lean project management oxymoron or possible - ottawa - apr 2013

Copyright - Leanintuit - Mar 2013

Lean Project Management Oxymoron or Possible?

Mike EdwardsOttawa Agile - April 2013

@mikeeedwards [email protected]

Monday, 8 April, 13

mailto:[email protected]

mailto:[email protected]


Two project managers!

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So why do PMs seem to be such a burden !??!

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Lets follow the evolution of a PM

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First go hire a virgin PM

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Watch them have some success ... while they don’t know any better!

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PMP

Then encourage them to get certified!

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They have the holy grail!• PM Body of Knowledge (PMBOK)• Program Management Standard• Portfolio Management Standard• Risk Management Standard• Earned Value Standard• Configuration Management Standard• Work Breakdown Structure Standard• Scheduling Standard• Estimating Standard• Competency Development Framework• PMBOK Government Extension• PMBOK Construction Extension

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Then it starts happening!

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Sound Familiar?

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Does Project Management make

sense?

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It’s a complex world!

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Lean!

EliminateWaste

High ProductIntegrity

Team & PeopleFocus

AlwaysDelivering

AlwaysLearning

Optimizingthe whole

Value

Partially done workExtra ProcessesExtra FeaturesTask Switching

WaitingMotionDefects

Management Activities

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Examining current statePeople

Process Product

People’s Satisfaction

QualityBusiness risk,

schedule and cost pressure

They’re People not Resources!

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People

Clients Everyone!

The Public

SponsorBanker

TestersProje ager Develop

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Let’s build something!

• Select a developer, designer, customer, the rest are on the team

• All you have to do is have the developer draw a picture in 5 mins

• I’m the boss!

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People

Ownership

Leadership

Collaboration

EmpoweredDisempowered

ServantMaster

InclusiveExclusive

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Take the survey!Answer the People section of the survey

Plot the three items on the chart and connect the dots

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Process

Focus on how you use a process

Not what process is used

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PMI Processes

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Copyright - Leanintuit - Mar 201361©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

3

3 - PROJECT MANAGEMENT PROCESSES

Table 3-1. Project Management Process Group and Knowledge Area Mapping

4. Project Integration Management

5. Project Scope Management

6. Project Time Management

7. Project Cost Management

8. Project Quality Management

9. Project Human Resource Management

10. Project Communications Management

11. Project Risk Management

12. Project Procurement Management

13. Project Stakeholder Management

Project Management Process Groups

Knowledge Areas Initiating Process

Group

Closing Process

Group

Monitoring and Controlling Process Group

Executing Process

Group

Planning Process Group

4.1 Develop Project Charter

13.1 Identify Stakeholders

4.2 Develop Project Management Plan

5.1 Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS

6.1 Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations6.6 Develop Schedule

7.1 Plan Cost Management7.2 Estimate Costs7.3 Determine Budget

8.1 Plan Quality Management

9.1 Plan Human Resource Management

10.1 Plan Communications Management

11.1 Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses

12.1 Plan Procurement Management

13.2 Plan Stakeholder Management

4.3 Direct and Manage Project Work

8.2 Perform Quality Assurance

9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team

10.2 Manage Communications

12.2 Conduct Procurements

13.3 Manage Stakeholder Engagement

4.4 Monitor and Control Project Work4.5 Perform Integrated Change Control

5.5 Validate Scope5.6 Control Scope

6.7 Control Schedule

7.4 Control Costs

8.3 Control Quality

10.3 Control Communications

11.6 Control Risks

12.3 Control Procurements

13.4 Control Stakeholder Engagement

4.6 Close Project or Phase

12.4 Close Procurements

Licensed To: Michael Edwards PMI MemberID: 284893This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

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ProcessImproving

Process

Application

OngoingOnce

EvolvingEstablished

ScaledRigid

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Take the survey!Answer the Process section of the survey


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Product

IT organizations only exists to deliver valuable products & tools to enable our customers to succeed

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2/2 New document (2/2)2013-04-07 12:32:11

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Product

Product Definition

Achievement Focus

Response to change

LearnedDefined

CustomerProject

AdaptiveControl

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Take the survey!Answer the Product section of the survey


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What do the results tell us?

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Your assessment results?People

Process Product





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People

Process Product





Your assessment results?

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Where to from here?

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Where to from here?• First figure out where you are• Listen to the people• Everyone must commit to an

improvement program• Iterate! (aka: Do it again!)• For best results - get help!

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A word about certifications!

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http://leanpmsolutions.com/the-lean-pmo-is-possible/

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http://leanpmsolutions.ca/the-lean-pmo-is-possible/

http://leanpmsolutions.ca/the-lean-pmo-is-possible/

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