Archive for November, 2008
The Future of Project Controls — Five Years Later
In the spring of 2003 I started some serious thinking about project (management) controls. Greg Howell had done some writing about it indicating that the usual practices he observed created a pressurized situation for the project participants. Since the PMI has updated the PMBoK® 3 times and they still separate planning, execution and control. So I’m going to do a little more writing on project controls. But first, I’ll take you back to one of my first posts on the subject. The following post was titled “The Future of Project Controls”, appearing April 29, 2003. I made some small updates. Enjoy.
I‘m somewhat hesitant to write about (project controls). This morning I received an email newsletter that included advice on How to give negative feedback properly. I can’t say that John Reh’s ten recommendations are either good or bad advice. Take a look…decide for yourself. It got me thinking about project controls.
When we announce we have negative feedback we create a break in the conversation and the relationship.
Let’s look more closely at what is meant by “negative feedback”. When we say, “I have negative feedback,” what does that mean? It might mean, “I don’t like you and I’m gonna tell you why.” It could mean, “I have seen negative consequences and I attribute them to your actions.” This might be getting closer. At the heart of it negative feedback is about failing to meet a standard of performance. That standard could be stated or only implied. When we announce we have negative feedback we create a break in the conversation and the relationship. It’s an unusual or extraordinary event.
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© 2008 Hal, Reforming Project Management. |
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Can Ford Be Lean
Not only can Ford be lean, they already are lean in Brazil. They just need to get the UAW to help them bring that home. Have a look at Ford’s Brazilian operation (courtesy of Glen Alleman).
© 2008 Hal, Reforming Project Management. |
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Extreme Toyota’s Lesson for American Auto
While American Auto go hat-in-hand to Washington, I thought it might be instructive to take a look at what those firms have missed while Toyota has steadily out-invested, out-innovated and racked up more profits than all three combined. Who’s got the answer? How about three professors from a Japanese business school.
In their book Extreme Toyota, Osono, Shimizu and Takeuchi claim that Toyota managers embrace contradictions, opposites and paradoxes. Rather than find the best on either side of the argument, Toyota pursues the approach they call “this yet that”.
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© 2008 Hal, Reforming Project Management. |
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Getting Lean at Amazon
My son Garrison is reading the book Lean Solutions, by James Womack and Dan Jones for his class in operations management. We were just speaking about examples of company practices that are unfriendly-to-consumers when the Industry Week newsletter arrived with a story about Amazon.
Many products that could be easy-to-shoplift are packaged in oversized hard plastic cases…blister packs. These packs are very hard to open requiring the use of a knife or scissors. Amazon doesn’t have to worry about shoplifting…no need for unfriendly packaging. They are working with suppliers to provide frustration-free packaging. It’s a lean and green solution right out of the book. Have a read: Amazon Just Reformatted Your Packaging
© 2008 Hal, Reforming Project Management. |
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Time for GM and Ford to Heed Jim Womack’s Advice
Two years ago Jim Womack wrote an open letter to the executives, employees, suppliers and investors of GM and Ford. I was so moved by the letter I reprinted it in whole. The US Federal Government is considering a bailout of these two auto makers. Some people are in fierce disagreement with that action preferring to see market forces determine winners and losers. Others are concerned for the millions of people who depend on their livelihood from the auto makers and their supply chains. The impact to the economy may be so dire that there may be no alternative to a bailout. I’ll stay out of that argument.
Let’s make the investment payoff.
If a bailout occurs, then it must come with conditions. The better business system has been winning in the marketplace. It’s time to shift business systems…to adopt a lean way of managing the firms, not just lean production techniques. Womack says GM and Ford must make these changes:
- Rewrite the social contract.
- Introduce all of the elements of lean enterprise.
- a product development process,
- a supplier management process,
- a customer management process,
- an overarching enterprise management process, and
- a production process from order to fulfillment.
- Simplify market offerings.
Womack describes the sources of GM and Ford’s woes along with his prescription for dealing with them. Let’s make the investment payoff. Have a read: A Tale of Two Business Systems
© 2008 Hal, Reforming Project Management. |
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Out with Deterministic Project Planning
One of the highlights of the PMI Global Congress 2008 for me was my meeting with Greg Balestrero, CEO of PMI. On the last day of the congress Greg met with the PMI New Media Council for lunch. We had an hour-long chat. We heard what was on his mind and we shared some topics with him. Along the way we got into a conversation about standard practice and best practice. Eventually, Greg let out the “T” word. Let me back up…
The reductionist deterministic approach to planning had outlived its usefulness.
The PMI member community routinely misunderstands PMBoK® as PM methodology. It’s not methodology. It is a guide to the generally accepted practices. And it is an ANSI standard. All that is meant by standard is that most people most of the time would do the actions described. It is not best practice. As the New Media Council members and Greg were discussing the usual confusion about PMBoK, one of the council members asked about featuring more best practice at the coming PMI Global Congress. Someone went on to say that we needed research into Project 2.0. It was in that conversation that Greg uttered the word “theory”.
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Ground-Breaking Video Borescope Introduced to the US Industrial Maintenance Market
A new, full-featured video borescope is being introduced in the United States. The VJ, from Japanese technology company RF System Lab., is a breakthrough product that puts micro-camera and lens technology into the hands of industrial inspection and maintenance personnel across a wide range of industries. (PRWeb Oct 14, 2008)
Read the full story at http://www.prweb.com/releases/borescope/fiberscope/prweb1466504.htm
Extended Microsoft Project Server solution boosts product development efficiency at Bosch and Siemens Household Appliances Group
BSH (Bosch and Siemens Household Appliances) has been able to increase project management efficiency in its product development with solutions from TPG The Project Group. These have been implemented as an extension to their existing Microsoft Project Server 2003 installation.TPG MilestoneLink ensures that the department managers' capacity planning is aligned with the project managers' individual project planning. TPG ToolbarCustomizer shortens the ramp-up period for subassembly managers and increases acceptance of Microsoft Project Client by shortening its menus and reducing complexity. TPG MTA Server improves the transparency of how important project milestones are progressing, facilitating enterprise-wide project reporting. (PRWeb Oct 15, 2008)
Read the full story at http://www.prweb.com/releases/2008/10/prweb1464824.htm
Doe Run Smelter Air Monitoring Reflects Attainment
State Implementation Plan initiatives accomplish attainment goal in 3rd quarter (PRWeb Oct 15, 2008)
Read the full story at http://www.prweb.com/releases/Doe_Run/smelter_air_monitoring/prweb1448854.htm
To Better Service its Customers in the Northeast and Eastern Portions of the U.S.A, Mario Cotta America, Inc. Opens New Branch Office in Central New York State
After experiencing positive company growth in 2008, the Vice President/General Manager of Mario Cotta America is spearheading a new company branch in central New York state to service Northeast and East coast customers. (PRWeb Oct 16, 2008)
Read the full story at http://www.prweb.com/releases/2008/10/prweb1472334.htm
