Planning Large Programs

Planning Large Programs

An abstract introduction to the methodology we’ve developed to manage large programs over the past 20 years, through hundreds of client experiences around the world--from the $6B Saturn program at GM to multi-million & billion dollar solar and semiconductor fabs. They all share a common foundation in our best practice research into how teams deliver the right “thing” at the right time.

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From Unknown to Kind of Known

From Unknown to Kind of Known

When are you able to predict a project end date, with confidence? Of course it depends on the specific project, the quality of planning, the experience of the estimators, the experience of the team, what is known or not known, the degree of innovation/invention required, the fluidity of requirements, and sufficient historical trend information with which to forecast forward.

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Targets and Trends

Targets and Trends

A target date is a point in time, in the future, that something is needed. It is essential for measuring the performance of a project. Is the project getting closer to hitting the target date or is the project trend showing that a team is predicted to miss the target date? And by how much time? It only works if the target date is real, and one that the project stakeholders agree to, in advance.

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Do-it, Try-it, Fix-it Cycles of Learning

Do-it, Try-it, Fix-it Cycles of Learning

Successful teams use the "do-it, try-it, fix-it" cycle. Slow teams typically spend long periods of time trying to "get it right" for fear of failing. Some corporate cultures tend to punish for failure rather than reward for success. They don't make the trade-off between long duration and that last 10% to make something "perfect." They default to getting it right over getting it done (soon). This model means that you had better be right at the end of the cycle. If you have to rework then this will take even more time.

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