lean thinking for bcm/grc/erm program management
DESCRIPTION
Focus your BCM/DRP/GRC/ERM program on creating value not only documentation. While many practitioners seek to identify factors that can help organizations (and their supply chains) achieve resilience, question regarding how resilience and BCM program management fits with Lean thinking remain unanswered. This presentation aims to answer that question. Presented knowledge and finding has been defined by a year-long study on Lean enablers for complex programs by PMI and MIT. Learn about main challenges that can impact program success and how proposed toolset of Lean enablers can help to overcome those challenges and to sustain excellence in BCM program management.TRANSCRIPT
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Banishing Waste and
Delivering Value
in Your BCM Program
Session B19: Milen Kutev, MBCP, SCPM, PMP
British Columbia Automobile Association / BCAA
Lean Times Require
Lean Thinking
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more than 25 years program &
project delivery
active member of the PMI Lean
Program Management CoP
editor for PMI’s Standard for
Program Management – 3 ed
last 10 years primary managing
BCM/DRP/ERM programs
Why am I talking today ?
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Business Continuity: capability of the organization to
continue delivery of products or services at acceptable
predefined levels following disruptive incident
Stakeholder (Interested Parties): any group or individual
that can affect or that is affected by the achievement of
the enterprise’s objectives.
BCM Program Objective: building organizational
resilience with the capability of an effective response
that safeguards the interests of its key stakeholders,
reputation, brand and value-creating activities
Let’s set the baseline (ISO 22300 definitions)
Capabilities
Confidence
Competencies
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What are the biggest challenges for you?
Source: The guide to Lean Enablers…
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So, what is Lean thinking anyway?
a set of concepts,
principles and tools
used to create and
deliver the most value
from the customer’s
perspective, while
consuming the fewest
resources and
fully utilizing the skills
and knowledge of those
who do the work.
PURPOSE
PROCESS
PEOPLE
Customers / Stakeholders
Value
Value Stream
Flow
Pull
Perfection
Respect
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Value: particular worth, utility, benefit, or reward that stakeholders
expect in exchange for their respective contributions (resource &
money) to the enterprise.
Customer: refers to those which are immediately in the downstream
from you. It may be internal customers or external customers or end
beneficiary.
(Extended) Enterprise: a complex, integrated, and interdependent
system of people, processes, and technology that creates value as
determined by its key stakeholders (including partners, vendors,
regulators and customers).
Learn the new Lean words
based on: MIT´s Lean Advancement Initiative LEM
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1. CAPTURE THE VALUE DEFINED
BY THE KEY STAKEHOLDERS
Lean principles and enablers for BCM programs
Stakeholders
Value
Value Stream
Flow
Pull
Perfection
Respect
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…This discussion demonstrated the continuing
difficulty of distinguishing between metrics relating
to value and metrics relating to compliance,
completeness, and effectiveness, which serve
different purposes.
It raises a question in our minds as to whether
directly measuring value is feasible. Perhaps the
other metrics serve as indicators that value is being
delivered, even if they are not direct measures…
Do we agree what value is? Really ??
Source: BCI “The measurement of the value contribution of BCM” study 2012-2014
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Think back from stakeholders needs
Source: ISO 22313-2012
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Benefits & dependencies mapping
Based on: OGC Managing Successful Programmes, 2011
Project Output / Capability(e.g. new emergency
notification system- ENS)
Intermediate Benefits & Quick Wins(e.g. simplify notification process and
eliminate manual rosters)
Organizational Change(e.g. integrate ENS within IT
incident management)
Sustained Benefits(e.g. consistent and efficient notification and
escalation during regular and off-hours)
Strategic Objective(e.g. improve IT service
support & 24x7 availability)
enables prepare
to realize
enables
in turn
realizes
enables
help achieve
one or more
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Let’s repeat, one more time:
satisfaction of needs (benefits) *
as defined by stakeholders
use of resources (contribution)
money, people, time,
energy, materials, contracts
Value
Based on: OGC Management of Value, 2012
* provided at the right time
at an expected quality
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Focus only on activities that add value
There is nothing so
useless as doing well
that which should
not be done at all
Peter Druker
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Establish the value and benefit of the program to the stakeholders
Prioritize benefits by strategic alignment and resource needs
Focus all program activities on the high priority benefits that the program intends to deliver
Assign responsibility and accountability for benefits realization
Frequently engage the stakeholders to assess the benefits throughout the program lifecycle
Develop high-quality program requirements among key stakeholders before to start
execution or RFP contracting
Clarify, derive and prioritize requirements early, often and proactively
Actively minimize the bureaucratic and compliance burden on the program and projects
Value – Lean enablers for you
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2. OPTIMIZE THE VALUE STREAM
AND ELIMINATE WASTE
Lean principles and enablers for BCM programs
Stakeholders
Value
Value Stream
Flow
Pull
Perfection
Respect
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Key Lean concepts: Muda, Mura, Muri
Picture Source – Toyota Motor Company Australia
activities that
do not add value
workload that is not
balanced; variability
work that creates
burden for the team
members or processes
Muda
Mura
Muri
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What type of waste we produce?
• Delivering unnecessary or out-of-sync information
• Providing capacity that is in excess of the business requirementsOverproduction
• Adding unnecessary complexity in systems and processes
• Collecting the same data in several different steps; converting dataOverprocessing
• Large and long meetings, excessive email distribution lists
• Unnecessary hand-offs instead of continuous responsibilityMiscommunication
• Maintaining an overly complex set of policies, procedures, controls
• Creating eLearning library ten times larger than neededInventory
• Reworking deliverables due to changing requirements or scope
• Not updating documentation when changes or errors have been foundDefects / Rework
• Not doing anything with generated / suggested ideas
• Delegating tasks with inadequate trainingUnused expertise
• Wasted time waiting for the next step in a process (hand-off / approval)
• Calls not returned; waiting for clarification or informationWaiting
• Obtaining information by walking up and down the hallway
• Travelling to meetings; off-site trainingTransportation
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Map the value streams and eliminate non-value added elements
Actively manage dependencies to optimize program performance
Build in transparency and accountability
Pursue multiple solution sets / alternatives in parallel
Develop a distributed, collaborative BCM organizational model
Ensure up-front that capabilities exist to deliver program requirements
Front-load and integrate the program with existing functions
Work with suppliers to proactively avoid conflict and mitigate program risk
Develop a program schedule at the level of detail for which you have dependable information
Value Stream – Lean enablers for you
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3. FLOW THE WORK THROUGH
STREAMLINED PROCESSES
Lean principles and enablers for BCM programs
Stakeholders
Value
Value Stream
Flow
Pull
Perfection
Respect
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So what is flow?
flow of Information
flow of Power and Control
flow of Resources
flow of Work-In-Progress
flow of Partner's services
It’s sounds easy enough to understand, right?
look for
stops, delays,
constrains,
re-do
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How to optimize the flow?
standardizing procedures
setting a common tempo
eliminating loop-backs
balancing workloads
make your choices and
commitments at the last
responsible moment
focus on integration, transparency and collaboration
blueprint
vision time
box
challenges
value
time
box
challenges
value
time
box
challenges
value
time
box
challenges
value
blueprint
vision time
box
challenges
value
needs needs
metrics metrics
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What’s wrong with targets & milestones ?
If you have a stable system, then there is no use to
specify a goal. You will get whatever the system
will deliver.
If you have not a stable system, then there is again
no point in setting a goal. There is no way to know
what the system will produce: it has no capability.
W. Edwards Deming
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Segregating complexity: iterative or incremental
Pictures source – Jeff Patton
we incrementally add components piece by piece
we iterate to find the right solution
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Make your choices and commitments at the last responsible moment
Identify and evaluate all alternatives as soon as possible
Ensure clear responsibility, accountability and authority
Standardize the work to reduce variations in processes and performance
Make performance visible to balance capacity and improve accountability
Use a program manager role to lead and integrate program from start to finish
The one who executes the work is the one who plans the work
Pursue collaborative and inclusive decision making that resolves the root causes of issues
Flow – Lean enablers for you
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4. LET STAKEHOLDERS
PULL VALUE
Lean principles and enablers for BCM programs
Stakeholders
Value
Value Stream
Flow
Pull
Perfection
Respect
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Pull – some advice from Steve Jobs
If you are working on
something exciting that
you really care about, you
don't have to be pushed.
The vision pulls you.
Steve Jobs
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Pull tasks and outputs based on need, and reject others as waste
Promote effective real time direct communication between each Giver and Receiver in the
value flow
Implement a Pull system to manage "work in progress" such that resources are kept
continually employed but not “over-worked
Make “work in progress” and existing demand (tasks backlog) visible for everyone
Promote the culture in which people pull knowledge as they need it and limit the supply
of information to genuine users only
Establish effective contracting vehicles in the program that create effective pull for value
from external stakeholders
Pull – Lean enablers for you
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5. PURSUE PERFECTION IN ALL
PROCESSES
Lean principles and enablers for BCM programs
Stakeholders
Value
Value Stream
Flow
Pull
Perfection
Respect
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Standardized tasks are the
foundation for continuous
improvement and employee
empowerment
Continuously solving root
problems drives
organizational learning
Perfection by quality and continuous improvement
Pla
nD
oC
he
ck
Ac
t
Clarify the Problem
Break Down the Problem
Define Future State and Gaps
Root Cause Analysis
Develop Corrective Actions
See Corrective Actions Through
Monitor both Results and Processes
Standardize Successful Processes
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Problems – some advice from Ohno San
“No one has more trouble, than the person who claims to have no trouble.”
Having no problems is the biggest problem of all
Taiichi Ohno
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Make effective use of existing program management and organizational resiliency standards
Make anomalies, incidents and problems jump out in the process of performing the work
Strive for excellence, to get quality right the first time
Use change management effectively to continually and pro-actively align the program with
unexpected changes in the environment
Proactively manage uncertainty and risk to maximize program benefits and sustainable
capabilities
Strive for perfect communication, coordination and collaboration across people and
processes
Promote continuous improvement methods to draw best energy and creativity from all
stakeholders
Perfection – Lean enablers for you
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6. TREAT PEOPLE AS YOUR
MOST IMPORTANT ASSET
Lean principles and enablers for BCM programs
Stakeholders
Value
Value Stream
Flow
Pull
Perfection
Respect
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People make the difference
enabling
front line
staff to
unblock
the flow of
value
creation
developing
their
capabilities
through
mentored
learning by
doing
everyone learns to use the continuous improvement approach
solve business problems in their specific context
follow me and let’s
figure this out together
Go and See
Ask five Why’s
Show Respect
Based on: John Shook, LEI
We build people before
we build cars (Toyota)
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Build a program culture based on respect for people
Motivate by making the higher purpose of the program and program elements transparent
Design processes in a way that participants see opportunities for learning
Expect and support people in their strive for professional excellence and promote their
careers
Encourage personal networks and interactions
Promote the ability to rapidly learn and continuously improve
Support an autonomous working style
Respect – Lean enablers for you
Watch Dan Pink at YouTube
Picture Source – danpink.com & RSA
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solve specific business problems
by developing the capabilities
to improve the flow of work
enabled by leaders showing clear direction
and asking questions
and believing that the organization is never
done, always striving to improve
In summary – the Lean BCM path
Based on: John Shook, LEI
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Internet resources for additional information
Lean in Program Management Community of
Practice (PMI / INCOSE / MIT)
Encyclopedia of Lean Enablers for Managing
Engineering Programs (MIT-CEPE)
Lean Management Enterprise Compendium
(McKinsey & Company)
The Lean Enterprise Institute (LEI)
American Productivity & Quality Center (APQC)
The Lean Enterprise Academy (UK)
Envision a better
future
Question value of
every activity
Solve problems
together
Pull people out of
their boxes
Slow down to
speed up
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To continue your Lean journey, it is essential to keep asking questions
thanks for listening!
get in touch if you want to discuss further:
ca.linkedin.com/in/milenkutev
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