Applying Lean Principles to PMBOK Projects. Dr. Martina Ryan

Applying Lean Principles to PMBOK Projects Dr. Martina Ryan

About Martina Ryan... Pharma background MRA Consulting Ltd. founded in 2005 - Located in Waterford. Lean/6-Sigma Services include: Consultancy Mentoring & Training Project/programme Leadership Faculty member of Institute of Project Management Ireland (IPMI) since 2005. EI/IDA Lean Consultancy Service Provider https://www.enterprise-ireland.com/en/productivity/lean-business- Offer/Lean-Education-Training-Providers-/Lean-Education-and- Training-Providers.html Quality Systems Project Management Copyright 2017 MRA Consulting Ltd 2

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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: https://www.enterprise-ireland.com/en/productivity/lean-business-offer/ Copyright 2017 MRA Consulting Ltd 32