PPPM

How can visual models improve the flow of work during programme shaping? This is the sixth post in a series about applying the lessons of lean (especially lean software development) to the shaping phase of programme management. In previous posts I have talked about amplifying learning, the application of the ideas of flow and a value stream to programme shaping, and touched on sources of “waste” in the typical programme environment. #

This is the fifth post in a series of thought experiments on applying Lean/Agile principles to the early shaping stages of a programme. In previous posts I have talked about the application of the ideas of flow and a value stream to programme shaping, and touched on sources of “waste” in the typical programme environment. Again borrowing heavily from the Poppendiecks for my conceptual structure, I want to think about learning in our context, and how we can make it work better. #

This is the fourth post in a series of thought experiments on applying Lean/Agile principles to the early shaping stages of a programme. In the last two posts I started to explore how we could find the value stream in the “messy” stages of early programme shaping. In this post I will turn to the concept of “waste” in our context. In the classic Toyota Production System, seven types of waste are identified: #

This is the third post in a series of thought experiments on applying Lean/Agile principles to the early shaping stages of a programme. In the previous post I started to explore how we could find the value stream in the “messy” stages of early programme shaping. Before I go on to explore the concept of “waste” in our context, I want to say a bit more about the value stream. #

This is the second post in a series of thought experiments on applying Lean/Agile principles to the early shaping stages of a programme. Here I am using “programme” in the widest sense – to borrow a definition from MSP20071 “a temporary, flexible, organisation created to coordinate, direct and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation’s strategic objectives”. #

This is the first of a number of exploratory posts to express and refine my thinking on the subject. I want to pull together a selection of experiences with programme shaping by looking at them through the filter of lean/agile theory. Traditionally programme management, especially in public sector, is heavily influenced by stage gates. Having said that, the authors of more recent methodologies (e.g. MSP 20071) recognise the need for iteration and conceived a “transformational flow” of work that delivers benefits over time. #