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Enabling Value Stream Definition

Enabling Value Stream Definition

"If we define the boundaries of the Integrated PM initiative, then the implementation becomes better focused and more efficient, but the included practices should be linked to value."

Setting the Stage and Enabling Success

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How is a DAM relevant to Integrated PM?

How is a DAM relevant to Integrated PM?

“If I formalize a DAM system within our projects, then we can better control information flows in context of project structure, but there is a lot to learn about DAM best-practices ”

A DAM is a software system and/or set of business rules that, in combination with other systems, stores and distributes digital assets in a controlled and uniform way. DAMs arrange, describe, store, and provide access to digital assets that are linked to metadata models, which allow a digital asset manager to work with the assets in desirable ways.

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Information Flow Management within Integrated PM systems

Information Flow Management within Integrated PM systems

"If we manage the information flows in our Integrated PM systems, then project information assets can systematically provide real value to project deliverables, but they require more than independent DACs and CMSs, they require integrated flows between all stocks in the system."

Because many DAMs (Digital Asset Management) include features that integrate with web sites or CMSs(Content Management Systems), some confusion about what is a DAM and what is a CMS exists. This confusion is often perpetuated by vendors eager to sell a product; in fact, some DAMs currently on the market started as WCM (Web Content Management) products that have been "realigned" in their updates to match up with DAM needs. In reality, all DAMs need to connect to a CMS or/and WCM in order to effectively manage assets displayed on web sites.

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Integrated PM’s Information Flows

Integrated PM’s Information Flows

"If I use the concepts of Integrated PM, then I can improve project performance, but I will have to sell it to the rest of my team.”

Imagine a database filled with all the uncompleted tasks of your project. As these tasks are completed, they flow out of this database and into one filled with completed tasks. In system’s terms the two different databases are the stocks of the system, and the tasks flowing from the repository of ‘uncompleted tasks’ to the repository of ‘completed tasks’ is an information flow.

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Knowledge Management and Systems Thinking

Knowledge Management and Systems Thinking

“If I promote knowledge management (KM) within my organization, then others will sponsor, endorse, inspect, use, and promote the KM program, but Integrated PM will need to be a primary focus in our project centric organization."

Getting key stakeholders, champions, and users on board with Integrated PM will help the continuous performance improvement initiative grow, spread, and flourish. Failing to do so, will give rise to doubters, skeptics, and naysayers- who can subvert, undermine, and block progress.

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Project Information Flows

Project Information Flows

“If I recognize and manage project information flow as project behavior characteristics, then the information stocks and flows of the project become tangible future orientated management points, but I need to understand enough about KM to properly utilize this discipline within Integrated PM.”

You’re familiar with the day-to-day tasks that flow through the organization’s projects.

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Value Stream Charter (Part 1 of 3)

Value Stream Charter (Part 1 of 3)

“If we begin our Integrated PM journey, then we will increase project performance, but we should do some value stream mapping within our Work Breakdown Structures.”

The degree of value stream mapping (especially in an Integrated PM environment) success is highly dependent on the amount of up-front planning that goes into it, which is most effectively and efficiently reflected in a charter. The charter serves a fourfold purpose: planning, communicating, aligning, and building consensus. We use variations of the charter, for different industries and enterprises. I will provide brief descriptions of the content for each charter component that we use here. If you prefer to create your own or use a standard charter that your organization has already adopted, we recommend that you include some of these elements we include in our charters, described in the following sections.

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Value Stream Charter (Part 2 of 3)

Value Stream Charter (Part 2 of 3)

"If we begin our Integrated PM journey, then we will increase project performance, but we should do some value stream mapping within our Work Breakdown Structures."

The degree of value stream mapping (especially in an Integrated PM environment) success is highly dependent on the amount of up-front planning that goes into it, which is most effectively and efficiently reflected in a charter. The charter serves a fourfold purpose: planning, communicating, aligning, and building consensus.

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Value Stream Charter (Part 3 of 3)

Value Stream Charter (Part 3 of 3)

"If we begin our Integrated PM journey, then we will increase project performance, but we should do some value stream mapping within our Work Breakdown Structures"

Executive Sponsor- The executive sponsor is typically a vice president, department, general manager, or C-level leader who's ultimately accountable for the results. Ideally, this required role is filled by a person who oversees the entire value stream. But in many Integrated PM Systems, no one person oversees all functions that make up a project value stream until you reach the president or CEO level.

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Value Stream Mapping for Project Performance

Value Stream Mapping for Project Performance

"If We use Value Stream Mapping in our projects, then we can more easily identify wastes and information flow constraints, but we must know how to develop value stream maps quickly from project WBS templates."

Reducing waste and improving material flow are two of the primary goals of Lean. In order to reduce or eliminate waste, you have to understand where it exists in your process, and a value stream map (VSM) is designed to enable you to do just that. Toyota developed its material and information flow maps, on which the VSM format is based, specifically to see waste and its causes.

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Value Stream Maps & Integrated PM

Value Stream Maps & Integrated PM

"If we follow the Integrated PM approach, then at some time we’ll need to leverage the benefits of Value Stream Mapping, but currently we haven’t even recognized the project flows, let allow map, manage, and improve them."

A Value Stream Map (VSM)is used in Integrated PM system to facilitate the management and improvement of project stocks and flows, while improving the overall performance of projects. The VSM consists of three main components:

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Value Stream Walks

Value Stream Walks

"If we design our project template workflows using the value stream method, then we will gain a ‘value’ perspective to project workflows and time lines, but we should gain a deep understanding of these workflows by doing the Value Stream Walk."

A critical step in creating the current state map is physically walking the value stream, also known as "going to the gemba." Gemba is a Japanese term that means "the real place, where the work is actually done." By going to the gemba, the team can observe the work, talk to the workers in their environment, and learn about obstacles to flow firsthand, thereby grasping the current condition more fully.

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What is a Knowledge Management Architecture?

Here at pmNERDS we promote a Knowledge Management Architecture–Integrated PM.

The Knowledge Management Architecture is different from an Enterprise Architecture, but typically connects to it, so in some cases, they are confused with each other. The enterprise architecture emerged out of methods for documenting and planning information systems architectures, and currently most enterprise architecture practitioners are employed in the IT department of a firm. The enterprise architecture team performs activities that support business and IT managers to figure out the best strategies to support innovation–in relation to the business information systems the firm depends on. Enterprise architecture defines:

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What is a Value Stream?

What is a Value Stream?

“If I focus on the project value streams, then it becomes easier to identify potential efficiencies, risks, and cost savings, but how I define what a Value Stream is?”

The term value stream was coined by James Womack, Daniel Jones, and Daniel Roos in the book that launched the Lean movement, The Machine that Changed the World (1990), and further popularized by James Womack and Daniel Jones in Lean Thinking (1996). A value stream is the sequence of activities an organization undertakes to deliver on a customer request.

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Where to begin Value Stream Mapping?

Where to begin Value Stream Mapping?

"If we transition to Integrated PM, then we will have improved project performance, but we should most likely consider some value stream mapping between our discipline specialties."

One of the most frequently asked questions we get from people in organizations that see the value of Lean management practices and are eager to begin reaping the benefits is, "Where should we begin?" A closely related question is, "When should we create value stream maps?"

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