Lean Project Management
- A Proven Method for Dramatically Improving Project Performance -
Michael G. Wood
Program Manager
The Boeing Company
281-226-6276
Joe Eggert
Sr. Project Manager
The Boeing Company
281-380-6686
Project Management Challenge 2009
February 24-25, 2009
Joe Eggert, 281-380-6686, February 2009, LPM.ppt pg. 2
Discussion Topics
• The Problem with Projects
• The Program Manager’s Dilemma
• Project Management Methods Are Presumed Effective
• Planning & Execution Drive Project Performance
• When Projects Fail, Everyone Loses
• Lean Project Management - A Different Focus
• LPM Planning, Execution, and Monitoring & Control
• Team Support - Critical To Success
• Summary & Conclusions
• Q&A
Joe Eggert, 281-380-6686, February 2009, LPM.ppt pg. 3
The Problem with Projects
•
Industry Data Shows a Majority of Projects Fail to Deliver
– “62 percent of IT projects fail.” CNET News, March 21, 2008
• 49 percent suffer budget overruns
• 47 percent had higher-than-expected maintenance costs, and
• 41 percent failed to deliver the expected business value and ROI
• We Are Not Immune and Must Do Better
– “Major NASA projects over budget”, USA Today, March 26, 2008
• Two-thirds of NASA’s major new programs are significantly over budget or behind
schedule according to the agency’s latest report to Congress.
• Myriad of Factors Cited as Contributing
to Project Failures
Lack of customer/user involvement
Unclear project goals
Requirements creep
Unrealistic time or resource estimates
Shortage of skills
Poor project planning
Poor/ineffective execution
Joe Eggert, 281-380-6686, February 2009, LPM.ppt pg. 4
The Program Manager’s Dilemma: Variation
• When a new project arrives or a change occurs to an existing
project, managers face a dilemma:
The GOAL
Successful
Projects
(cost, content,
schedule)
Necessary Condition
W
e
m
us
t…
.
Meet Threatened (Near Term)
Commitments
We must……
Pre-requisite
Do Whatever
It Takes
Necessary Condition
We must….
Don’t Jeopardize Other
(Long Term)
Commitments
Pre-requisite
W