Applying Lean Principles to PMBOK Projects. Dr. Martina Ryan
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1 Applying Lean Principles to PMBOK Projects Dr. Martina Ryan
2 About Martina Ryan... Pharma background MRA Consulting Ltd. founded in Located in Waterford. Lean/6-Sigma Services include: Consultancy Mentoring & Training Project/programme Leadership Faculty member of Institute of Project Management Ireland (IPMI) since EI/IDA Lean Consultancy Service Provider Offer/Lean-Education-Training-Providers-/Lean-Education-and- Training-Providers.html Quality Systems Project Management Copyright 2017 MRA Consulting Ltd 2
3 Some of our Clients Copyright 2017 MRA Consulting Ltd 3
4 Lean & 6-Sigma Lean Everything but Only what s needed Fastest Value Creation Lowest Cost 6-Sigma Right First Time Copyright 2017 MRA Consulting Ltd 4
5 Doing Lean Isolated islands of application Agile PM (IT) Lean Thinking Manufacturing? Waterfall PM Day Job Copyright 2017 MRA Consulting Ltd 5
6 Lean PM What s the Best Approach? Water -fall XP FDD PMBoK Crystal Method -ology Critical Chain PM Lean Agile 6-Sigma Scrum Lean & Green Copyright 2017 MRA Consulting Ltd 6
7 The Best Approach? Ref: Art Smalley, Copyright 2017 MRA Consulting Ltd 7
8 Doing Lean versus Becoming Lean Becoming Lean Lean Values (Behaviours) F o c u s Lean Principles Doing Lean Lean Practices (Tools etc) Copyright 2017 MRA Consulting Ltd 8
9 How can we make Waterfall Lean? PMBoK Projects Is there a conflict between Agile/Lean approach & Waterfall? Is a proprietary approach always best? How can we maximise value creation & cost efficiencies by applying a Lean approach to Waterfall projects? Copyright 2017 MRA Consulting Ltd 9
10 Applying Lean to Projects The GOAL Shorten the TIME from Project Initiation to DELIVERY By at least 50% IMPROVE ROI BY?% Copyright 2017 MRA Consulting Ltd 10
11 Project Time How much time is really value add? Lean 5% Value Add Time 95% Non Value Add Time Focus on eliminating Waste! Copyright 2017 MRA Consulting Ltd 11
12 Applying Lean to Our Projects Some of the things we can do Establish the Project Vision Deliver Projects Quickly Establish flow Eliminate Waste Copyright 2017 MRA Consulting Ltd 12
13 1. Establish the Vision The End GOAL Successful projects depend on identifying the key project stakeholders, understanding what those stakeholders really need, establishing quantifiable measures of success, translating these requirements into an effective project scope. Only then can the right solution be identified and deployed to address the opportunity or problem that the project seeks to exploit. Be prepared to refine vision and scope as project progresses Copyright 2017 MRA Consulting Ltd 13
14 Key Lean Equation Little s law: Under steady state conditions: Average cycle time = 6 months 10 projects/month (Orders) 60 Projects (WIP) 10 projects/month (Completed) Cycle Time x Throughput = WIP* *WIP = Work In Progress 6 months x 10 projects/month = 60 Projects Cycle Time = WIP Throughput 6 months = 60 projects 10projects per month Copyright 2017 MRA Consulting Ltd 14
15 Key Lean Equation Cycle Time = WIP Throughput Longer Cycle time Greater WIP How do we speed up our projects? Reduce WIP! 6 months = 60 projects 10projects per month To achieve 3 month cycle time, reduce WIP to 30 projects! Copyright 2017 MRA Consulting Ltd 15
16 Where does WIP come from? We have a static resource pool but. Organisation takes on more projects (with same resources) Increasing scope of work of existing projects Impact: Everything slows down! Copyright 2017 MRA Consulting Ltd 16
17 2. Do Projects Quickly Limit WIP When is Return on Investment Achieved? Better to start all projects at the same time, or to undertake them sequentially? Break project into smaller projects Rapid prototyping etc. Early delivery of benefits Copyright 2017 MRA Consulting Ltd 17
18 Flow (aka, real-time work) The Curry principle : Get it in.. Get it through.. Get it out! Previous Step Internal process Pass on to next Stage of process Project Cycle time Copyright 2017 MRA Consulting Ltd 18
19 Tools that can facilitate flow Collocated teams (or using technology to get as close to this as possible) Promote cross functional teamwork (less functionalised work) Use pull systems (e.g. Kanban) for production elements of projects Etc. Copyright 2017 MRA Consulting Ltd 19
20 Kanban Board with Work In Progress (WIP) Self-organised teams for production elements of projects WIP Limit = 4 WIP Limit = 3 Backlog Selected In Progress Done Copyright 2017 MRA Consulting Ltd 20
21 Eliminate Waste! Any resource* consuming activity that is not adding value to the customer * Resource space, time, materials Copyright 2017 MRA Consulting Ltd 21
22 Seeing Waste Lean thinking is like night-vision goggles. When you put them on you suddenly see clearly many things that you suspected were there but could not see in detail. You see the waste and can take immediate action. Copyright 2017 MRA Consulting Ltd 22
23 7 Kinds of Waste Defect/Rework Not doing or making it right first time Overproduction Producing too much, too soon (Multiple reports) Over Processing Over-processing and wasted resources. Task Switching Lost time multitasking Inventory Partially Done Work. Motion Any motion that does not add Waiting value. Waiting on parts, waiting for a machine to finish cycle. Copyright 2017 MRA Consulting Ltd 23
24 7 Wastes: Task Switching Most efficient method of completing project (items) one at a time Cannot multi-task! Lost time reverting back to previously started task Lose time status tracking and re-prioritising items Inefficient PM Copyright 2017 MRA Consulting Ltd 24
25 7 wastes - Partially done Work (Inventory) Ties up resources in items that cannot be used/yield benefit Risk incomplete item won t be adequate Incomplete items cannot be integrated into the rest of the product Defects not identified in incomplete work building technical debt for later Adopting We ve started so we ll finish approach reduces risk as well as reduces waste Adopting We ve started so we ll finish approach reduces risk as well as reduces waste Copyright 2017 MRA Consulting Ltd 25
26 7 Wastes: Motion If teams are not collocated - Unnecessary movement of resources (people, materials & equipment) Walking to meetings Walking to retrieve documentation/information Physical movement of documentation (requirements, design, test documentation etc) Copyright 2017 MRA Consulting Ltd 26
27 7 Wastes: Waiting Periods of inactivity for people, machines, information or goods, resulting in poor flow and long lead times Waiting - Delays completion of tasks, getting feedback and delivery to customer Examples waiting on : Decisions Documentation, Information Appropriate resources (People, Materials, Equipment etc) Copyright 2017 MRA Consulting Ltd 27
28 7 Wastes Over Processing Over-processing and wasted resources. Going about work processes using the wrong set of tools, procedures or systems, often when a simpler approach may be more effective. Performing more operations than are necessary Examples : Duplication of activities/inefficient information gathering techniques Inappropriate attendance at meetings / poorly managed meetings Unnecessary variants of reports Unnecessary (copies of) documents Re-learning Inefficient documentation layout and/or content Copyright 2017 MRA Consulting Ltd 28
29 Time-boxing Some activities invariably stretch to fill the available time. Gilding the lily (80/20 rule) Time-boxing: Set aside a specific block of time for your research or discussion and stop when your time is up, regardless of your progress. Structured agendas with time limits on every item Keep to times (including meeting start/end times) Parking-Lot for non-agenda items Stand up meetings! Benefits: Eliminate wasted discussion Prevent meetings being hi-jacked Respect others Copyright 2017 MRA Consulting Ltd 29
30 7 Wastes: Extra Features (Over Production) Producing too much, or producing too soon Last responsible moment KISS No Extra Features (Gold Plating) Any more than the minimum to get the job done. Need to be built, tracked, maintained Add complexity Least problematic features are those we haven t included yet! Results in excessive cost and poor customer service. Reduces visibility of defects Copyright 2017 MRA Consulting Ltd 30
31 7 Wastes: Defects Defects require rework Even minor defects can result in a lot of waste if not detected early Risk that same defect will be replicated before it is detected Risk that amount of re-work will increase because of later processing Identify defects early, address immediately and eliminate from ever happening again Test often/include appropriate self-inspection and other testing steps Copyright 2017 MRA Consulting Ltd 31
32 More information Training Agile (PMI-ACP ) Lean/6-Sigma Funding for Lean Business Improvement programmes are available for Enterprise Ireland (50% funded) and IDA (90% funded) clients under the following structures: Lean Start Lean Plus Lean Transform Further information: Copyright 2017 MRA Consulting Ltd 32
33 Barriers to Lean You can think you can, or think you can t, and you ll be right. Henry Ford Copyright 2017 MRA Consulting Ltd 33
34 Thank You! Dr. Martina Ryan MRA Consulting Ltd (051) (087) Copyright 2017 MRA Consulting Ltd 34
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