ViewPoint is a visual project execution model that transforms the project delivery system, bridging the gap from planning to results.
- Improving collaboration among the team
- Streamlining workflows through simplification
- Improving management focus to make better and more timely decisions
The main problem in project management is that teams are simply unable to see exactly where they are in scope of the work to be accomplished. Are they 25% done? 37% done? Which area is the most important area to be focusing now? Who is accountable for accomplishing this work? ViewPoint allows project teams to see exactly where they are, what is the most important area to focus upon, and agree upon work plans to accelerate project activities.
Typically, project management process improvements are built around the sequence of how projects are accomplished: get an idea, form a team, make a plan, execute the project, and then execute the project manager.
We take a counter-intuitive approach, focusing on project execution first.
ViewPoint makes all projects in the portfolio visible, allowing for strategic management of the bottlenecks that block project process. It blends Lean management concepts, visual management, and Theory of Constraints (ToC) into a cohesive, scalable process to increase output rapidly – usually in a matter of weeks.
Rather than taking the team away from their work to do planning activity, ViewPoint focuses on getting the work done – emphasizing project execution processes and behavior and improving the team’s effectiveness. This then allows the team to engage more with the tasks to be accomplished (rather than sit in meetings to talk about the work).
This higher level of engagement (and fewer meetings) releases resource capacity and accelerates project activity. Only when the team matures enough to master the basic elements of execution are they allowed to proceed towards more sophisticated behaviors and processes like project planning and automation.
For the team members, ViewPoint takes them out of firefighting/expediting mode and establishes daily and weekly routines (or processes) that allow them to identify high-priority tasks and bring issues / obstacles that are halting progress to the forefront. In the process, we expose many of the bad behaviors (multi-tasking) and eliminate them through substitution of good behaviors (priorities and focus).
For managers, ViewPoint provides actionable process metrics that allow them to understand what is going on in the system and how to affect its behavior. It isn’t enough just to give new metrics; they must be integrated into the way that people manage the system (e.g. monthly or quarterly reporting, what they check the first thing when they get to work in the morning, etc.).
ViewPoint enables project resources to engage more consistently on project tasks, eliminating lost productivity due to multi-tasking and priority switching. It provides clear priorities to the project team and a common understanding of the work to be done. This causes projects to be completed faster and in less time.
Clearly defining the project completion process and preparing practical project plans that fit the organization’s ability to manage them. Meaning, that projects are prepared at a level of detail that make them useful for managers to incorporate them into the day-to-day life of the project while it is being executed. The plans are not overly detailed or large, but they incorporate and acknowledge the reality of the environment they must live in. This approach to project planning provides a common basis for planning for the organization so the tasks and resources specified in all project plans can be compared against one another. This normalizing of project plans then enables managers to reliably forecast process requirements and behaviors across all projects. As a result, project execution costs are reduced and reliable delivery performance can be secured.
Built into the process are reinforcement mechanisms that promote the continuation of proper behaviors that support rapid, reliable project completion. The mechanisms are a clear measurement system and regular team huddles. The measurements are geared around process behavior so the project team is able to tell exactly what behaviors need to be emphasized to get the system on track to good results. The huddles are designed to create action and reinforce the habit of getting tasks completed. The measures are available for all managers, allowing all stakeholders in the process to reinforce the behaviors, even if they are not in the same building. The meetings allow for personal accountability among the project team for execution. The combination of these two metrics create a clear sense of what is happening in the system, what needs to be done, and who is going to get it accomplished. This clarity is what holds the process together.
To learn more about ViewPoint, see the links on the right, or contact us.