Project Management and Lean Six Sigma share a common purpose: the transformation of multiple inputs into solutions that meet client’s needs. Many of our concepts and routines are rooted in a past based primarily on manufacturing. Today’s knowledge work based projects are now fundamentally more subject to variability and unpredictability than those from the traditional manufacturing, product engineering, or construction environments. This has significant implications for the approaches used in both professional disciplines.

 In this presentation, John Muka shares some applicable and provocative insights from his development of “Adaptive Lean Six Sigma”. He begins with some of the significant issues he has faced. The fundamental process flow units are no longer primarily physical. Demands fluctuate beyond forecasts. Required professional judgment and creativity and are not easily locked down into repeatable patterns. Therefore these tasks are of highly variable duration. As a result, traditional structured approaches such as Define-Measure-Analyze-Improve-Control (DMAIC) must often be implemented in new and more flexible ways. A similar effect can be expected for Project Management as well.

 Using a knowledge work based example, John shows several effective countermeasures suited for the realities of these highly dynamic work processes and projects. First, John reviews his initial application of some traditional Lean Six Sigma methods to the problem and how they failed. Next, a more careful analysis of the fundamental flows of the process revealed the key relationship between the demand for services, the rate of completion and the staggering effect on delay times. Once the management team grasped the basic “flow physics” of their situation, rapid improvement soon became possible. The Work in Process (WIP) count and the distribution of flow times for each unit became the controlling metrics. The result was performance beyond any prior expectations. Additionally, multiple contingency plans were created to handle wide fluctuations in future demands for services.

 Based on this example, John then shares key transferable structures to apply the lessons learned to knowledge work based projects of many types. These methods include the use of Flow principles for knowledge work; control of Design in Progress (DIP) using Kanban boards; the use of the Cumulative Flow Diagram; determining a Service Level approach; and using Cadence to shorten feedback and review cycles.

 Finally, John will offer some insights from a week long session at Menlo Innovations in Ann Arbor. The story of this company has been told in the book “Joy, Inc” by founder Rich Sheridan. John was able to witness firsthand some of the most innovative and effective applications of an adaptive approach to project management in the United States. At Menlo, the transferable methods covered in the presentation have been brought to life at the highest level of implementation. The effectiveness of the actual kinds of technology used to manage Software Development projects at Menlo Innovations were indeed impressive!

The newly formed Agile LCI is taking shape and looking to answer the who, what, when, where and how's to support your journey! Come join us before the main speaker event between 5:30 - 6:25 pm!

The PMINJ PMO LCI will host its quarterly Panel Discussion facilitated by the core PMO LCI team. We will discuss the latest trends and current topics in the field of Program Management Office (PMO). It will be an interactive session where participants will have an opportunity to discuss and participate. It will be a great opportunity to learn about some of the latest emerging trends and hear from one of the best PMO practitioners in the industry in the area. We look forward to your active participation.