Lean project management oxymoron or possible - ottawa - apr 2013
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Copyright - Leanintuit - Mar 2013
Lean Project Management Oxymoron or Possible?
Mike EdwardsOttawa Agile - April 2013
@mikeeedwards mike@leanintuit.com
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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
Plot the three items on the chart and connect the dots
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Product
IT organizations only exists to deliver valuable products & tools to enable our customers to succeed
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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
Plot the three items on the chart and connect the dots
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What do the results tell us?
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Your assessment results?People
Process Product
People’s Satisfaction
QualityBusiness risk,
schedule and cost pressure
They’re People not Resources!
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People
Process Product
People’s Satisfaction
QualityBusiness risk,
schedule and cost pressure
They’re People not Resources!
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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