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Transcript of Get Agile! Deliver Faster! - Agile - Deliver Faster Trish ¢  Get Agile! Deliver Faster! A

  • www.mimesolutions.com

    Agile PM PIPMG 2017

    Copyright © 2017 Trish Melton

    Page 1

    Melton Integrated Management & Engineering SolutionsM IM

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    MIME Solutions Limited Agility Simplicity Innovation Solutions

    Tel: +44(0)1829 759272 Fax: +44(0)1829 759330 Mob: +44(0)7812 072891

    Trish.Melton@mimesolutions.com www.mimesolutions.com

    Get Agile! Deliver Faster! A case study demonstrating a value-

    centred approach to new product launch

    Melton Integrated Management & Engineering Solutions

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    Get Agile! Deliver Faster! A case study demonstrating a value-centred

    approach to new product launch

    Agile PM PIPMG 2017Copyright © 2017 Trish Melton

    • Lean Six Sigma (LSS) & Theory of Constraints (TOC) challenges Fast Track

    • Lean Six Sigma (LSS) & Theory of Constraints (TOC) challenges Fast TrackSome history

    • Focus on the Customer • Focus on Benefits • Focus on the Customer • Focus on Benefits

    Being Value- Centred

    • My definition based on Lean Six Sigma • Other definitions from IT • My definition based on Lean Six Sigma • Other definitions from ITAgile Principles

    • Application of agile principles• Application of agile principlesProduct Launch

    • What more can we do in Pharma• What more can we do in PharmaNext Steps

  • www.mimesolutions.com

    Agile PM PIPMG 2017

    Copyright © 2017 Trish Melton

    Page 2

    Melton Integrated Management & Engineering Solutions

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    Some History… a challenge Project Delivery Speed Challenge • Traditional CPA – fast

    tracked • The implication of TOC –

    The Theory of Constraints and Critical Chain

    • The importance of lean thinking and risk assessment

    Project Management Development • Development of agility in

    all elements of project management

    • The positive impact on the team, the measures of success, customer outcomes and overall project culture

    Agile PM PIPMG 2017Copyright © 2017 Trish Melton

    agile (1) = able to move quickly and with suppleness, skill & control

    agile (2) = able to think quickly & intelligently

    agile (1) = able to move quickly and with suppleness, skill & control

    agile (2) = able to think quickly & intelligently

    Melton Integrated Management & Engineering Solutions

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    Agile PM PIPMG 2017Copyright © 2017 Trish Melton

    PM Experience’s – one example The Top 5 reasons why projects are delivered late

    (data from a mixed group of PM’s)

    Group A Group B Group C 1 Scope unclear Scope change/creep Fuzzy objectives (scope

    definition)

    2 Lack of change management (scope change)

    Lack of clear user requirements (scope definition)

    Under estimation of input/output from stakeholders like QA and end users, etc (resource capacity and capability)

    3 Lack of scheduling (poor planning)

    Resources (appropriate capacity and capability)

    Poor role & responsibility definition

    4 Late decision to go (delayed project start but same project end)

    Handover/delivery to end user

    Scope change

    5 Poor risk assessment Unexpected equipment failure

    Improper risk assessment

    Agility was neededAgility was needed

  • www.mimesolutions.com

    Agile PM PIPMG 2017

    Copyright © 2017 Trish Melton

    Page 3

    Melton Integrated Management & Engineering Solutions

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    Some History… Pharma Challenge

    Product Launch Challenge • Launch a drug to meet a

    business and therapeutic goal – Specific drug (format, target

    patient) – Specific lead time to market

    (production) – Specific market – Specific time – Specific cost

    Factors to consider? • Regulatory process to be

    followed • Regulatory “window” to be

    maintained • Teams of part-time subject

    matter experts: scientists and engineers

    • Technical risks • Design innovation in product

    and manufacturing process

    Agile PM PIPMG 2017Copyright © 2017 Trish Melton

    Agility was neededAgility was needed

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    Some History… LSS in Manufacturing Reducing Cycletime… Improving Right First Time

    • Define • Measure • Analyse • Improve • Control

    Agile PM PIPMG 2017Copyright © 2017 Trish Melton

  • www.mimesolutions.com

    Agile PM PIPMG 2017

    Copyright © 2017 Trish Melton

    Page 4

    Melton Integrated Management & Engineering Solutions

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    Some History… becoming agile

    Changes to how we worked in projects • Value creation • Schedule development • Team working • Risk Management • Customer management

    Agile PM PIPMG 2017Copyright © 2017 Trish Melton

    A way of being agile was developed within Pharma projects

    The main difference to the IT based Agile PM was in schedule development and management

    A way of being agile was developed within Pharma projects

    The main difference to the IT based Agile PM was in schedule development and management

    Melton Integrated Management & Engineering Solutions

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    Being Value-Centred what does this mean?

    • Waste in projects causes more effort to be needed – Effort takes time, people, money

    • Defining Value “in the eyes of the customer”

    Agile PM PIPMG 2017Copyright © 2017 Trish Melton

    • Thinking differently – are YOU adding value in all YOU do? – What do YOU do that is waste (waste

    costs money……doesn’t add value)

  • www.mimesolutions.com

    Agile PM PIPMG 2017

    Copyright © 2017 Trish Melton

    Page 5

    Melton Integrated Management & Engineering Solutions

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    Agile PM PIPMG 2017

    Being Value Centred supporting agility

    Risk Assessment Theory ofConstraints

    Lean Six Sigma

    Can we do it any

    faster?

    To develop the concept as applied to project management:

    eliminating wasteful activities & enabling a flow of value to the

    customer

    To use of risk management techniques on scope & schedule

    development & the use of schedule contingency on schedule

    management

    To use the concept as applied to project management: managing

    dependencies and activity variation through the use of

    schedule buffers

    How can projects FLOW better to

    deliver customer value?

    Value Centred

    Copyright © 2017 Trish Melton

    Melton Integrated Management & Engineering Solutions

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    Agile Principles How can we become agile in Pharma?

    Agility in Pharma • Focus on benefits required

    by the customer • Develop work packages to

    realise benefits • Incremental planning of work

    packages within a macro schedule

    • Collaboration with stakeholders

    • Active teamwork • Requirement for stage gates

    driving waterfall planning

    Agility in IT • Incremental development

    of the final value • Incremental planning • Collaboration with

    customers and within the team

    • Built in innovation • Build in responsiveness to

    change • Use of Scrum and Sprint

    methodology

    Agile PM PIPMG 2017Copyright © 2017 Trish Melton

  • www.mimesolutions.com

    Agile PM PIPMG 2017

    Copyright © 2017 Trish Melton

    Page 6

    Melton Integrated Management & Engineering Solutions

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    Agile Principles

    Agile Scope

    • Link to benefits

    • Voice of the Customer (VOC)

    Agile Schedule

    • Theory of Constraints (TOC)

    • Risk and Schedule Buffer

    Agile Stakeholders

    • Active input to project benefits outcome

    • Contracts & comms

    Agile Project Team

    • Accounta