Hybrid ist Pflicht mit Ultimate/Reliable Scrum und Critical Chain zu einer hochskalierbaren agile Projektorganisation Praxisberichte

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1 Hybrid ist Pflicht mit Ultimate/Reliable Scrum und Critical Chain zu einer hochskalierbaren agile Projektorganisation Praxisberichte Wolfram Müller, Photo: Dan YachtPals.com 1

2 Wolfram Müller 20 years experience > 530 projects Medical technology > construction + process optimization + project management Project Office > 1&1 + GMX + web.de > over 500 projects CCPM and Advanced Agile implementations Deputy head of expert group Agile Management of the Association for Project Management Germany (GPM) Book author: speed4projects.net/downloads/buecher/

3 Hybrid of Project Management and Production Transition from classic to complex? Project classic Innovation transition Product complex

4 Products vs. Projects? 10% Critical Chain distinct work packages hard dependencies high deviations Touch Time : Lead Time man work orders easy to change order, weak dependencies more or less equal size, less deviations AGILE Brum-Buffer-Rope Production Controls

5 How shall I proceed (Vorgehen)

6 If it s complex use Theory of Constraints Eliyahu Goldratt Das Ziel und Critical Chain

7 Wenn s komplex ist - Step-by-Step Agil (Produktion) schnell machen Agil (Produktion) zuverlässig machen Projektorganisation zum fließen bringen Projekte zuverlässig machen (oh das hatten wir schon) Alles an einem Signal ausrichten

8 #1 Task board & short daily stand ups The goal is to have less open tasks than developer 3

9 today #2 Agile with buffer and traffic light product burn down chart due date estimated time to completion Burn-Down-Chart with buffer Traffic light status via progress against buffer consumption 56% progress 37% buffer consumption

10 In process 30% 25 %

11 In process.. 35% 85%

12 Buffer consumed In process. Progress 56% 37%

13 In process 59% 82%

14 In process.. 72% 78%

15 In process. 80% 92%

16 In process 93% 85%

17 In process.. 100% 91%

18 #3 Flow Resources have to wait for work! no constraint = complex and chaotic one constraint = lightweight and robust Auslastung load/capacity 100% Team team A Team team D Team team F Team team G 10

19 #4 Projects with buffers buffer put the buffer at the end 50% buffer cut buffer drastically

20 buffer consumption example project status % 80 90% 70 80% 60 70% 50 60% 40 50% 30 40% 20 30% 10 20% 0 10% progress on the critical chain % 80 90% 70 80% 60 70% 50 60% 40 50% 30 40% 20 30% 10 20% 0 10% Projektstart Deadline im Projekt Ende der kritischen Kette (Plan-0) Puffer Tage status = progress & buffer consumption due date is protected fits for project and agile methods Länge kritische Kette 133 Tage

21 Pufferverbrauch #5 operational Priority all for one % 80 90% 70 80% 60 70% 50 60% 40 50% 30 40% 20 30% Fertigstellung auf kritischen Kette % 80 90% 70 80% 60 70% 50 60% 40 50% 30 40% 20 30% 10 20% 0 10% Projekt A Projekt B Projekt D Projekt C same diagram as single projects easy to understand goal: all projects are finished in time goal: less than 10% red projects risk is buffered by the whole portfolio 10 20% 0 10%

22 Layer 3 agile teams layer 2 einezlprojekt today layer 1 multiprojekt Critical Chain and Agile Framework new projects PIPELINE Project #4 5 #2 Project #3 Project #1 stakeholder priority board transparent informed quick overview operational real status confidence in team is improved 56% 37% team CIP Buffer Consumption per Team fast feedback on situation in red zone focus on buffer regain self responsibility and management is empowered continuous improvement focused Kaizen

23 Projects Projects organization Production Project Production hybrid = many different ways to integrate Production Projects Projects Production Production Projects project Produc -tion Production Production Production Projects value stream live cycle Innovation

24 some who did it +60% in two weeks +300% and JIT, red. effort 150PT to 2h +25% capacity free for innovation 50% in 4 weeks project duration cut by 50% main innovation project shortened by 1 year project duration from 21 month down to % EBIT in one year, % in four weeks +30% capacity in 8 weeks and stable

25 Projects

26 Portfolios

27 Single Piece flow on Taskboards

28 task completion on team level Mike Hannan

29 agile projects The Wire Android App 1&1 ntld new Backend Hip/Rain

30 start task completion rates in multi project organizations

31 All together CCPM and advanced Agile started on Team level

32 Throughput Increas on Project Level

33 Two Portfolio of CCPM + advanced Agile

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