Project Management different concepts
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Project Management Different Concepts
Dvir Zohar – Simple CEO
11.1.11
www.rbsprojects.co.il
Project Management Conference for Top Management
All rights reserved to Simple And RBS 2010
About SimpleWE ASSIST TECHNOLOGY DRIVEN FIRMS TO RUN FASTER
We supply a full project management
solution
Methodology
Tools
Training
Project ManagementOffice (PMO)
Project managers
Our Uniqueness State of the art PM
methodologies (PMBOK, Agile, TOC, MSF and more)
Business orientation Smooth
implementation Fast ROI Simple solutions
Non stable requirements
Technology uncertainty
Time to market pressure
All rights reserved to Simple And RBS 2010
Project Management Concepts
The waterfall , CPM
The critical chain
Agile (XP, Scrum)
KanbanLean
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The Waterfall Concept• Based on many years of experience• Full concept (42 processes)• “Do it right the first time”
• Long term view • The full / elementary kit, Stagegate
Time
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Theory of Constraints (TOC) – 80’sEliyahu M. Goldratt
The slowest boy determines the ending time (the bottle neck)
The challenge: Stochastic times
Mitigating solution: Buffers that insure free space for the slowest boy
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Critical Chain Path Method (CCPM)• In multi projects, achieving due dates is critical• In order to meet due dates, you need buffers (before
project critical chain activities and at the end)
CPPM tool: Concerto + MS project
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CCPM weaknesses
• Planning concept• People commitment• Project manager motivation• Central control – must using tool• Critical mile stones• Changing priority
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Agile projects driversComplexity
ExternalChanges
InternalChanges
Changes – the only sure thing
TTM Vs. Quality
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Projects Yesterday & Today
0 1 2 3 4 Time
0 1 2 3 4 Time
Yesterday
Today
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Agile Project Management (90’s) Happy customer
– Who really needs it , Feedback
• Quantum mind set – Early values, Make change your friend
• Projects are about people and interactions– Good mood – output increases– Commitment - Too many surprises for one point– More people management, less task management
• Keep it simple
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Agile practices (Scrum, XP)
Empowered team
Perspectivemeeting
Iterations
Testability
In housecustomer
Pairprogramming
Stand upmeetings
Paceestimation
Backlog burn down
Agile tools
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Agile Weaknesses• Large and complex projects
• Long term aspects – Resource planning, long lead items, organizational bottle neck, risk management …
• Management ability to create impacts
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Agile Today• Started at IT departments (SW), Converted to R&D
• Many organizations understand the need/necessity
• 25% (??) implement agile elements– Iterations, stand up meetings, retrospectives, burn
down
• First surveys show major improvements of: – Priority change management (46%), visibility
(39%), morale (27%), time to market (27%)
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Agile Elements in Large Projects
Many milestones with value Active System and product managers Backlog burn down Quarterly project health review Testability Create commitment
HIGH VALUABLE ELEMENTS
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Kanban Came from manufacturing line in Japan Define process Optimize flow (long term capacity planning) Avoid work in process by using “pull” method 18% of agile users are using Kanban
Advantages: Simple, local
Limitations: Matrix, multi projects, changes, uncertainty
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Lean R&D1. Eliminate Waste2. Identify values3. Determine flow (of process)4. Strive for perfection (continues improvement)
FeedbackFrom
System
Effective meetings
Smarter docs
Wise reactionTo changes
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Bird Eye ViewIn order to compete you
need to be
Fast, Agile, Lean
Comprehensive project management
Simple Projects
Agile
ComplexProjects
WaterfallKanban TOC
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Summary• The wise – We need effective PM environment.
Implement what simplifies work and reject what brings complications. Change according to needs
• The evil – The Americans are trying to implement the Israeli’s ways
• The naive – Lets wait
• The one who doesn’t know what to ask