“Modern day” project management methods were developed over sixty years ago when everything moved at the speed of the post office. Worse yet, the tools built to facilitate those dated methods can’t accommodate the speed, uncertainty and complexity inherent in today’s product development cycles.
The result — team members are working on the wrong thing at the wrong time — so the project slides a day — going unnoticed. This keeps happening until the target dates have come and gone. And no one knows why.
A single daily slip on the schedule doesn’t sound like much, but they accumulate over time and can easily double the length of your project. All without anyone noticing.
But the symptoms are clear:
• Overloaded resources
• Lots of multitasking
• Out of date plans
• Product development should be fun, predictable, and profitable
• People need good information, not motivation or management
• Trust comes from visibility, communication and results
• Uncertainty is inherent, therefore changes are expected
• Reports are from actual data, not personal interpretation
• Decentralized and Rolling Wave Planning
• Shared Buffers
• Frequent Standup Meetings
• Pull vs Push
• Visible Queues
• Managed Availability and WIP
• Zero-Touch Reports
• And lots more...!
“The fact that the team was up and running in two weeks with Playbook was phenomenal and speaks well of the company and the product.”
– Robert Pendergrass, Product Realization Team Builder
“I think hitting the target with this first project is going to be pretty good testimony to the fact that the concepts work."
– David M., President (retired)
“I am very pleased to say that we had our first significant major milestone with them (our new client), and not only were we on time, we were slightly early."
– John Labellarte, VP & COO
By the end of his first day as a mechanical engineer, David realized he liked fixing process problems more than working on design problems. So after he finished overhauling the engineering tools and processes there, he decided it would be fun to venture out and help other companies do the same. That was a long time ago.
Now his favorite role is to be a guide for the results-oriented leaders who are the change agents within their company.
Every journey is easier with advice from someone who has been there before.