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Lean Project Management

Lean Project Management

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Lean Project Management

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Presentation Transcript

  1. Lean Project Management Project Management Overview

  2. What is a Project? • A temporary endeavor to create a unique product, service, or result. • Characteristics: • Specific goal or deadline • Complex, interrelated tasks, special skills • Critical to organization • Cross-functional

  3. Examples of Projects • Construction • Software development • New product development • Research • New business

  4. Management of Projects • Initiating - goal setting, defining the project, project charter team organization • Planning – scope statement, estimates, approval • Executing – project team, accomplish tasks of the project, manage expectations, test • Monitoring and Controlling - monitor resources, costs, quality, and budgets; revise plans and shift resources to meet time and cost demands • Closing – contract closure, project close PMBOK

  5. Project Management Techniques • Gantt chart • Critical Path Method (CPM) • Program Evaluation and Review Technique (PERT) • Critical Chain Project Management (CCPM) • Lean Project Management

  6. Gantt Charts • Horizontal bar chart showing time and task • Developed in 1910s by Henri Gantt • Can consider precedence relationships • Can use multiple or single task time estimates

  7. PERT and CPM • Network techniques • Developed in 1950s • CPM by DuPont for chemical plants (1957) • PERT by Booz, Allen & Hamilton with the U.S. Navy, for Polaris missile (1958) • Consider precedence relationships and interdependencies • Each uses a different estimate of activity times

  8. Six Steps PERT & CPM • Define the project and prepare the work breakdown structure • Develop relationships among the activities - decide which activities must precede and which must follow others • Draw the network connecting all of the activities

  9. Six Steps PERT & CPM • Assign time and/or cost estimates to each activity • Compute the longest time path through the network – this is called the critical path • Use the network to help plan, schedule, monitor, and control the project

  10. PERT and CPM: Network Analysis From the caketalkblog

  11. Questions PERT & CPM Can Answer • When will the entire project be completed? • What are the critical activities or tasks in the project? • Which are the noncritical activities? • What is the probability the project will be completed by a specific date?

  12. Questions PERT & CPM Can Answer • Is the project on schedule, behind schedule, or ahead of schedule? • Is the money spent equal to, less than, or greater than the budget? • Are there enough resources available to finish the project on time? • If the project must be finished in a shorter time, what is the way to accomplish this at least cost?

  13. Software for Managing Projects

  14. Excel

  15. Cost–Time Trade-Offs and Project Crashing It is not uncommon to face the following situations: • The project is behind schedule • The completion time has been moved forward Shortening the duration of the project is called project crashing

  16. Problems with Traditional PM • Late • Slow • Expensive

  17. Critical Chain Project Management • Moving buffers out of individual tasks • Two questions: • What task do I work on next? • When do I take actions to accelerate the project? • Emphasis on speed

  18. Lean Project ManagementEight Principles • Project System • Leading People • Charter • Right Solution

  19. Lean Project ManagementEight Principles • Managing Variation • Project Risk Management • Project Plan • Executing

  20. Project Management Body of Knowledge(PMBOK)