Project Management Conference for Top Management<br />11.1.11<br />Project Management  Different Concepts<br />Dvir Zohar ...
AboutSimple<br />We assist technology driven firms to run faster <br />Our Uniqueness<br /><ul><li>State of the art PM met...
Business orientation
Smooth implementation
Fast ROI
Simple solutions</li></ul>Methodology<br />We supply a full project management solution<br />Tools<br />Training<br />Proj...
The business environment is tough<br />Non stable requirements<br />Technology uncertainty<br />Time to market pressure<br...
Project Management Concepts<br /> The waterfall , CPM  <br />The critical chain <br />Agile (XP, Scrum)<br />Kanban<br />L...
The Waterfall Concept<br />Based on many years of experience<br />Full concept (42 processes)<br />“Do it right the first ...
Theory of Constraints (TOC) – 80’sEliyahu M. Goldratt<br />The slowest boy determines the ending time (the bottle neck)<br...
Critical Chain Path Method (CCPM)<br />In multi projects, achieving due dates is critical<br />In order to meet due dates,...
CCPM weaknesses<br />Planning concept<br />People commitment<br />Project manager motivation<br />Central control – must u...
Agile projects drivers<br />TTM Vs. Quality<br />Complexity<br />Changes –  the only sure thing<br />External<br />Changes...
Projects Yesterday & Today<br />Yesterday<br />Time<br />0		1		2		3		4<br />Today<br />0		1		2		3		4<br />Time<br />
Agile Project Management (90’s)<br /><ul><li>Happy customer</li></ul>Who really needs it , Feedback<br />Quantum mind set ...
Agile practices (Scrum, XP)<br />Empowered<br /> team<br />Iterations  <br />Perspective<br />meeting<br />Stand up<br />m...
Agile Weaknesses<br />Large and complex projects<br />Long term aspects – Resource planning, long lead items, organization...
Agile Today<br />Started at ITdepartments (SW), Converted to R&D<br />Many organizations understand the need/necessity<br ...
Agile Elements in Large Projects<br />Many milestones with value<br />Active System and product managers<br />Backlog burn...
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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

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Project Management different concepts

  1. 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. 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. 3. Business orientation
  4. 4. Smooth implementation
  5. 5. Fast ROI
  6. 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. 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. 8. Project Management Concepts<br /> The waterfall , CPM <br />The critical chain <br />Agile (XP, Scrum)<br />Kanban<br />Lean<br />
  9. 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. 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. 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. 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. 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. 14. Projects Yesterday & Today<br />Yesterday<br />Time<br />0 1 2 3 4<br />Today<br />0 1 2 3 4<br />Time<br />
  15. 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. 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. 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. 18. Agile Today<br />Started at ITdepartments (SW), Converted to R&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. 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. 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. 21. Lean R&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. 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. 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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