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1 Project Flow 2014 in Japan CCPM 2.0 Simpler, Better, Scalable よりシンプルに よりよく そして測定できる Presented By: Subbu Muthu, VP, Realization Date: Dec 11 th,
2 CCPM: 15 YEARS OF PROVEN SUCCESS CCPM:15 年間で提供してきた成果 2005 Shingo Gold 2006 Shingo Gold 2006 Franz Edelman Award 2010 Robert E. Fox Award 2011 Robert E Fox Award 40 億ドルの価値創出に成功プロジェクトの実行スピードが 20-50% 改善 数々の賞を受賞 2
3 TOPICS 目次 PROJECT MANAGEMENT CHALLENGES プロジェクトマネジメントが直面する課題 CCPM 1.0 SOLUTION AND SHORTCOMINGS CCPM1.0 のソリューションと欠点 CCPM 2.0 SOLUTION CCPM2.0 のソリューション CCPM 2.0 EXAMPLES CCPM2.0 の例 CCPM 2.0 SOFTWARE MODEULE DEMO CCPM2.0 のソフトウェアモジュールのデモンストレーション 3
4 Task durations are guesstimates タスク期間を推測で見積った Not all tasks are known upfront 事前にすべてのタスクがわかるわけではない Requirements and scope change 要件とスコープが変更される Task sequence is flexible タスク順位がフレキシブル The process is iterative プロセスが繰り返す UNCERTAINTIES MAKE PROJECTS DIFFICULT TO MANAGE 不確定要素はプロジェクトのマネジメントを難しくする
5 EFFECT OF UNCERTAINTIES 不確定要素の影響 1. RIGID PLANS DON T WORK 固定の計画は上手くいかない 2. MULTITASKING HAPPENS マルチタスクは発生してしまう 5
6 RIGID PLANS DON T WORK 固定の計画は上手くいかない タスク期間を推測で見積った 事前にすべてのタスクがわかるわけではない 要件とスコープが変更される タスク順位がフレキシブル プロセスが繰り返す 6
7 MULTITASKING HAPPENS マルチタスクは発生してしまう WAITING FOR INPUTS インプットのための待ち WAITING FOR HELP ヘルプ待ち NON-PROJECT TASKS COME UP プロジェクトとは関係ないタスクが振られる
8 CCPM 1.0 SOLVES THE PROBLEM, BUT NOT FULLY CCPM1.0 はその問題を解決するが 完全にではない Feeding Buffer Project Buffer BUFFERS PROVIDE SCHEDULE FLEXIBILITY バッファはスケジュールに柔軟性を与える Priority 1 Priority 2 Priority 3 BUFFER PRIORITIES RESOLVE MULTITASKING バッファの優先度はマルチタスクを容易に決めてしまう Feeding Buffer 与えられたバッファ PLANS NOT EASY TO MAINTAIN HIGH LEVEL PLANS ARE USED 計画は維持するのが難しい高度な計画が使用される New Task 新たなタスク Project Buffer プロジェクトのバッファ MULTITASKING STILL EXISTS マルチタスクはそれでも存在してしまう 8
9 CCPM 2.0 SOLUTION: PROCESS BASED PLANS CCPM2.0 のソリューション : プロセスベースの計画 Process 1 Process 2 Process 3 プロセス 1 プロセス 2 プロセス 3 Deliverables of Process 1 Deliverables of Process 2 Deliverables of Process 3 プロセス 1 の納品物 プロセス 2 の納品物 プロセス 3 の納品物 IT Design, Development, Testing ETO Design, Procurement, Manufacturing, Quality Test IT - 設計 開発 テスト ETO- 設計 調達 製造 品質テスト
10 IT PROJECT EXAMPLE IT プロジェクトでの例 Full Kit Design Develop Test Release フルキット設計開発テストリリース 10
11 ENGINEER-TO-ORDER MANUFACTURING EXAMPLE ENGINEER-TO-ORDER 製造の例 Design Parts Procure Full Kit Assemble Test Design Assembly 11
12 PROCESS BASED PLANS ALSO ENABLE LOCAL WIP CONTROL プロセスベースの計画は現場の WIP コントロールを可能に SCOPING CODING SYSTEM TESTING DESIGN WIQ WIP Limit WIP based on departmental/ team/ crew capacity 部署 / チーム / 要員数によって WIP を制限 12
13 USING KANBAN TO ENFORCE WIP LIMITS WIP 制限を強制するために KANBAN を利用 SCOPING DESIGN CODING SYSTEM TESTING One-in WIQ WIP One-out 13
14 KANBAN METRICS KANBAN の測定法 SCOPING CODING SYSTEM TESTING DESIGN One-in WIQ WIP One-out WIQ, WIP Completions 完了分 Cycle Time 回転時間 14
15 OTHER BENEFITS OF PROCESS BASED PLANS プロセスベースの計画による他のメリット SCOPING CODING SYSTEM TESTING DESIGN WIQ Retain flexibility until start of work 仕事前に柔軟性を再確保する Start only what you can finish その人が完了できる仕事だけを始めてもらう Minimize impact of scope changes スコープが変わった際の影響を最小限にする 15
16 KANBAN: A PRACTICAL WAY TO PREVENT OVER-ACTIVATION OF RESOURCES KANBAN: リソースの過剰使用を避けるための実践的方法 MANUFACTURING PROJECTS/ DBR 製造プロジェクト / DBR One-in One-in WIQ WIP FGI One-out WIQ WIP One-out Kanban Limit is for Finished Parts KABAN の制限は完了部品に利用 One-Out is a Demand Signal One-Out は需要のシグナル Kanban Limit is for WIP KABAN の制限は WIP に利用 One-Out is a Capacity Signal One-Out は許容量のシグナル 16
17 Summary of CCPM 2.0 Benefits CCPM2.0 がもたらす恩恵のまとめ Flexibility even with all the details 全ての細かなことにおいても柔軟性をもつ Simpler plans and simpler updates よりシンプルに計画し よりシンプルに更新できる Integrate Waterfall & Agile approach ウォーターフォールとアジャイルアプローチを統合 17
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