Lean Methodologies Behind the Agile Tools...
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11/30/2015 1 Bruce Schwickrath Can Agile be used as a standard project management approach? 1 BRUCE’S LAW #101 IF you always think like you always thought, THEN you’ll always get what you always got! 2 “The quality of a product is largely determined by the quality of the process that is used to develop and maintain it.” 3
Transcript of Lean Methodologies Behind the Agile Tools...
11/30/2015
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Bruce Schwickrath
Can Agile be used as a standard project management approach?
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BRUCE’S LAW #101
IF you always think like you always thought, THEN you’ll always get what you always got!
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“The quality of a product is largely determined by the
quality of the process that is used to develop and
maintain it.”
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COST
SCOPE
TIME
PMBOK Expectations
Model
FREE
PERFECT
INSTANTANEOUS
Customer Expectations
Model
FIP
QUALITY
In Your Dreams
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Lean Project Manager is:Natural, Instinctive, Spontaneous, and Experienced
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The truth about your project is that the project plan will be wrong. You will have scope creep, change orders, shifting priorities, and new directions. We act shocked and appalled when those things happen during our carefully-planned project, even though they happen on every project.
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InformationWeek surveyed managers and the top 3 Reasons for Project FailurePoor Planning or Poor Project Management (77%)Change in Business Goals During Project (75%)Lack of Business Management Support (73%)
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1. Lack of Communication
2. Inadequate Project Planning and Management of
Plan
3. Unstable Requirements
4. Lack of Training/Mentoring for Managers/Leads
5. Unachievable/Unrealistic Schedules
6. High Turnover in Project Staff
7. Inadequate Use of Outside Resources
8. Inadequate Work Environment
9. Workforce Tied to Old Technology
10.Lack of Long-term Commitments
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1. Be a strong communicator.
2. Focus on customer needs.
3. Meet people face-to-face.
4. Complete an accurate project charter or vision
5. Assess project progress on a planned basis.
6. Review project risks in collaboration with your
team.
7. Keep your promises.
8. Be a Team Manager
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Did you know that 90 percent of a project manager’s time is spent communicating? It’s essential that project managers be able to effectively convey vision, ideas, goals, and issues—as well as produce reports and presentations.
Communication is a broad topic, so a good place to start is by improving your presentation skills, which translates into everything from a kickoff meeting, standup meetings, to a pitch to clients and stakeholders.
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BRUCE’S LAW #14
Seek first to UNDERSTAND, then be UNDERSTOOD
BRUCE’S LAW #27
The problem with COMMUNICATION is the perception you were heard.
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History & InfluencesEarly 1900s
Walter Shewhart: Plan-Do-Study-Act, SPC
Mid 1900s
Edward Deming: SPC, TQM
Toyota: Toyota Production System (TPS)
Peter Drucker: Knowledge Worker
Late 1900s
Womack and Jones: Lean Thinking
Eli Goldratt: Theory of Constraints
Tom Gilb: Evo
The Toyota Way
EvolutionEarly 1990s
• Crystal Methods• Lean Software Development• Dynamic Software Development Method
(DSDM)
Mid 1990s• Feature Driven Development (FDD)• eXtreme Programming (XP)• Adaptive Software Development
2001: Manifesto for Agile Software Development
• http://www.agilemanifesto.org
2005: Declaration of Interdependence • http://www.pmdoi.org/
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Lean: A systematic approach to identifying and eliminating Waste (non-value-added activities) through continuous improvement by flowing the product at the pull of the customer in pursuit of perfection. ….and, of course, a product can be a service.
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A Lean Project Manager learns how to be flexible and evolving, and put processes in place that allow it to be that way.
Lean tools can provide the value solution and productivity improvement. Agile uses effective tools picked up from the Lean Project Manager’s tool kit.
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Service processes are typically slow and expensive The discipline we would expect in a manufacturing process is
rarely present in service related processes “Product flow” is hidden Over half of costs in a service organization are “non-value added”
Service processes are slow because they have too much Work in Process (WIP) High WIP causes product to spend up to 90% of its time waiting
to be worked Examples of WIP are reports on a desk, e-mails in a queue, or
sales in a database 80% of the delay is caused by 20% of the activities
Lean methods are not limited to manufacturing.Service related businesses are prime candidates for waste removal.
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Lean is a process improvement methodology that combines tools and techniques to improve both efficiency and effectiveness
Lean methods are applied over time to rid a process of waste, and focus all steps on providing customer value
Lean, Agile, and Project Management compliment one another
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Choose the Six Sigma tools based on the project’s needs
Key Tools:
Project Launch Business CaseProject ObjectiveProject ScopeSIPOCProject TeamProject PlanProject Charter Stakeholder
AnalysisResistance
AnalysisCommunication
Plan
Value Added AnalysisData Stratification:
Pareto, Scatter PlotsAdvanced Statistical
Tools (Hypothesis Testing, Chi Square, T-Tests, ANOVA, Control Charts, Scatter Diagrams, etc.)
Regression AnalysisData TransformationActivity Prioritization
MatrixCOPQ AssessmentBenchmarkingCause & Effect DiagramDOE
Brainstorming, idea generation
Decision MatrixPrioritization MatrixDecision Making (Multi-
voting, consensus, etc.)FMEA“To Be” Process MapForce Field AnalysisCost/Benefit Analysis DashboardsStoryboardsApproval ChecklistNew Sigma CalculationKaizen
Risk AssessmentBudget & Resource
PlanningImplementation Plan
(High level & detailed)
Gantt ChartsPilot TestingControl and
Response PlanChange
Management
DocumentationControl ChartProcess Control
System -Continuous Improvement
DashboardBest
Practices/Replication
Capability Studies
Define Analyze Implement ControlMeasureLaunch the project using “One Day Launch Process”
Define project objectives/ outcomes
Develop project charter
Select team, define responsibilities and launch
Identify key stakeholders
Create high-level project plan
Create current high -level process map “Current State”
Obtain customer input, priorities and CTQs
Gather initial metrics
– Historical Performance
– Current Performance
– Existing ABC Data
Determine current process sigma level
Identify sources of variation in the process by analyzing data and the process
Use benchmarking data to size the performance gap
Develop initial value proposition: opportunities & targets
Use problem solving tools to get to the root causes
ImproveIdentify improvement breakthroughs
Identify high gain alternatives, select preferred approach
Design “To-Be” process map & targets
Perform Cost/Benefit Analysis
Design DashboardReview & Update FMEADevelop StoryboardCreate high-level implementation approach
Conduct Risk Assessment
Develop detailed implementation plan
– Execute– Train– Communicate
PilotTest / Measure Results from Pilot
Manage ChangeDevelop Control Methods
Review & Update FMEA
Sustain the improvement
Implement continuous measurement systems
Report Dashboard & Scorecard data
Document new process and procedures
Transfer Best Practices
Reward & Recognition
Process Maps“Current State”
Quick WinsVOC/VOB/VOECTQsAffinity DiagramKano AnalysisData Collection & PlanData StratificationMeasurement System
AnalysisSamplingGage R&RData Analysis
– Histograms– Run Charts
Baseline Sigma Calculation
Current Process Performance Metrics
WWW.LSSPMP.COM
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Work Organization
Value Stream
Mapping
Kanban Design of Experiments
Standardized Work
Setup Reduction
Lean Supply Chain
Takt – Flow –Pull
Kaizen Blitz Supplier Development
Brainstorming Mistake/Error Proofing
Problem Solving PDCA
Plan, Do, Check, Act
Financial Management
Process Mapping
FMEA Cause and Effect
Analysis
Measurement Analysis
Design for Manufactura-
bility
Team Building Theory of Constraints
Sequencing 5s Change Management
Total Productive
Maintenance
Quality Function
Deployment
Statistical Process Control
Overall Equipment
Effectiveness
Level Loading
Material Kitting
Visual Control
4-House Module
Line Stop Changeover Blitz Event
Strategic Inventory
Part Handling One Piece Flow
Factory Physics
Kinds of Waste
Management by Site
WIP Management
Multiprocess/ Multitask Operator
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A review of Agile
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Individuals and interactions over Process and tools
Working Software over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
That is, while there is value in the items on the right, we value the items on the left more.
www.agilemanifesto.org
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Key Agile principles are: Focus on Customer Value – Align
project, product and team visions to deliver better product quality – faster and cheaper.
Small Batches - Create a flow of value to customers by “chunking” feature delivery into small increments.
Small, Integrated Teams - Intense collaboration via face-to-face communication, collocation, etc; diversified roles on integrated, self-organizing, self-disciplined teams.
Small, Continuous Improvements –Teams reflect, learn and adapt to change; work informs the plan.
Delivering Customer Value with Agile Project Management
The right product, at the right time, for the right price.
• Higher Quality: “Designed-to-fit” product with flexibility to change.
• Increased Throughput: Iterative and incremental project and product “chunks” with earlier value delivery.
• Reduced Waste: Lean, efficient processes with lower costs and higher productivity.
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A “light weight” process that incorporates some Lean principles
Still requires engineering discipline for success
Focuses on quality – early testing, pair programming, etc.
Business people and developers must work together daily throughout the project
Continuous attention to technical excellence and good designenhances agility
The best architectures, requirements, and designs emerge from self-organizing teams
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly
Amount of function delivered during a sprint is measured
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Customer is highest priority*
Changing requirements are OK
Make frequent working deliveries*
Business and engineering teams
Motivation and trust
Face-to-face communication
Working software measures progress
Constant and sustainable pace of work*
Attention to excellence*
Simplicity*
Self-organizing teams
Reflection and improvement
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Agile Methodologies
Scrum
Crystal
TDDTest driven
development
XP Extreme
Programming
DSDMDynamic Systems
Development Method
FDDFeature Driven Development
Kanban
RUPRational Unified
Process
SAFeScaled Agile Framework
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Project development is performed in 2 to 4 week iterations.
Product Owner creates a prioritized backlog of features
Highest priority features delivered first
At the end of the iteration, the deliverables are reviewed by the business customers
The team reflects on the process
This is repeated until the project is completed
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What did you do yesterday?1
What will you do today?2
What’s in your way?3
These are NOT status sessions for the manager
They are team member commitments in front of the team
Each participant answers 3 questions:
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Using Agile and Lean Tools
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Core Teams are cross-functional groups that have product ownership and are responsible for driving products from Definition through End-of-Life.Teams comprised of empowered
representatives from all required Functional AreasMake quick decisions on product issuesOperate in “Parallel/Harmony” with Functional
AreasDefine program plans and implementation rules
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MARKET
SALES
ARCH
PMQA
DEV
TEST
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To have an effective Core Team the Project Manager needs to:
1. Clarify the team goals 2. Identify those issues which inhibit the team from
reaching their goals 3. Address those issues, remove the inhibitors and
enable the goals to be achieved 4. Have the team establish a team/project Charter
(Project Plan)5. Communicate the current status of a project to team,
management and the client.
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To have an effective Core Team the Project Manager needs to:
5. Management of a team is done by achieve cooperation and support from team members. This can only be done through trust.
6. Understanding the fundamental principles of team dynamics and getting the most from the team is crucial to the Core Team’s on-going success.
7. The most effective teams basically operate with focused objectives and it is the Project Manager’s responsibility to clarify the team goals.
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Core ProjectTeam
BABA
TesterProductProductOwner
DeveloperDeveloper
DesignerDesigner
DeveloperDeveloper PM
ReleaseManager
CapacityPlanner
Prod.
Architect
TechOps
BusinessSponsor
DBA
Security
ProductProductOwner BA DesignerDesigner DeveloperDeveloper TesterTraditional Silos
Integrated Agile Team
The Core Project Team ideally consists of 5-9 (7 plus or minus 2) members.
PM
ExtendedProject Team
Flexible Formal Structure Example
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Visual Control BoardValue Stream MappingQuality Function Deployment
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Eliminating information-flow bottlenecks and allowing critical information to flow. This board allows the team to monitor daily and hourly tasks with improved visibility and communication.
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Video session on:Visual Management Boardhttps://www.youtube.com/watch?v=VA-Cbet7fno
Visual project management is a way to see what's going on at a glance without having to involve yourself in the details. Questions of who, what, when, where, why and how can be answered quickly by using visual project management tools like task boards, kanban, online collaboration tools and online project management tools
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Provides quick recognition of the information being communicated, in order to increase efficiency and clarity.
Visual control methods aim to increase the efficiency and effectiveness of a process by making the steps and progress in that process more visible.
Its intent is to visual display group related information and data to employees in that area OR to actually control or guide the action of the group
Give feedback to the group about how a process is working
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Group InformationChartsMonthly revenuesGraphic of quality Scoreboard at a gameGraphic of Risks Issue of the groupPlan Vs. ActualDefects, YieldProductivityActual outputWIPCycle timeCan-do items or to doNeed help
Control or GuideStop signsHandicap signsNo smokingExit signsWarningCautionKeep out
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Safety, Quality, Delivery, Cost
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In groups of 3-4 define your Visual Control Board
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Value stream mapping every activity of customer value and eliminating waste from processes
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Any areas that has a processSteps that require review and approvalCapital equipmentBudgetsPlansRequirementsRisksChangesDeviations…………
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Tech Design
Code & Test
Verify & Fix
DeployForm Sent to Queue
To Operations
Form Sent to Queue
Form Sent to Queue
To VerificationRequest
Approve & Plan
Value 5 min 2 min 15 min 2 hr 15 min 3 min 2 hr 40 min
Waste 15 min 1 ½ wk 2 wk 2 wk 1 wk 3 hr 45 min ½ wk 7 wk 4 hr
Weekly Review of requests means an average wait of ½
weeks
Wait an Average of 2 weeks for
design
Wait an Average of 2 weeks for Developers
Biweekly releases means a wait of 1 week for Verification
Extra 15 minutes to fill out request form
Only 15 minutes of 4 hours should be needed to verify
1% Efficiency
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Video session on:How To Claim Your PDUs on the PMI CCRS Websitehttps://www.youtube.com/watch?v=RqvJAzZdyZQ
Discuss the PDU Claim Process
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Identifying the customer and the customer’s value. It aids in aligning and transforming customer needs to design.
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Developed in Japan in the mid 1970sIntroduced in USA in the late 1980sToyota was able to reduce 60% of cost to
bring a new car model to marketToyota decreased 1/3 of its development
timeUsed in cross functional teamsCompanies feel it increased customer
satisfaction
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Product should be designed to reflect customers’ desires and tastes.House of Quality is a kind of a conceptual map
that provides the means for interfunctionalplanning and communicationsTo understand what customers mean by quality
and how to achieve it from an engineering perspective.HQ is a tool to focus the product development
process
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Should be employed at the beginning of every project (original or redesign)Customer requirements should be translated
into measurable design targetsIt can be applied to the entire problem or any
subproblemFirst worry about what needs to be designed
then howIt takes time to complete
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List Customer Requirements (What’s)List Technical Descriptors (How’s)Develop Relationship (What’s & How’s)Develop Interrelationship (How’s)Competitive AssessmentsPrioritize Customer RequirementsPrioritize Technical Descriptors
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Technical Descriptors(Voice of the organization)
Prioritized TechnicalDescriptors
Interrelationshipbetween
Technical Descriptors
Cu
sto
mer
R
equ
irem
ents
(Vo
ice
of
the
Cu
sto
mer
)
Pri
ori
tize
d
Cu
sto
mer
Req
uir
emen
ts
Relationship betweenRequirements and
Descriptors
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Customer Organization Priority (OP)
Value (CV) Marketing (1) Sales (2) Engineering (3) Project
Customer Low (1, 5, 10) High (1‐??) (1‐??) (1‐??) Priority
Requirements ((OP1) *(OP2)*(OP3))/CV= (1‐??)
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Most experienced project management practitioners know there is no single way to manage a project. They apply project management knowledge, skills, and processes in different orders and degrees of rigor to achieve the desired project performance, i.e., they tailor the PMBOK for performance.
However, the perception that a particular process is not required does not mean that it should not be addressed. The project manager and project team must address every process, and the level of implementation for each process must be determined for each specific project.
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Manager expects a flawless project management delivery.Expectation is to get the product to the customer
on time and with high quality.Predictability of customer delivery is critical for
the client and management. Eliminate team silos.Engage a variety of cross-functional
participants.
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A Lean Project Manager learns how to be flexible and evolving, and put processes in place that allow it to be that way.
Lean tools can provide the value solution and productivity improvement. Agile uses effective tools picked up from the Lean Project Manager’s tool kit.
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Lean is a process improvement methodology that combines tools and techniques to improve both efficiency and effectiveness
Lean methods are applied over time to rid a process of waste, and focus all steps on providing customer value
Lean, Agile, and Project Management compliment one another
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Work Organization
Value Stream
Mapping
Kanban Design of Experiments
Standardized Work
Setup Reduction
Lean Supply Chain
Takt – Flow –Pull
Kaizen Blitz Supplier Development
Brainstorming Mistake/Error Proofing
Problem Solving PDCA
Plan, Do, Check, Act
Financial Management
Process Mapping
FMEA Cause and Effect
Analysis
Measurement Analysis
Design for Manufactura-
bility
Team Building Theory of Constraints
Sequencing 5s Change Management
Total Productive
Maintenance
Quality Function
Deployment
Statistical Process Control
Overall Equipment
Effectiveness
Level Loading
Material Kitting
Visual Control
4-House Module
Line Stop Changeover Blitz Event
Strategic Inventory
Part Handling One Piece Flow
Factory Physics
Kinds of Waste
Management by Site
WIP Management
Multiprocess/ Multitask Operator
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Bruce Schwickrath PMPPartner
Project Management Special Interest Group
Tel (240) 298-0305
Questions?
Contact Me On LinkedIn
www.linkedin.com/pub/bruce-schwickrath-pmp/1/6b9/315
Twitter @Bschwickrath
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