Implementations have trouble getting off the ground.When they do, they don’t produce to the level people believe is possible.Even when you achieve significant benefits, backsliding can, put an implementation in jeopardy. Change management is hard.And it has low success rate. Lets say you have put in all the hard work. Come Read more…
Top Managers Must Play an Active Role Mere sponsorship by top managers is not enough. In successful implementations the top managers take on a more active role for the first 6 to 12 months. 1. Junior managers don’t even know that company can remove some policy obstacles. Only senior managers can identify Read more…
Better Planning and Visibility help BUT BIG Performance Gains Come from Managing Differently Good plans are essential. Rate of buffer consumption is an effective way to track progress. Increasing the rate of execution requires changing the way you manage execution. If you need only better planning and visibility, you can achieve Read more…
1️⃣ Gaining Managerial Commitment Without managers’ commitment it is not possible to activate any new management rules.True buy-in is achieved only when managers realize why improving performance is vital for the business (why change?). Managers also need to appreciate that challenges they face daily and waste of time come from the Read more…
Buffer Management: Use Buffers to Measure Execution It is possible to finally establish a single priority system in execution if you have: – low Work In Process and – plans with adequate safety at project level and NOT task level, Focus on tasks according to buffer (safety) consumption. Give the highest priority Read more…
Most people believe that If you hold people accountable, they will finish individual tasks on time and on budget. The entire project will then be on time and on budget. Instead we ask to Discard Local Schedules and Measurements, and use Total Buffers. The traditional approach is to turn task schedules Read more…
Limit the number of projects that you are working on at one time. Compared to available capacity, too many projects are in execution. This causes execution priorities to become confusing. For example, If several projects are in execution, different departments focus on their work differently. All projects can make some progress. But projects Read more…
Executing projects is like conducting an orchestra. We need to bring together various inputs like:– resources,– equipment, – decisions and – corrective actions throughout the life of a project. Unfortunately, uncertainties get in the way. Tasks take longer.Requirements change.Technical glitches happen. Vendors don’t deliver on time. As these uncertainties unfold, even the well prepared plans go Read more…
For traditionally-managed projects, two assumptions guarantee project completion delays: 1️⃣ Project task times is predictable, and 2️⃣ Traditional project management system is effective. We ask resources to provide an estimate of the time required to complete a particular task. Once resources have reported their estimated (and safe) times, management requires Read more…
1️⃣ Don’t develop solution for 1 problem in isolation with other problems. Problems are interconnected.2️⃣ Don’t develop complex solutions. They are tough for people to understand and apply.3️⃣ A realistic completion date that is met is better than an optimal solution that is never met. What did we miss?