, Indianapolis 2013
7. 7
77
Risk Response Description Examples/Notes
Mitigation
Taking action to reduce the likelihood that
the risk will occur.
Taking action to reduce the impact of the
risk.
Reducing the probability is always more
effective than minimizing the
consequences.
Adopting less complex approaches.
Planning on more testing.
Adding resources or time to the schedule.
Assigning a team member to visit the seller’s facilities
frequently to learn about potential delivery problems as
early as possible.
Providing a less-experienced team member with additional
training.
Deciding to prototype a high-risk solution element.
Transference
Transferring ownership of the risk factor.
Shifting the consequence of a risk and the
ownership of the response to a third party.
Outsourcing difficult work to a more experienced company.
Fixed price contract.
Contract, insurance, warranties, guarantees, and so on.
Used most often for financial risk exposure.
Does not eliminate the risk.
RISK RESPONSE OPTIONS
Source: Project Management, Absolute Beginner’s Guide, Gregory Horine Que Publishing, Indianapolis 2013
8. 8
88
ESSENTIAL PROCESSES FOR MANAGING RISKS
Which Business Problems Does the Tool Solve?
• Innovation brings with it additional risks which can still be managed by the team on its own
• Helps improve project execution because it can help the team anticipate, prevent, and mitigate risks
Benefits:
• You can identify risks before they occur
• There is a reduction of risk impact due to early detection
• Quantitative metrics that help clarify when to act on a risk item
• Action accelerates because of the clear thresholds and the agreement to follow a process
9. 9
99
RISK MANAGEMENT MATRIX
Status Risk Impact Likelihood Metric Threshold
Current
Value
Date Action Plan
Global team does not communicate
frequently enough. Want to keep
weekly communication high.
4 7
Meetings per
week
2 2.5 Current
Invoke team’s elevation plan,
purchase videoconferencing
systems, change incentives.
Data captured on long forms from
online interaction sessions must not be
lost if user gets error message or
returns to screen.
6 6 % Data Lost 10% 25% Q3 FY 13
Design review current forms layout,
bring in Expert Co. consulting firm,
change staff balance.
Server must respond to users rapidly
under fairly high loads – expect page to
be updated way under a second.
7 7 Ms at 1000 Users 259 1000 Q2 FY 13
Add architect and create tiger team
with system optimization
experience.
Financial partner cooperation is critical
to this household finance program, and
we need to have a sufficient number at
launch
4 6 Institutions 1000 247 Q3 FY 13
Increases business development
staff, change incentive
compensation, add external business
development firm.
Mobile operating system support must
be in place at the same time as
launching the desktop version.
5 6 On Time Q4 FY 14 Q4 FY 14 Current
Track schedule prediction accuracy.
If slip then recruit internal team
from Vietnam (permission already
granted).
10. 10
1010
Status Risk Impact Likelihood Metric Threshold
Current
Value
Date Action Plan
Global team does not communicate
frequently enough. Want to keep
weekly communication high.
4 7
Meetings per
week
2 2.5 Current
Invoke team’s elevation plan,
purchase videoconferencing
systems, change incentives.
Data captured on long forms from
online interaction sessions must not be
lost if user gets error message or
returns to screen.
6 6 % Data Lost 10% 25% Q3 FY 13
Design review current forms layout,
bring in Expert Co. consulting firm,
change staff balance.
Server must respond to users rapidly
under fairly high loads – expect page to
be updated way under a second.
7 7 Ms at 1000 Users 259 1000 Q2 FY 13
Add architect and create tiger team
with system optimization
experience.
Financial partner cooperation is critical
to this household finance program, and
we need to have a sufficient number at
launch
4 6 Institutions 1000 247 Q3 FY 13
Increases business development
staff, change incentive
compensation, add external business
development firm.
Mobile operating system support must
be in place at the same time as
launching the desktop version.
5 6 On Time Q4 FY 14 Q4 FY 14 Current
Track schedule prediction accuracy.
If slip then recruit internal team
from Vietnam (permission already
granted).
RISK MANAGEMENT MATRIX
Impact of Risk
1 = Low,10 = High
Likelihood
1 = Low,10 = High
Metric Value
triggering action
What to do if
Threshold reached
11. 11
1111
CONTROLLING RISKS
• Tackle high risk tasks first
• Maximize resources on high-risk tasks
• Postpone low-risk tasks
• Use iterative, phased approaches
• Frequent, smaller deliverables reduce overall risk
• Change the way you design
• Create a better balance between theory and experimentation; lean more on experimentation to get fast answers
• Get to “no” more quickly on parallel paths
• QA the planning process
• Leverage independent QA audits
12. 12
1212
MITIGATING RISKS: ALTERNATIVES
1 Soft Skills
2 Meetings
3 Dot Voting
4 Out of Bounds
5 Communication Paths
6 Fast Tracking and Crashing
Assess Plan
Monitor
&
React
These Tools are for the “Monitor and React” phase
13. 13
1313
SOFT SKILLS: EXECUTING
A successful Program Manager has these critical soft skills
Is the leader of communications:
sets the tone and protocols for them
When there are breakdowns, emphasizes
the outcome the team is trying to produce
not who is to blame
14. 14
1414
MANAGING YOUR TEAM & MEETINGS
• “Smooth” program management starts by running effective meetings
• Communicating effectively outside of team meetings is where the real work gets done however
• Focusing on the outcome rather than on blaming people
• Establishing clear priorities and sticking with them
• Tracking the status of each activity (sub-project) within the project
• Using metrics to see the big picture and to drive improvement
Necessary Conditions for “Execution: Managing Teams & Meetings”
Communication
Skills
Communication
Tools
Tracking Capability Metrics
• DOCUMENTS: Communication protocols, Metrics dashboard, Priority lists (These are suggested, not in place yet at D+M)
15. 15
1515
FAST TRACKING & CRASHING TASKS
Source: Dynamics of Project Performance: System Dynamics and Project Management , Lyneis, MIT, 2003, p 16
Worry about taking shortcuts that only cause delay because of more rework
Traditional project
Overlap phases
Compress each phase
Reduce Rework
Planned
Duration
Actual
Phase 1
Rework
Phase 2