“lean agile” for project and portfolio management (ppm...
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PM World Journal Lean Agile for Project & Portfolio Management Efficiency Vol. II, Issue XI – November 2013 Sethu Kalyanakrishnan www.pmworldjournal.net Second Edition
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“Lean Agile” for Project and Portfolio Management (PPM) Efficiency
1
Sethuraman Kalyanakrishnan
Capgemini Financial Services USA Incorporated
Abstract Innovation in today’s fast paced business environment is driven by the critical need to ‘learn’ and ‘respond’ to Customer requirements ‘rapidly’. Organizations continuously try to increase focus on the Customer and Market and stay competitive by exploring and implementing Software development methodologies and principles that deliver continuous ‘value’ and vigorously ‘eliminate’ anything that is not adding value. The new age Software development has been transformed by ‘Agile’ development methods. In Agile methods, instead of building the whole product, a smallest possible useful part is built and given to users in two to four weeks leading to rapid feedback, testing and adjustments. In addition, functional software is available much sooner compared to traditional development cycles. Agile has much similarity with ‘Lean’ which comes from Lean Manufacturing and is a set of principles for achieving quality, speed & customer alignment. Lean says to relentlessly eliminate anything that isn’t adding value and only work on what we absolutely need to be doing at this moment in time. This white paper provides an insight to how we can adapt the Lean and Agile principles successfully to increase the efficiency of Project and Portfolio Management (PPM) processes within the Organization. We discuss the implementation approach, the challenges and the lessons learnt. The paper also provides guidelines and recommendations on the Lean and Agile tools that can be used by organizations to improve their approach to implement IT PPM solutions and enhance their success.
Introduction Innovation in today’s fast paced business environment is driven by the critical need to ‘learn’ and ‘respond’ to Customer requirements ‘rapidly’. Organizations continuously try to increase focus on the Customer and Market and stay competitive by exploring and
1 Second Editions are previously published papers that have continued relevance in today’s project
management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 7
th Annual UT Dallas Project Management Symposium in Richardson, Texas, USA in
August 2013. It is republished here with the permission of the author and UT Dallas.
PM World Journal Lean Agile for Project & Portfolio Management Efficiency Vol. II, Issue XI – November 2013 Sethu Kalyanakrishnan www.pmworldjournal.net Second Edition
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implementing Software development methodologies and principles that deliver continuous ‘value’ and vigorously ‘eliminate’ anything that is not adding value. The new age Software development has been transformed by ‘Agile’ development methods. In Agile methods, instead of building the whole product, a smallest possible useful part is built and given to users in two to four weeks leading to rapid feedback, testing and adjustments. In addition, functional software is available much sooner compared to traditional development cycles. Agile has much similarity with ‘Lean’ which comes from Lean Manufacturing and is a set of principles for achieving quality, speed & customer alignment. Lean says to relentlessly eliminate anything that isn’t adding value and only work on what we absolutely need to be doing at this moment in time. This white paper provides an insight to how we adapted the Lean Six Sigma and Agile principles successfully to increase the efficiency of Project and Portfolio Management (PPM) processes within the Organization in our case. We discuss the implementation approach, the challenges and the lessons learnt. The paper also provides thoughts and recommendations how the Lean and Agile tools that can be used by organizations to improve their approach to implement IT PPM solutions and enhance their success.
Agile Adoption increases and influences the PPM market The PPM (Project and Portfolio Management) market has been deeply influenced by the adoption of lean governance in support of agile development. Organizational adoption of agile methods has shown an increasing trend in the past few years.
Agile Software Development permanently changes Project Execution and Governance
Over 40% of companies have adopted Agile, but less than 20% have scaled Agile across the Enterprise
Demand for business agility fuels adoption of Agile development techniques that
can deliver differentiating business technology (BT) solutions within accelerated time frames
Traditional PPM tooling is in a stage of change and renewal to support “Agile”
PPM market segmentation has much clearer delineation of ‘above-the-line’ and
‘below-the-line’ PPM, based on changes driven in large part by the adoption of lean governance in support of “Agile” development
PM World Journal Lean Agile for Project & Portfolio Management Efficiency Vol. II, Issue XI – November 2013 Sethu Kalyanakrishnan www.pmworldjournal.net Second Edition
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The Agile Manifesto This helps in understanding of the Agile thinking.
PM World Journal Lean Agile for Project & Portfolio Management Efficiency Vol. II, Issue XI – November 2013 Sethu Kalyanakrishnan www.pmworldjournal.net Second Edition
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Principles behind the Agile Manifesto
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers,
and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing
teams. 12. At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behavior accordingly.
Lean Thinking Lean is a set of thinking principles that focuses on continuous optimization of work and the way of work. Lean (or lean thinking) is the English name—popularized by MIT researchers—to describe the system now known as the ‘Toyota Way’ inside the company that created it. The Lean Thinking House The figure below summarizes the modern Toyota Way in a “lean thinking house” diagram. The following are the major elements of the house.
1. Goal 2. Foundation 3. Pillar – Respect for People 4. Pillar – Continuous Improvement 5. 14 principles 6. Lean product development
PM World Journal Lean Agile for Project & Portfolio Management Efficiency Vol. II, Issue XI – November 2013 Sethu Kalyanakrishnan www.pmworldjournal.net Second Edition
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Lean Six Sigma Six Sigma is a set of tools and strategies for process improvement developed by Motorola in the mid 80’s. Though it was initially associated a lot with the manufacturing processes, today it is used across multiple industries. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes. Lean Six Sigma is a managerial concept combining Lean and Six Sigma that results in the elimination of wastes and provision of goods and service at the best quality. The Lean Six Sigma projects comprise the Lean's waste elimination projects and the Six Sigma projects based on the critical to quality characteristics. Lean, Six Sigma and Agile can be a powerful combination Scrum as an Agile framework for development of complex products and has distinct practices that match the Lean principles well. We infer that Agile Scrum and Lean complement each other. Six Sigma is a well-known methodology to identify root causes
PM World Journal Lean Agile for Project & Portfolio Management Efficiency Vol. II, Issue XI – November 2013 Sethu Kalyanakrishnan www.pmworldjournal.net Second Edition
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and fix defects. These 3 methods can co-exist to deliver a powerful methodology to implement PPM (Project and Portfolio Management) Solutions.
Background – Our Case PMO was investigating the ability to track Project Financial data for the IT Organization. There is an inability to track near real time Project Financial Forecast vs. Actual Cost data for project and this lead to
Manual effort in data collection Inability to track accurate and real time portfolio/program costs Lack of data driven management decisions
There was a need to streamline project budget, forecast and actual cost tracking process to provide real time project cost visibility. We were tasked with this initiative to streamline the project financial management processes. We believed that adopting a hybrid approach using Lean Six Sigma and Agile Scrum principles would allow us to investigate the process from a holistic perspective rather than focusing our energy on just the need at hand.
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5
9
11
6
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PM World Journal Lean Agile for Project & Portfolio Management Efficiency Vol. II, Issue XI – November 2013 Sethu Kalyanakrishnan www.pmworldjournal.net Second Edition
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Hybrid Approach
We developed a high level phased plan based on the decided approach.
PM World Journal Lean Agile for Project & Portfolio Management Efficiency Vol. II, Issue XI – November 2013 Sethu Kalyanakrishnan www.pmworldjournal.net Second Edition
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Gathering Voice of the Customer We identified the 30 key individuals from different teams as key stakeholders of the process based on initial knowledge of the as-is process. To facilitate gathering of the Voice of the Customer (VOC) we finalized the use of the following tools.
Individual interviews
Focus interviews
Brainstorming sessions
Affinity Diagrams
Workshops The brainstorming sessions provided key insight on pain areas within key as-is processes and sub-processes. Based on 20 individual interviews, 4 brainstorming sessions, 25 focus interviews and 2 workshops, the key focus areas were identified.
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Key Focus Areas
The next step was mapping the as-is processes using SIPOC based on inputs from the various interviews and brainstorming sessions with the key stakeholders. The as-is
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process maps provided a powerful visual story of the process steps and the key actors involved.
Value Stream Analysis To measure the as-is process and to understand it better we chose to use the value stream map. Value stream mapping is a lean manufacturing technique used to analyze and design the flow of materials and information required to bring a product or service to a consumer. The team defined the data collection questionnaire. We conducted focus interviews with a sample of key stakeholders and available systems to gather data on the as-is process. The value Stream Map for as-is process was developed based on the data collection.
Project Request Process
Se
rvic
e lin
es
IT R
ela
tio
nsh
ip M
gm
tIT
PM
OIT
Le
ad
ers
hip
Pro
ject
Go
ve
rna
nce
Bu
isn
ess
Identification Inception Elaboration
If Needed
If Needed
If Needed
Yes Approved?
Elaborate
High Level
Requirements
Construction
Yes
Estimate
over $100K?
Create
Functional
Requirements
Document
Approved?NoNo
Create
Business
Requirements
Document
10% Over
Approved
Estimate
Notify
Requester
Project Manager
Assigned to
Task
Create New
Clarity
Project
Provide High
Level
Requirements
Close Task in
Planning Project
Complete
Estimate
Template
Review High
Level Estimates
Submit Process
Form to PMO
Engage Service
by Submitting
the Business
Requirements
Document
Approved?Notify
Requester
Submit High Level
Requirements and
Estimate to
Portfolio
Managers
Add Task to
Discretionary
Planning Project
Submit Process
Form to PMO
Yes
Continue to
Construction
Obtain CIO
Approval
Escalation
Process
Notify
Requester
No
Add Task to
Discretionary
Planning Project
No
Refine
Estimate and
Project Scope
as Needed
Submit Project
Request
Review Request
in Workspace
Program
Management
Process
Engage
Business
Project Manager
Assigned to
Task
IT Director
Approves
Cost
Yes
No
Create New
Clarity
Project
Update
Business
Requirements
Document As
Needed
Yes
Provide High
Level Estimates
Fin
ance T
eam
Pro
ject
Manager(
s)
Pro
gra
m
Manager(
s)
Functional
Mana
ger
Busin
ess
Port
folio
Ma
na
ger
Financial Budgeting Consumption Budget Process
Go
No-Go
Prepare First
Pass Budget
Enter Budget
data in the
Planning
Share point
tool
Provide
inputs for
High Level
Estimates
Upload Budget
data into Financial
planning tool
Various tools used:
Excel Spreadsheets
MS Access Database
Review/
Approve
Budget
Enter
Capabilities in
the Planning
Sharepoint
Tool
Provide
inputs for
High Level
Estimates
Send Second
Pass Budget
Data
Send budget
for review
Send First Pass
Budget Data
Provide
inputs for
High Level
Estimates
Identify and
Define
Capabilities
Calculate $
values for SAP
budget by the
Business area
Review First
Pass Budget
Upload Budget
data into SAP
Receive
Request to
provide SAP
budget
Freeze Final
Budget
PM World Journal Lean Agile for Project & Portfolio Management Efficiency Vol. II, Issue XI – November 2013 Sethu Kalyanakrishnan www.pmworldjournal.net Second Edition
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The analysis highlighted several pain areas in the overall process and we were able to group them in to the following logical groups.
Ver. 9.0Value Stream Map for Project Financial Mgmt Process
Supplier
Process groups,
Service lines
AS-IS State
CustomerCIO office,
Process groups,
IT Finance,
Business Functions,
Service lines
Process groups,
PM
Estimation
(Capability level)
Process groups,
ESL
IT Portfolio
Planning
Process groups,
IT Finance
IT Portfolio Data
Reporting
OPD – Over Production
OPC – Over Processing
REW – Rework / Defect
PER – Underutilized personnel
Process groups,
ESL, Business
Functions, CIO’s
office
Mgmt Review
Process
PM, Process
groups, ESL,
Business
Functions
Project Initiation
Process
(SAP,Clarity)
PM, ESL
SOW/
Contracting
PM, Process
Groups, IT
Finance
Actuals Tracking
Process Groups,
IT Finance
Variance
Reporting
x: Capability
description
y: Labor hours,
timelines, cost
estimates
Tool: Excel (non-std),
email, phone, word
doc
Waste: WTG, REW
x: Capability level cost
estimates
y:Capex/Opex and
OCM Opex break-up
Tool: SharePoint
Waste: MAW, REW
x: Capability wise cost
estimates
y: Business function
wise totals, Capex/
Opex and OCM opex
break-up
Tool: SharePoint portal
x: Cost estimates,
resource plan,
capability prioritization
y: Prioritized &
approved capabilities
Tool: Meetings.
PowerPoint,
SharePoint reports
Waste: WTG
x: Approved
capabilities, approved
budgets
y: SAP AFE,CIO, SIO,
Clarity Programs /
Projects
Tool: SAP, Clarity
x: Project plan
y: SOW/
Contracts
Tool: Email,
Fax, SOW/
Contract docs
Waste: WTG,
MAW
x: Invoices, PO s,
Timecards
y: Actual costs
(estimated)
Tool: SAP reports
(AFE, CIO), Excel (CIO
Expense reports),
Clarity effort reports
Waste: WTG, MAW
x: Budgeted (AFE) and
actual cost (estimated
& real)
y: Cost variance
Tool: Excel, Clarity
reports, SAP reports
Waste: WTG, MAW,
DEF (%)
Budget calendar, 6 months,
CT – 4 hrs/month CT – 3 Weeks CT – 8 Hrs
LT – 2 Wk
CT – 20 min/run,
10 runs/3 months
LT - 0
CT - 2.5 Wk
LT - 0
Wastes Identifier
TRN – Transport
INV – Inventory
MAW – Movement / Manual Work
WTG – Waiting / Approval Time
LegendCT – Cycle time
LT – Lead time
1. Multiple Approaches for Estimation
a. Cost based on Blended
b. No of hours
c. Cost based on Actual
2.Different templates used
3.Email, Word doc, excel formats used
CIO Office
Mgmt Review request ,3
months, Email Request for
Estimates,
3 months, Email
Process groups,
PM
Estimation
(Project level)
Request for
Estimates,
Daily, Email
Waste: WTG
Approved
Budget, 3
months, Email
PM, ESL
Time
Tracking
x: Labor hours
y: Clarity Effort
Reports
Tool: Clarity
Pain Areas 1.All resources do not track time in Clarity
a.Employees
b.Contractors,
c.Vendors (Fixed Price and T&M)
1.All SOWs do not track # of resource, total effort
required, rate per resource, roles etc
2.Cannot track Fixed Prices vs Time and Material
vs Hybrid projects in Clarity
1.Need task level Capex/Opex categorization
2.Diificult to meet SOP 98 guidelines at a project
task level
3.Need SIO set up guidelines
4.SAP Fin data does not flow back to Clarity.
5.Cannot tie an SAP Fin qualifier back to a project
in Clarity
1.Difficult to track project burn rate
2.Heavy manual work to track actual costs
3.No single source of data or a real time view of plan vs
actuals
4.Project level metrics like CPI, SPI not tracked
1.Project level forecasting is not in place
2.PMs need to included in invoice
verification and approval process
3.Invoice to SAP Fin qualifier to Clarity
project mapping is not readily available
CT – 3 days/month CT – 5 days /month
CT – Tier1,2 à 2 Wk
CT – Tier 3 – 1 day
50 Tier 3 requests
per monthCT – 4 Weeks
PM World Journal Lean Agile for Project & Portfolio Management Efficiency Vol. II, Issue XI – November 2013 Sethu Kalyanakrishnan www.pmworldjournal.net Second Edition
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Based on these logical areas, several streams of work were identified to be part of the overall backlog for this initiative. For the purposes of this paper, as an example, we will discuss further on the project financial tracking stream briefly. The data analysis for the stream is shown below. Clearly the process cycle time was well outside the specification limits and needed further analysis.
The significant ‘X’s The analysis uncovered the driving factors that were causing the challenges.
28252219161310741
135
120
105
In
div
idu
al
Va
lue
_X=115.37
UCL=132.79
LCL=97.94
28252219161310741
30
15
0
Mo
vin
g R
an
ge
__MR=6.55
UCL=21.41
LCL=0
3025201510
125
115
105
Observation
Va
lue
s
120100806040200
LSL USL
LSL 1
USL 40
Specifications
130120110100
Within
Overall
Specs
StDev 5.808
C p 1.12
C pk -4.33
PPM 1000000.00
Within
StDev 6.840
Pp 0.95
Ppk -3.67
C pm *
PPM 1000000.00
O v erall
1
Cycle Time Process Capability - Six Pack Analysis
I Chart
Moving Range Chart
Last 25 Observations
Capability Histogram
Normal Prob PlotAD: 0.568, P: 0.129
Capability Plot
PM World Journal Lean Agile for Project & Portfolio Management Efficiency Vol. II, Issue XI – November 2013 Sethu Kalyanakrishnan www.pmworldjournal.net Second Edition
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SOW/
Contract Creation
HOW MUCH?
Create Project
Financials
in SAP
Project
High Level
Estimates
HOW?
SPECIFICALLY?
Invoices
Reconciliation
Project
Status
Tracking
ACCURATE
EFFORT?
CORRECT
COST CENTER?
ONBUDGET?
ON SCHEDULE?
BURN RATE?
WHEN?
WHAT?
CAPEX/OPEX?
• How do we track Project Burn Rate today?
• Do we have all the resources track time ?
• How can we track Plan vs. Actual Effort ?
• How can we track Estimated Cost vs. Actual Cost?
•
•Could we avoid manual work to summarize Project/Program
Financial status by utilizing a PPM tool?
Challenges
• All resources to enter time in a tool•Employees
•Vendors
•Contractors
• Use a tool to forecast project cost in
$ on monthly basis
• Refine forecasts periodically
• Track plan Vs. actual using a tool
Driving Xs
-
Data
Financial
Time Project
Lack of Real
Methodology
Tool
Resource Rate
Time
tooltrack time in a centralAll resources do not
tracked in a central toolResource rates are not
availableFinancial reporting to PMs not
vs. Actuals is not presentAutomated tracking of Forecast
financialsNo Central tool to track project
processes are not establishedProject financials tracking
central toolProject forecast not tracked in a
establishedProject forecasting processes not
Project Financial Data - Challenges
PM World Journal Lean Agile for Project & Portfolio Management Efficiency Vol. II, Issue XI – November 2013 Sethu Kalyanakrishnan www.pmworldjournal.net Second Edition
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Solution Alternatives The potential solutions were brainstormed to evaluate which one would best eliminate the root causes and meet the need. We defined multiple solution selection criteria that included
Ease of use
User Interface
Accuracy of Data
Real time Data
Ease of Reporting There was a weight and scoring scale established for comparing the solution alternatives. (Illustrative example below)
Implementation We used the Agile Scrum methodology for implementation. Based on the selected solution, the product backlog was created and updated with user stories from the various streams. The scrum onsite and offshore teams worked in sync to deliver the releases in 3 week sprint cycles.
Summary:
• Solution 3 –is the best
solution option to address
the root causes and with
the maximum score.
Solution Selection and Prioritization
Project Description
(Project financial) Ease
of use
Use
r In
terf
ace
Acc
ura
cy o
f D
ata
Real t
ime D
ata
Ease
of R
eport
ing
Importance weight>> 10 8 10 6 8
Solution 1 9 1 1 1 3 138
Solution 2 3 3 9 9 3 222
Solution 3 9 9 9 9 3 330
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Effective Change Management: The success of the solution and its adoption depended upon an effective change management strategy. The focus was to Align- People, Process, and Tools to achieve maximized value.
Adopt industry best practices in defining processes
Leverage market leading PPM tool to enable processes
Improve user maturity by providing tool training in line with standard processes
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Multi-Channel Communication Effective Training
User Quick Reference Cards
Rollout and Monitoring The solution was implemented to a pilot group of 400 resources and 500 projects. Key data elements were established and metrics to be tracked were identified. Audit plan was established with weekly tracking on compliance to the new processes. Compliance reports were reviewed weekly with senior management team.
Align
People
Process Tool
• Announcements of Upcoming
Events
• Requested Information
• Major Events
• Meetings, Demos
• Impromptu Conversations
Guided UAT (1 Day, Instructor led and hands on)
End User Training
& On-boarding (½ Day, Instructor led and hands on)
Support center(First 4 weeks post go live)
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Data was gathered to evaluate process capability after the rollout. To-Be Process Goal: Target mean cycle time was to be less than 40 minutes. Final Result: Actual mean cycle time was 8.78 minutes, which was well within the target.
Conclusion The hybrid approach that we used by combining Lean, Six Sigma and Agile thought processes, provided us with an advantage of clearly identifying the broken areas in the as-is processes and investigate them in detail to identify, quantify and eliminate root causes for delay. Once the solution and approach were finalized, we were able to implement the solution in an accelerated timeframe using Agile principles. Organizations are moving towards agile development methodologies to achieve an accelerated time to market, high deliverable quality and increased customer
100% 100%
18%
9%1%
100% 97%
25%
35%
10%
100% 100%
21%
32%
10%
Demand OBS Department OBS SIO Cost Plan Budget Plan
Master Projects27-Apr
2-May
15-May100% 100%
52% 50%46%
99% 99%
63%
53% 50%
99% 99%
64%60%
53%
Demand OBS Department OBS SIO Cost Plan Budget Plan
Sub Projects27-Apr
2-May
15-May
252219161310741
15
10
5
In
div
idu
al
Va
lue
_X=8.78
UCL=14.30
LCL=3.25
252219161310741
5.0
2.5
0.0
Mo
vin
g R
an
ge
__MR=2.077
UCL=6.786
LCL=0
252015105
12
9
6
Observation
Va
lue
s
403530252015105
LSL USL
LSL 1
USL 40
Specifications
12.510.07.55.0
Within
Overall
Specs
StDev 1.841
C p 3.53
C pk 1.41
PPM 11.99
Within
StDev 1.783
Pp 3.65
Ppk 1.45
C pm *
PPM 6.45
O v erall
Cycle Time Process Capability - Six Pack Analysis
I Chart
Moving Range Chart
Last 25 Observations
Capability Histogram
Normal Prob PlotAD: 0.610, P: 0.101
Capability Plot
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participation. Combining Agile methods with Lean and Six Sigma tools can provide a significant advantage. We have seen several challenges with the traditional software development methodologies:
Slow Time to Market Low Software Quality Low visibility into the development progress Slow response to change Poor ability to manage risk and changing priorities End user isolated from the process till the very end
The Agile methodologies offer significant advantages:
High deliverable quality – Business involved throughout the agile process, testing and validating the components.
Accelerated time to market – Multiple deliveries in short increments. Improved project visibility – Daily status meeting and updates to business. Adapts to changing requirements and priorities Increased customer participation – No surprises when the end-product is
released Lean Six Sigma tools like focus interviews, brainstorming, workshops, VOC and SIPOC assisted us in understanding the problem areas and writing user stories. Data gathering, value stream mapping, process capability analysis provide us with a clear insight on the as-is process and identify value added vs. non-value added activities. 5 why analysis, Pareto analysis and Fishbone analysis assist in getting to the driving root causes. Use of the solution selection matrix, future-state process maps, and pilot implementation drives us towards the right solution and minimizes risk. Audit plans with compliance checks, drive user adoption and track ongoing progress. Following the Scrum roles, ceremonies and artifacts is critical to successful Agile implementations.
PM World Journal Lean Agile for Project & Portfolio Management Efficiency Vol. II, Issue XI – November 2013 Sethu Kalyanakrishnan www.pmworldjournal.net Second Edition
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Works Cited
The Scrum Guide - http://www.scrum.org
The Lean Primer by Craig Larman and Bas Vodde – http://www.leanprimer.com
Implementing Lean Software Development – Mary and Tom Poppendieck -
http://www.poppendieck.com
The White Papers - - http://www.scrum.org
http://agilemanifesto.org/
White paper - The Blending Philosophies of Lean and Agile – Gunther Verheyen
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About the Author
Sethu Kalyanakrishnan
USA Sethu Kalyanakrishnan, ASQ Six Sigma Black Belt, Certified Scrum Master, CSQA, ITIL is a Lead Consultant
at Capgemini USA. Sethu has over 14 years of experience in Information Technology serving customers in the Financial, Manufacturing and Energy sectors. Sethu has a Bachelor’s degree in Mechanical Engineering from National Institute of Technology (NIT), India. Sethu is currently an Engagement Manager in the Project and Portfolio Management practice (PPM) of Capgemini, USA. He coaches teams on Lean Six Sigma and Agile methodologies. He also is a process and functional consultant on CA Clarity PPM v13. Contact: +1-847-660-8485; email: [email protected]