Project Management different concepts

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


Project Management Concepts

The waterfall , CPM

The critical chain

Agile (XP, Scrum)

KanbanLean


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


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


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


CCPM weaknesses

• Planning concept• People commitment• Project manager motivation• Central control – must using tool• Critical mile stones• Changing priority


Agile projects driversComplexity

ExternalChanges

InternalChanges

Changes – the only sure thing

TTM Vs. Quality


Projects Yesterday & Today

0 1 2 3 4 Time

0 1 2 3 4 Time

Yesterday

Today


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


Agile practices (Scrum, XP)

Empowered team

Perspectivemeeting

Iterations

Testability

In housecustomer

Pairprogramming

Stand upmeetings

Paceestimation

Backlog burn down

Agile tools

http://www.mountaingoatsoftware.com/system/hidden_asset/file/31/CorkTaskBoard.jpg


Agile Weaknesses• Large and complex projects

• Long term aspects – Resource planning, long lead items, organizational bottle neck, risk management …

• Management ability to create impacts


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%)


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


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


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


Bird Eye ViewIn order to compete you

need to be

Fast, Agile, Lean

Comprehensive project management

Simple Projects

Agile

ComplexProjects

WaterfallKanban TOC


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

Project Management different concepts

Business

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