Relevance does agile consulting with their own unique process which mixes and matches many agile methodologies.  Their standard workflow involves 2-week iterations, daily stand-ups, and they pair on everything as much as possible (QA, programming, management, etc).  They also build in a small amount of time to experiment for every iteration, but each experiment must have metrics to see if it was beneficial.  Relevance also has "open source Fridays" where they take some time to work on open source or non-profit software.

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Value Stream Mapping

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Theory of Constraints concepts and tools are aimed at one overriding objective: bringing about a process of ongoing improvement in enterprises. That said, the purpose of this book is to provide “hands on” guidance from the world’s top experts on how to implement these TOC capabilities. This guidance is buttressed by clear definition on how they work, why they work, what issues are resolved and what benefits accrue. Leading practitioners provide guidance based on their hands-on implementation experience. Academic authors give a review of the wealth of literature on why to move from the traditional discipline to each TOC discipline and a review of the TOC literature in that discipline. Indeed these ideas are of such a scope that this Handbook required 44 authors to explain them.

James F. Cox III
John G. Schleier, Jr.

This podcast was such a great selection of stories, insights and TOC theory that I ended up splitting it in half. This weeks podcast centered on TOC and the holistic principles that drive it. Next week, part 2 will discuss TOC thinking principles and how they apply not only in industry but on the personal level. 

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Paula’s book is an in depth study of today’s Global Program Management arena. Very few organizations make only local decisions. It seems in today’s world no matter what size the company is that we all are somewhat global. Is your program or even project manager ready for this kind of challenge? How does a classic program and project management change as a result of this global influence? Paula did a great job of answering these questions as they applied to both small and large organizations. With the increase pressure on project managers the book provides insights on handling resources at a macro-level. During the interview, Paula appeared to be a pro (I am sure she is) at defining goals and objectives realistically no matter the multitude of environments that needed to be aligned.

Program management is growing as a discipline. So, we spent time talking about some of the decisions that had to be made as a program manager and the type of individual that makes a successful program manager. I think the book could be quite useful for someone that is considering this career path not only globally but on a local level.

Paula Wagner’s Website: http://pwdita.com/

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Jim Highsmith, the author of Agile Project Management: Creating Innovative Products (2nd Edition) states:

“The departure from which additional phase names such as initiate, plan, define, design, build, test is significant. First, Envision replaces the more traditional initiate phase to indicate the criticality of vision. Second, a Speculate phase replaces up plan face area words convey certain meanings and visual images that arise from systematic use over time. The work plan has become associated with prediction and relative certainty. Speculate indicates that the future is uncertain. Many traditional project managers faced with uncertainty try to plan that uncertainty away. We have to learn to speculate and adapt rather than plan and build.

Third, the actual project management model replaces the common design, build, test phases with explore. Explore, with its iterative delivery style, is explicitly a nonlinear, kind current, non-waterfall model. Questions developed in the speculate phase are explored. Speculating implies the need for flexibility based on the fact he cannot fully predict the results. The APM model emphasizes execution and his exploratory rather than deterministic. A team practicing EPM keeps his side of the vision, monitors information, and adapt to current conditions therefore the adapt phase. Finally, the APM mode ends with a close phase, in which the primary objectives are knowledgeable transfer and, of course, a celebration. To sum up, the five phases of agile project management are: envision, speculate, explore, adapt, and close.”

I think this style of thinking lends itself to the marketing process very well. Traditional marketing systems resist the linear thinking approach of a traditional project management process. Agile projects develop value quickly and incrementally during the life of the project. Capturing value like this early in the process can significantly improve buy-in and utilizing iterative principles then improve on the process during delivery.

I have constructed an agile marketing development diagram that probably goes against many of the agile principles since I am incorporating the DMADV process of Six Sigma. But this is actually my intermediate step in applying agile to marketing. Since my roots are in the Six Sigma process and in linear thinking that jump to collaboration and iterative principles is quite a chasm to cross. DMADV is my bridge for the present as I learn and apply Agile Project Management thinking to the marketing process. It is also interesting to note that many of the principles have developed from the Lean thinking process. It kind of reminds you of a U-shaped work cell doesn’t?

Photo Credit: by rAmmoRRison

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If you look at most books, review the last section and see how in depth they go into the implementation part of the process. It is actually the only thing that counts and it is typically the shortest chapter in the book, literally.

How do you take all the good work that has been accomplished and move it into a successful implementation. It really is a matter of good project management skills, nothing more and nothing less. If you review the Ten Step Project Management Process it gives you a solid outline for project implementation:

1. Define the work
2. Build the schedule and budget
3. Manage the schedule and budget
4. Manage Issues
5. Manage Change
6. Manage Communication
7. Manage Risk
8. Manage Human Resources
9. Manage Quality
10. Manage Metrics.

However, we are talking about wanting to take a new approaches, new ideas from an event to implementation. I have become quite intrigued with Agile Project Management and feel that there are some great possibilities for using this type of approach for implementation after a Kaizen Event.

From Wikpedia: Agile methods break tasks into small increments with minimal planning, and do not directly involve long-term planning. Iterations are short time frames (” timeboxes”) typically last from one to four weeks. Each iteration involves a team working through a full software development cycle including planning, requirements analysis, design, coding, unit testing, and acceptance testing when a working product is demonstrated to stakeholders. This helps minimize overall risk, and lets the project adapt to changes quickly. Stakeholders produce documentation as required.

Agile methods generally promote a disciplined project management process that encourages frequent inspection and adaptation, a leadership philosophy that encourages teamwork, self-organization and accountability, a set of engineering best practices that allow for rapid delivery of high-quality software, and a business approach that aligns development with customer needs and company goals. Conceptual foundations of this framework are found in modern approaches to operations management and analysis, such as lean manufacturing and Six Sigma.

I discuss both of these process, because the true way to implement something new is with a project management system that you are familiar with or have a facilitator on board that is familiar with the process. Don’t leave good ideas fail because of a poor plan. If you want to change your planning process have a separate Kaizen event to install a new project management system.

Related Information:

Click here to download your free ebook!

Agile Project Management: Creating Innovative Products

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I use Microsoft Project Standard 2007 for a very simple reason. I started using it (2nd program I ever purchased) when it was furnished with two- five and a quarter floppies. I have upgraded through the years and am currently using the 2003 version. It is a great package, and I have been very well pleased. However, it is $500.00 and many organizations will not use the full functionality of it. There are numerous packages both on-line and off-line that are very competent, and I recommend you evaluate each based on your individual needs.

An Affiliate resource of mine, Systems2win has a very unique set of Project Management tools that are templates for Microsoft Excel. They are part of his Kaizen Bundle offering, and if you understand Kaizen you understand why they are bundled there.

Below is a minimum outline for Project Management in a Marketing Process:

Calendar: Yes, we still could use a graphical list. Some people just have to see it that way to understand it.

Gantt Chart Project Plan: A graphic way for a Project Leader to manage tasks assigned to team members. This is an important tool to and the way I view project 90% of the time.

Project Cost Estimate Worksheet: To estimate project costs.

To Do List: A simple way for a Team Leader to manage tasks assigned to team members. Meeting Agenda & Minutes template: To prepare for and get the most from team meetings

Priorities Consensus Worksheet: To evaluate & prioritize strategic initiatives

Decision Matrix (with Impact Effort PICK Matrix): Provides a visually graphic depiction of the trade-offs between the impact that an alternative will probably have toward resolving the problem, and the effort required. I love Matrices.

Issues Worksheet: To organize and resolve issues faced by a project or team and to identify and approve potential software customizations

Organization Chart: To define both formal and informal work group structures

Ground Rules for Working Together: Covenants for mutual respect and productive work habits

Change Management Worksheet: To prepare a Communications Plan and other approaches to help people embrace change

Team Members, Roles & Responsibilities: A concise way to summarize who is responsible for what.

Team Support Roles: Clear responsibilities for the Teams that support various project teams

Project Team Facilities Worksheet: To identify facilities needed, and track status of providing them.

The descriptions of these items were furnished by Systems2win. Their Project Management templates included each one of these and more in a Microsoft Word or Excel Template.

Small Project Management: As you become familiar with Lean and the Lean Marketing concept, you will learn about A3 reporting. An A3 Report is a single-page storyboard that is used to systematically identify problems and stimulate creative problem-solving. It is also used for proposals and guidelines for the work that needs to be done. It could also serve as a small project management form if so constructed. However most of the time it will consist of several of the items above embedded into one sheet.

There is so much to learn in project management that I have chosen to create numerous resources in lieu of blogging about the basics. Our journey will now start in Project Management for “Leaner” Marketing and there will be a fair amount of blogging around that subject.

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A single blog post cannot describe the intricacies of Project Management and the framework in developing a structure to make it successful. These AFFILIATE links are just the best of the processes and information I have used in developing a solid Project Management background.

I have for years followed the Ten Step Project Management philosophy for Project Management. It is carefully thought out and is a proven method of Project management.

Out of all the books that I have read on the subject and used, the one I would recommend starting with is Lean Project Management: Eight Principles For Success by Larry Leach(Amazon Link).

A quick Summary of Larry’s First Principle:

It’s the system! You must design and implement an effective project delivery system appropriate to your projects, organization, and environment.

The project system consists of people, process, and the product, and the relationships between them.

Some of the basics of project management are essential to all projects, but few are necessary for every project.

The project leader must sort out what matters most for the project at hand.

Any project worth doing is worth doing fast.

Critical Chain Project Management gives you the tools to do projects, in half the time, all the time.

The Lean Project Management approach will include:

More successful projects (satisfied customers and project team, full-scope, on-time, under-budget).
Faster project completion.
Simple project status.
Reduced unnecessary project paperwork.
Clear signals on when to take action on the project.
Reduced pressure on project team members.
Reduction of the waste that causes project delays: multi-tasking, queuing, Student Syndrome, Parkinson’s law.

Learn more and download a free chapter if you go to the E-book section in the TenStep Store for templates, eBooks and many other project management products., under the title Lean Project Management: Eight Principles for Success.

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An excerpt from the TenStep Project Management Ebook on Options for Obtaining a Methodology:

To successfully implement a project management methodology, first convince yourself that there is value if the process is applied and utilized correctly. In fact, all projects use a methodology of processes, procedures and templates. If you don’t think you have one, it really means that you have a poor and informal one.
If you need a good project management methodology, there are two major sources.

Build one yourself. You can build a custom methodology that perfectly reflects the philosophy and best practices of your organization. Many companies continue to do this today.

Buy one. If you build a methodology, you might be surprised to learn that it ultimately looks similar to most other project management methodologies that people use. No matter how you structure it, you still need to plan, build a workplan, manage scope and risks, communicate, etc. Therefore, many companies choose to buy or license a pre-existing methodology. These pre-built methodologies usually have everything your organization needs to be successful.

Of course, if you buy a methodology, you still may need to customize it to meet the specific needs of your organization. This gives you the benefits of option 1, while also taking less effort and cost, which is the major benefit of option 2.

TenStep, Inc.©

The TenStep website is one of the most content driven websites on Project Management. It is great place to learn the basic, intermediate and advanced structure and terminology of the business.

Learn more about the Ten Step Management Process at the TenStep Store for templates, eBooks and many other project management products.

P.S. I am an affiliate of this product.

Related Post: The Death of the Marketing Calendar – Part1

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Depending upon the scope of the team responsibility, they should be part of creating the implementation phase which would include a detailed project plan or schedule. The purpose of the plan is to coordinate activities and resources and form a baseline from which to manage the project. This gives everyone involved the same reference point.

In marketing it always amazes me the lack of project planning. Most marketers resist the idea, misunderstanding the role of detailed planning for marketing projects. They assume that the purpose of a detailed plan is the same as it would be for other repetitive activities like manufacturing. The purpose of a project plan in marketing is to coordinate many of the uncertain activities that happen. Maybe more importantly, a good project plan will coordinate the activities of your resource requirements. Not everything will be predictable but even if we can make some of the predictable, predictable  we will increase the likelihood of success.

Photo courtesy of Systems2win.

Within a project plan we can establish over all and individual process metrics. We will need metrics to produce information quickly so that they may be acted on in the middle of a project rather than at the end. The value of these types of metrics is that will allow you to take action during a project where you can still influence its success. These metrics should already be identified in your value stream map. Measurability is perhaps the most important feature of the project plan.

Once a schedule is completed it should be posted or made available to all stakeholders of the project. Constant updating should appear and be visible to all parties. This is an active document, and should be used to manage the process. A schedule is the translation of the project plan into individual tasks, identifying durations, responsibilities, start and finish dates, resources, flow and milestones. It is very easy for a team to want to jump straight in, generate a schedule and get on with the project. There is more to project planning than this.

Project management is the whole aspect of planning, which leads to a realistic schedule, which in turn requires control. If you have completed your Value Stream Mapping Process, a project plan will be relatively easy to complete.

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Analyzing Failure on Projects: Success and failure are integral to individual and corporate growth. Success is relatively easy to handle. Few individuals or companies fail to appreciate and gain confidence from successes. On the other hand, we are not usually equipped to deal with failures. One reason is that we tend to get defensive as an immediate response to failure. For example, individuals involved in an unsuccessful project first attempt to justify their intentions and actions, ignoring the reasons for failure. This is precisely why many companies and individuals repeat similar mistakes in regular intervals.

Failure can be an important source of learning. An analysis of the causes of the project failure can constructively provide the connection between ill-fated actions and project results. Companies who shun such healthy discussions often repeat the mistakes. Most often they make allegations against others sometimes wholly unconnected trying to shield their mistakes. Experts consider this is a suicidal approach. It provides only temporary relief, blinding the repercussions of failure.

The airline industry is an example of effective failure analysis. In the case of an air crash, for instance, the company spends hours analyzing the probable causes, studying the black box and brainstorming with engineers and pilots. They do not attempt to push the problems behind the scene. They also don’t generally attempt to rationalize their actions. The analysis aims to identify the reason for the crash and enlightening engineers and pilots about the possible pitfalls. The reason is probably pretty simple. The price of failure in the airline industry is simply too high to allow a similar failure to occur twice. This analysis is in stark contrast to what is observed in many corporate environments. The reasons vary.

First, failure is a hit to individual ego and confidence. Hence, people prefer to shove it under the carpet. Second, the process demands patience, tolerance, introspection and a spirit for inquiry, while companies normally reward qualities like decisiveness and action. Managers therefore feel less motivated to dwell on the reasons for their failure.

Finally, the inherent psychological biases and mindsets prevent people from taking a realistic and practical view of the problem. Thereby, they succumb to the temptation of mental biases. The ability to take a step back and analyze the cause of the failure becomes a hard proposition for many people and companies.

Everyone wants to hear what pleases them. Analyzing failure is therefore an exercise that most people feel deserves to be pushed under wraps or passed on to others. People seldom recognize the gain in scrutinizing failure since it would only expose weaknesses and unpleasant experiences and it is in everyone’s interest to move on. A study of the telecom industry operating in the European markets reinforced this attitude towards failure analysis. The study revealed that companies committed similar mistakes over a span of twenty years and there was little and no learning from their failures. Managers in these companies tend to justify their failure instead
of learning from it.

A similar trend is observed in consulting firms. For them it is even easier to blame their failures on the client! Thus, organizations must institute formal systems of failure analysis. The insights received need to be compiled for future use. To learn from a failure requires that the problem be analyzed fully.

Failure Analysis: So what’s the big deal about failure analysis? What advantages and benefits does it offer?

Failure analysis has great potential for minimizing the risks associated with business strategies. It provides guidance and direction to the process of strategy implementation. In addition, it also has significant social and organizational benefits. For instance, it provides insights into possible pitfalls even for those not part of the failure. Second, it brings new approaches to solve problematic
issues. It also teaches people to positively apply learning from failed attempts and discourages them from engaging in the blame game. Finally, it enlightens the value addition aspect of failure.

Corporations need to realize that failure and success are integral to the growth process. Success has always enjoyed maximum attention, but it is time people get positive about failure and recognize its inherent benefits.

The TenStep Project: Management Process is a methodology for managing work as a project. Their web site is designed to provide the information necessary to successfully manage projects of all kinds. You will find much of what you need to be a successful Project Manager, including a step by step approach, starting with the basics and getting as sophisticated as you need for your particular project.

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Use the Metrics that you Collect: You don’t want to collect metrics just for the sake of collecting them. If they are required by your organization, collect them. Also collect any other metrics that are needed to validate whether the project was successful. However, if you don’t have a purpose for the metrics, or if the project is not long enough that you can use the information for process improvement, they are not worth collecting for that particular project.

Compare the Cost of Collecting a Metric Vs. the Benefit: Just as there is some cost associated with most project management activities, there is a cost to collecting and managing a metrics process. In the case of scope management or issues management, this is a cost the project needs to invest in to be successful. Managing metrics, however, is more under the discretion of the project manager and the overall organizational culture. In many cases, the cost to collect and leverage a certain type of metric is prohibitive. These metrics should not be pursued. Other metrics are interesting, but do not provide the type of information that can be leveraged for improvement. The bottom line is that the cost to gather each metric must be balanced against the potential benefit that will be gained. When you think about project metrics, start by gathering metrics that are required by the organization. Then add metrics that have the lowest cost and effort and can provide the highest potential benefit.

Link Team Performance with Individual Performance: This old adage about “what gets measured gets done” is true on projects. If communication is important on your project, then build some metrics around communication. For instance, survey the clients and stakeholders on a quarterly basis to see how effective they think your communication is. If you are encouraging teams to reuse existing components, then track the instances of reuse and the hours and cost savings.

Manage Metrics – Beware Unintended Consequences: Metrics will drive certain behaviors. When you are establishing a metric, think about how the metric might drive unintended consequences and be sure that you set up the process in a way that clearly drives the desired behaviors.

Source of information: Ten Step Project Management archive of Newsletters.

Related Blog Post: How do you Measure the value you add?

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Preparation:
In defining the scope of the project, set a clear destination mission, vision, objectives, milestones, strategies and timelines.
Name the project.
Accept current reality – don’t over extend
Build a burning imperative into the project!
Build a quick win situation that can be celebrated.

Plan it:
Discuss the burning imperative what it will take to achieve the Burning Imperative
Build the project plan: framework, mission, vision, objectives, goals, strategies, plans.
Detail the quick win and the celebration?
Organize the milestones in order of importance, celebrate appropriately.
Determine how you will communicate, positives and negatives both internally and externally.
Build a scorecard to show progress.

Do it:
Execute with your project plan but keep marketing part of team by giving them this information:   
On track
Lagging but will be made up
Missing milestone
Recognize people that are making it happen, personalize it.
Recognize immediately extraordinary achievements.
Market continuously to customer with accomplishments and issues when possible.
Celebrate milestones and project completion, include customer when possible.

Follow up:
Communicate the final results to all stakeholders
Gain testimonial from customer.
Release news releases on project to include end results for customer.
Live it: Use as basis for all other work.

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Who is best at creating a burning imperative than your marketing department? Is it not their job? Do you include them in your internal communications and projects? Are you ever forced to sell an internal project? Would it help if your marketing department was part of it? On the next important initiative work with marketing to sell the project within the organization! Marketing needs to play as important role in your internal communication as they do in your external communication.

Internal Marketing Suggestions:

1. Give it a name? So many times the office will call it a Company name and the shop will call it by the work order number. We cause a division between the office and the shop before it ever goes to the floor.

2. Next, work with marketing on the key milestones and the critical points of the project. Create an event on that day or reward. Plan celebrations based on the importance of the event.

3. A good project has completion criteria and save the biggest celebration for that. Have marketing recognize key contributors during the project and people that go above and beyond their normal duties to get something done.

4. The customer, did we forget him? Include them in your communication. Maybe even ask him to participate in certain celebrations or be seen during the process. Personalizing a project will always add more strength to a project.

Now, can you generate a few of your own ideas about how best to create a burning desire to complete the project?

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