360 Lean Project Management 05.11.15

Lean Project
Management
.
May 11, 2015
360
An introduction to the 360 Lean Project Method.

360
Introductions
• Stephen Perry, Lean Program Manager at 360
• Steve Frederick, Director, IT Infrastructure Services at Moderna
• Liam Brett, Business Development Manager at Oxford
© 360 Group Inc. Confidential & Proprietary
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360
Meeting Objectives
• Review 360 project method for IT Business systems deployment.
• Discuss Moderna IT Business System needs and goal of 100% digital
company.
• Understand timelines and next steps
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360
360 Process
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360
Getting Started
• Consistency provides the structure necessary for effective management,
quality, and oversight.
1. Plan
2. Blueprint
3. Build
4. Test
5. Release
6. Post-Production
• Using proven tools: Strategic Project Plan, Tactical Project Tracker, Requirements
Matrix, Workflow, Wireframes, Control Sheet, Test Plan, Defect Tracker, Dashboard,
Timeline, Strategic Budget, Tactical Burnrate, and QuickStart Guides.
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Planning
• Accept that the project will change from inception to delivery, and be
prepared to deal with the reality of change.
• Dynamic project management deals with rapid change using Strategic and
Tactical planning methods.
• Strategic Planning is not concerned with the how, only what the project aims to
achieve within the bounds of the project scope.
• The strategic plan breaks the deliverables up into high-level strategic objectives or
development blocks.
• Objectives are then managed using a tactical plan that provides the granular level
of detail necessary within a smaller subset of the scope and timeline.
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Scope
• Start with good stakeholder governance and meet to understand big
picture expectations.
• Create Strategic Plan with WBS and Budget Estimates
• Document Requirements with team(s) using 360 Requirements
Traceability Matrix, User Stories, Workflows, and Wireframes.
• Then finalize the WBS and Budget.
• Scope creep is normal and inevitable.
• Determine if changes impact time or money.
• Document all changes on 360 Dashboard, Change Control form & Master
Control Sheet.
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Agile Method
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 Blocks are pulled into the process
 Sequence priority and resource availability
Post-Production:
• Review Value & Quality
• Review Cost & Duration
• Review Supplier Relationship
Planning:
• Scope
• Strategic Plan
• Budget Estimate
• Resource WBS
Tactical Planning

360
Blueprint
• Our approach is based on the following proven methodologies to
align business requirements to the functional software.
• A UX approach to design with emphasis on user experience.
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Scope: Start with Stakeholder Scope meeting to document high-level expectations.
Requirements Traceability Matrix: Document user requirements & stories.
Workflows: Document AS-IS, and TO-BO process workflows.
Wireframes: Build wireframes collaboratively with users.
Specifications: Identify additional functional and technical requirements.
Sign-Off: Obtain business sign-off on requirements and design

360
Build
• The Build process varies widely by type of project.
• Whether building from scratch, customizing production systems, or
deploying Cloud platforms these will all vary widely (understatement). Then
there are security and infrastructure projects. No one size approach
fits every need.
• What doesn’t change is the Block approach to work. All work will still
be broken out into discrete units or blocks that can be processed in
parallel through the methodology based on resource availability.
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360 People
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Meetings
• Keep meetings small with only functional team members.
• Meet regularly enough so that issues come forward quickly to be
discussed and resolved.
• Empower team by encouraging open communication and ideas.
• Create a blameless culture with a focus on achieving the goal.
• Keep everything within the team, and be a supporter of team
members to management.
• Whenever possible do not include managers in meetings as
employees will often hold back and not speak freely.
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Deliverables
• Start by ending meetings with clear agreements on specific actions
and completion dates for each item.
• Do thing X by time Y or call. Don’t automatically default to your next
meeting date as the completion date for each action item.
• Choose a date that makes sense to the project and creates a sense of
urgency.
• Remind people that they can negotiate on dates until they feel
comfortable being able to deliver as promised.
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Communicating
• Then ask people to communicate if one of their action items becomes
at risk of non-delivery.
• This is not about perfection in delivery, it is about perfection in
communication.
• Listen to what the team is telling you.
• It’s important to deliberately cultivate and coordinate commitments if
you expect people to follow through.
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Staying On Point
• Update Tactical Plan in meetings with team, and get a one-page
summary of items due/agreed out within an hour if possible so the
discussion and next steps stay on everyone’s radar.
• Then track and follow up on Tactical Plan items between the
meetings. This is not about micromanaging or not trusting — this is
simply good project management.
• Information overload at work can be a struggle. Lead project email
communication with the name of the project so the team can easily
sort to find relevant items. For instance - LMS: Tactical Notes from
meeting…
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Project Tools
• Tactical Plan keeps a running tally of which items get done. It allows
you to track how many of the agreed-upon action items are
completed by the dates agreed upon?
• This record of your action item completion rate — your say/do ratio
— will tell you how you are doing. Set a target.
• In my experience, a 60% completion rate is about average. Getting to
85% will give your team an incredible sense of accomplishment. But
don’t expect perfection — it’s the overall pattern than matters.
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Compassion
• Don’t let the tracking turn you into a task master. Be compassionate.
• Each person on your team has a complex life — much of which is
unknown to you. You are not the only person asking for their time.
People are usually on multiple teams and often have more than one
person to whom they report.
• By being interested in each of your colleagues, finding time to chat,
and working to understand their current reality, you can gain their
respect and permission to ask them to do what they say they will do,
reliably — almost every time.
• Get to know who they are. Stop by their cube and chat.
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Stick to the Plan
• Of course, when someone does drop the ball, don’t let non-performance
go unchallenged but make it a gentle conversation when you discuss it.
• Don’t think less of the person because they didn’t keep their word — it’s
usually a cultural thing not an individual flaw.
• Remember you are establishing a new norm. Role model the desired
behavior and continually remind people of what is expected.
• If all the above isn’t working and you’re not hitting a completion rate that
you’re comfortable with – meet with them one-on-one and address the
issues head-on. Never call a member of the team out in public.
• An open and honest conversation about keeping commitments is best.
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Question Constantly
• Here are the questions to ask of yourself and your team:
• Is each action item essential to completion of the project?
• At the time we commit, do we fully intend to do whatever it takes to deliver?
• Are we clear about what needs to be done, who will do it, and when it will be
done?
• Do we have the ability to say no or negotiate when we can’t fully commit?
• Is it OK if someone follows up to check on our progress?
• Do we have a system to keep track of action items and their completion?
• Do we have an agreement to communicate if something comes up that might
interfere with our completion of the task?
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360 Lean Project Management 05.11.15

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