Adopt an incremental development strategy, instead of planning and complete the execution of the product.
The most important part of strategic management is execution; therefore, Project Management helps companies to develop their strategies through successful project deployment and implementation.
The Hoshin Kanri and the Value Stream Map have as deliverables a set of important projects to be developed. This is when company leaders have to decide what type of Project Management methodology will be adopted to ensure correct project implementation and therefore achieve the expected results.
No more than 20% of companies make a Strategic Plan. Of those who do, only 8% are successful in implementing the strategy. The main cause of failure is the inadequate management of their projects. Very few companies are prepared with project management skills even though all companies develop projects. Maybe that is why no more than 10% develop projects on time and with good results.
Agile Project Management is a very powerful way to manage complex projects in an environment with high uncertainty. In 1986, Professors Hirotaka Takeuchi and Ikujiro Nonaka published the article, “The New Product Development Game”, published by Harvard Business Review.
They studied more productive and innovative teams in companies globally, such as Honda, Fuji-Xerox, 3M, etc. They argued that the old way of developing products (waterfall) had original faults. The best companies followed a faster and more flexible linked development process.
Teams were inter-functional and flexible. Management was not giving orders, executives were service leaders and facilitators, dedicated to removing obstacles. They compared the work with a rugby game.
SCRUM is a process like rugby, where the whole team works collaboratively to win. After this article was published, Ken Schwaber and Jeff Sutherland developed SCRUM as a framework to develop successful projects. In 2001, a group of 17 experts including Ken Schwaber
and Jeff Sutherland created what is called the agile manifesto.
Benefits of using SCRUM
  • Aligns individual and corporate goals.
  • It creates a culture based on performance.
  • Supports the creation of value for shareholders.
  • Achieves stable and consistent levels of communications at all levels.
SCRUM is a framework, in which people can solve complex problems, productively and creatively, generating products of the highest possible value.
SCRUM elements
Roles of the participants: Product Owner, Team Members, SCRUM Master.
Scrum Events: Sprint Planning, Daily SCRUM, Sprint review, Sprint retrospective.
Artifacts: Product Backlog, Sprint Backlog, Burndown chart.
Product Owner Responsibilities
  • Improve the speed of project development.
  • Align individual and corporate goals.
  • Create a culture based on performance.
  • Support the creation of value for shareholders.
  • Achieve stable and consistent levels of communication at all levels.
Team Member responsibilities
  • Self-organized teams of 5 – 10 multi-functional members: QA, Designers, Engineers, etc.
  • Teams may vary between Sprints.
  • Develop project activities and tasks.
SCRUM Master responsibilities
  • Ensures that SCRUM is understood and practiced correctly.
  • Organizes and motivates team members.
  • Prepares meetings and monitors the development of projects.
  • Helps in obstacle removal.
SCRUM is an agile and effective project management system because it takes time for every project to:
  • Define Project Vision to establish goals and align every project to the strategies already established in the Hoshin Kanri.
  • Map the Project to develop a high-level plan to describe all of the characteristics the project should have in order to accomplish the vision.
  • Develop a Release Plan to have the team focused and have a complete understanding of all the components of the project in a product backlog.
  • Develop a Sprint Plan where the rhythm of the project is established to deliver functional deliverables or minimal viable products to work smart and learn continuously. Every sprint or project deliverable is carefully designed.
  • Multi-Functional and Self-Guided Teams develop minimally viable deliverables. Project tasks are self-assigned in order to manage the rhythm of the project deliverable is carefully designed.
  • Meetings are conducted every day, so all team members demonstrate their commitment and express their concerns.
  • Present the deliverables at the end of every sprint, so the team demonstrates a functional product every one to four weeks, analyzing in retrospect what worked well and what were the downsides to developing improvement ideas for the next sprints.