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Lean and Agile Beyond Software
Development ProjectsDr. Mohamed Salama
Director of Corporate Executive Relations
School of Social Science
Heriot-Watt University
Overview
• Why do projects Fail?
• Are we delivering the right product?
• Or is it how we are trying to deliver?
• Process or Product?
• Is it really a matter of choice?
• Has Traditional PM become out of date?
• Strategic Project Managememt?
• Programme and Portfolio Management?
• Lean and Agile ?
Philosophy Versus Methodologies
• Is there a “Panacea” to Project failure?
• What makes a project successful?
• Perception is Reality....is it?
• True or False?
• Lean is a Philosophy
• Agile is a methodology
• Is it the pathway or the outcome?
• What about the context?
Common Factors in Projects
• Clients do not always know what they want
• Change is inevitable
• Communication is a key success factor
• Effective teams are imperative
• Effective Risk management is crucial
So why L&A seems limited to SWDP?
Lean and Agile in O&G ProjectsCase study from Nigeria
• visual aids and tools,
• total quality management,
• kaban systems,
• last planner system,
• daily and weekly progress meetings,
• high performing cross-functional teams
• employee development through training
But self organised teams may not work?? 50%?
E- Learning Projects• Agree on an evaluation criteria,
• strong relationships, (Approvals)
• Training,
• managing risk,
• leadership skills,
• maintaining effective communication and flow of information flow,
• managing change effectively.
Type of client will determine best method?
Customized Manufacturing: A Case Study of an Italian Company
• Lean and Agile methodologies are being employed intuitively, rather than consciously.
• the organization is working in a hybrid model, where it retains suitable practices from conventional and modern project management and manufacturing methodologies.
Is it a spectrum? Positioning decision?
Customized Manufacturing Key Findings
• Identifying the right process owners
• Relationships has to be handled very well
• Lack of follow through and commitment to deadlines.
• Customer’s attitude
• Reluctance to change the way that they are accustomed to doing things.
• Unwillingness to make time to learn a new system or way of working.
• Political / power structure
• Content and approval gathering.
General Reflections
Type of Project• Event Management
• Renovation/ Refurbishment
• New Service Development Projects
• New Product development projects
• Construction incl. Infra-structure Projects
• Change Management
• ??
General Reflections cont.
Internal Challenges
• Resistance to Change
• Awareness
• Aptitude to learning and development
• Resources
• Perceived applicability
• Org. Culture
General Reflections cont.
External Factors
• Client involvement
• Client Org. Structure
• Industry/ Sector Standards
• Competitors
Conclusions
• Lean and Agile can be applied beyond SDP
• Lean and Agile is still in the infant stage
• Lean and Agile is not a “PANACEA”
• A hybrid system can be an option
• Need to move forward building on the Past
• Universities have a significant role