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- •Почему проекты должны быть увязаны с целями организации?
- •Имеют ли право на существование проекты, очевидным образом не связанные ни с одной из целей организации? Если имеют, то нуждаются ли они в рассмотрении всеми руководителями?
- •Почему сейчас большинство руководителей не проводит рассмотрения проектов?
- •Каким образом оуп может привлечь руководителей к участию в рассмотрении проектов?
- •Если проект отклонился от плановых заданий, то что по этому поводу должны знать руководители?
- •Насколько может проект отклониться от плановых показателей, чтобы руководство сочло необходимым обсудить возникшие проблемы?
- •Можно ли утверждать, что в организации, находящейся под контролем, приоритеты проектов редко пересматриваются?
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- •8 Шагов управления портфелем:
- •1 Цикл - Разработка портфеля проектов:
- •2 Цикл – портфель проектов
- •3 Цикл-портфель проектов
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- •Обучение
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- •Содержание письменного резюме для руководства
- •Раздел 1. Обоснование
- •Раздел 2. Содержание
- •Раздел 3. Общие подходы к созданию оуп
- •Раздел 4. Риски
- •Раздел 5. Затраты и экономический эффект (детальный анализ затрат и экономического эффекта от создания оуп содержится в приложении)
- •Раздел 6. График выполнения проекта
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Managing the multi-project environment – The critical chain approach
PROJECT FLOW: What does it mean and what blocks it?
Good project flow means few resource conflicts occur between projects in execution.
It implies a rational, simple, easy to understand prioritization scheme for all projects, fully supported by the senior management team. To determine what most blocks project flow, you must take away those temporary bottlenecks that cause problems from time to time, and consider, instead, the biggest constraint over the course of, say, six months or a year. Then consider what policies make the constraint even worse. Which resource, more than any other, determines how many projects you can flow through your organization, and how long those projects will take?
THE CRITICAL CHAIN STEPS TO IMPROVE MULTI-PROJECT FLOW
In the multi-project environment, Goldratt assumes that the constraint is the practice of a “push” system of project management; that is, it is the practice of senior management to push new projects into the system irrespective of the capacity of the strategic or critical resource to do the work.
Following Goldratt’s process of the five focusing steps, the solution is to move from a “push” system to a “pull” system, based on the organization’s constraint:
Identify the constraint. Identify the strategic resource for the multi- project environment. Identify the resource that, more than any other, determines project flow.
Decide how to exploit the constraint. To squeeze everything you can out of the strategic resource, you must not overload the strategic resource.
Subordinate to the constraint. Executives must agree that projects can only be initiated according to the capacity of the strategic resource.
Elevate the constraint. Elevate usually means invest. If an organization does need to flow more projects through, they have applied the first three focusing steps above, and still have a constraint, then they must elevate
Go back to Step 1. In order to have predictability in project flow, it is important to have a constraint — one strategic resource that becomes the focal point for answering the following questions:
Which projects should we initiate?
When should we initiate them?
How many of these projects can we complete in the time period?
The strategy to successfully sell the multi-project concept to executives is twofold.
Presentations must deal with each layer of resistance, in the correct sequence.
Executives must be able to raise concerns and be comfortable with how those concerns will be handled.
Layers of resistance to implementing a multi-project solution
Layer 1 – Executives do not agree with you on the problem
Layer 2 – Executives may not agree with you on the direction of the solution
Layer 3 – People do not agree with you that the solution will overcome the problems
Layer 4 – People believe that the solution will lead to negative side effects
Layer 5 – People see obstacles to implementing the PMO