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Defini.on of Scrum
• Webster’s – A way of star.ng play again (Rugby) in which players from each team come together and try to get control of the ball
• PMI – A subset of Agile Project Management – Itera.ve and Incremental project delivery using frequent feedback & collabora.ve decision-‐making; three pillars: transparency, inspec.on and adop.on
Not All IT
• PMBOK and majority of PMI reference is related to large scale IT projects
• As a PMP Non IT professional – have used PMP methodology for – Con.nuous improvement projects – Change within departments – Construc.on projects – Process change
• Understand how Scrum can show up in daily work 1
• Using scrum to move the game forward 2
• Real life example of scrum in ac.on 3
Today’s Overview
Scrum in daily work
Huddle
Discuss Ac.ons
Track Progress
Huddle/Review/Adapt
New Ac.ons
Track Progress
Tradi.onal Approach
• Tradi.onal Project Path for Process Change/Improvement – Gather a lot of people into a room and interview them on who/what/how/when
– Team goes away and 1 lucky person gets to draw everything out on flowchart
– Reconvene to review/edit (several .mes) – Output = “AS-‐IS” – Do this all over again for the “TO-‐BE”
Tradi.onal Approach
• Tradi.onal Project Path for Process Change/Improvement – Waterfall methodology is slow and focuses on requirements gathering
– Business today: people are looking for quick solu.ons – Good versus perfect
– Wai.ng for the “silver bullet” solu.on is akin to wai.ng for construc.on on 290 to finish
– The only ones who “get it” are the consultants – So what to do while the Visio Gurus figure out how to insert every shape into a flowchart?
Using Scrum Approach
• Huddle subset of people closet to a specific problem node
• Get group input on how to remove bofleneck in process • Document & execute • Track improvement • Reconvene in 5 days • Adapt/adjust* • Repeat* • Move on to next bofleneck
* If necessary
Case Study: Inventory Management • Situa.on
– No inventory count in over 2 years
– Organiza.on doesn’t rely on inv. in ERP
– Disjointed processes from ship to receive
– Average turnaround .me to close inventory transac.on at 96 hours
– Frustra.on among Sales, Customer Service, Warehouse personnel & Accoun.ng
Case Study: Inventory Management
• Analysis of processes concluded – Required changes to accoun.ng process – Required ERP development – Required changes to ship & receive process – Physical inventory count for over 900 SKUs – All changes required in depth process revamp with IT development: i.e. months to get resolved
Case Study: Inventory Management
• While we work on in depth process revamp, company has immediate need to get reliable inventories
• Scrum approach is being used – Weekly huddle to address important boflenecks towards daily visibility
– Act/Track/Review/Adapt or Move on – Documen.ng all changes for inclusion in “bigger process improvement”
Case Study: Inventory Management
• Results 3 months into process – 10 documented process changes – Inventory accuracy up to 82% from 50% – Reduced inventory transac.on turnaround .me to 24 hours from 96
– Most important: people less frustrated because of small, tangible improvements that show up in days not months