Theory of Constraints Handbook - James Cox Iii [94]
Both Lean and Six Sigma continue to be heavily embraced by the private and public sectors and have become more and more integrated as Lean Six Sigma (LSS). Both are well developed. Both enjoy the support of many top executives, line managers, and vast numbers of employees who have been trained to one degree or another in these disciplines. Let’s face it, for most of us it is a Lean world!
What implication does this have on the project environment? The attention on Lean Six Sigma continues to grow. There are whole offices and departments set up for LSS. Funding availability seems plentiful in relationship to other needs. There are growing numbers of experts in LSS from white belts to green belts to black belts. These many experts and efforts all result in a broadening of the application of LSS from the shop floor to the whole organization—including the project environment!
What Is the Project Environment’s Point of View to Being Leaned?
As the LSS efforts broadened into the project environment, there was less than an enthusiastic greeting. Most project managers and resource managers felt that they were already working in a pretty lean world—lean on resources, lean on time, and lean on funding. Many project managers felt that they were already asked to do the near impossible—sit on top of an elephant balancing on a ball on a high wire 20 feet in the air without a net (Fig. 6-1).
FIGURE 6-1 PM’s point of view. (©1991–2010 Avraham Y. Goldratt Institute, LP. All rights reserved.)
In trying to “lean” the project environment, there have been a few seemingly insurmountable obstacles. To begin with, like supply chain environments, project environments are made up of a system of systems. This increases the difficulty of deciding not only where to focus but also how to determine the most opportune areas of waste and value. Additionally, when applying definitions and techniques for improving the areas of productivity, focus, value, waste, and variation to a project-based system, there appear to be disconnects as LSS’s techniques and definitions were developed for the manufacturing environment and appeared to not readily apply to the project environment without significant translation. Couple that with the fact that traditional project management techniques contained in the project management body of knowledge (PMBOK) have not necessarily integrated Lean. No wonder there has been a lukewarm if not cool reception. Let us look at these issues more thoroughly one at a time.
Project Environment System of Systems
There are four systems within a multi-project environment. They are the task management system, the individual project system, the portfolio of projects system, and the resource management system.
The task management system (Fig. 6-2) consists of the list of tasks or group of interrelated tasks where a person is responsible for ensuring that all the elements for that task are completed by the scheduled date (and often within the cost estimated).
The detail under the “task” does not generally show up in the project schedule, only the overall task. If one were building a house, this task might be called “complete electrical wiring.” The crew chief would have one electrical crew to oversee pulling 110-volt wiring to lights and outlets; another perhaps running 220-volt wiring for some appliances; and another setting up the electrical panel.
FIGURE 6-2 Task management system. ©1991–2010 Avraham Y. Goldratt Institute, LP. All rights reserved.
FIGURE 6-3 Project environment. ©1991–2010 Avraham Y. Goldratt Institute, LP. All rights reserved.
The individual project system consists of the sequence of tasks, handoffs, and deliverables that when accomplished deliver the desired outcome. The individual project system must manage the delivery of content within a committed time and budget. Very often, scheduling begins with the various resource functions listing their tasks and time (or level of effort) as stand-alone elements (Fig. 6-3).
The individual project content commitments are made independently