At Heyunka, we have been invited to introduce and implement Lean & Agile Project Management at a joint venture specialized in the design and construction of production lines, including their machinery and installations. We thought it would be nice to blog on it frequently and to share our experiences in real time.
Finally, we were all set to do the pilot of elaborating a Project Plan in only 1 week. We brought in all the engineers and other specialists who are involved with a standard project and set out to elaborate a full Project Plan in single piece flow. And yes, we managed to do it!
Having established what output the team really wanted to deliver during the week, I hoped to be able to identify some key problems this time. Luckily, we managed to do all 30 minutes Project Review Meetings in life mode instead of a conference call, which at least allowed participants to see each other and to… »
Still waiting for the start of the pilot of making a project plan within one week, we decided to run some experiments on doing the Toyota Kata in some of the projects. This proved very valuable as a learning process and in fact we managed to tackle some impediments too.
The idea of delivering a Project Plan in just a week looked like a “no brainer” to all those who had been involved in last weeks’ VSM exercise. Yet for those who hadn’t been there, it didn’t seem logical at all.
This week I finally did my first Value Stream Map exercise in this environment. It took me almost two months to get here. And it only happened because I insisted and succeeded to convince some of the Firm’s project managers to join me.
With an OK for our plan, we set out to set up a meeting room for continuous improvement, right away. The room was to be on the workfloor of the Firm and the first goal of the Firm’s Management Team was to visually emphasize the fact that Continuous Improvement had become a core element of… »
Based on the outcome of the teambuilding sessions with all team members, and a considerable number of additional one-to-one interviews, we presented a project plan to the Board of Directors, for the introduction of continuous improvement into the new project organization.
During the team building sessions, the team building trainers stimulated a free flow of discussion and interaction between all team members. They used several exercises for this, as well as a relaxed setting in a nice environment. One of the issues coming up, was a complaint by engineers from the Firm that team members at the… »
The stories by the Directors on the urgency for improving efficiency in project delivery and on the mechanism of the contract laid a good foundation for the second part of the team building sessions: An afternoon on continuous improvement.