Increased Value,
Decreased Time –
Lean Project Delivery
Shawn Klinge – Senior Lean Sensei
Foth Companies – Green Bay, WI
Foth Overview
 Consulting and engineering
solutions through:
 Foth Infrastructure & Environment, LLC
 Foth Production Solutions, LLC
 Foth Asset Management, LLC
 100% member-owned
business founded in 1938
 Corporate headquarters in
Green Bay, WI
 Over 600 members
Agenda
 Lean Project Delivery
Project Planning Process
Visual Workflow Management & Stand-up Meetings
Project Risk Process
 Questions
Lean Project Delivery
 More efficient utilization
of Project Team
 Provides time for strategy
implementation
 Integrates ALL Team
members
Project Planning
The Project Planning Process
Objective –
 To generate a realistic project plan, including
schedule, key milestone dates, “high level” budget
and resource plan for the project.
Key Outputs –
 Project Budget and Resource Plan – High level
 Project Milestone Schedule
Milestones are…
Key points in time in the project that are well understood,
significant, and verifiable… 50,000 ft view of project
Examples:
Commission reports
Plan submittals to DOT
Docket Meetings
DNR Plan Submittals
Construction Phase Complete
Deliverables are…
Any item that
is tangible, actionable or transferable.
DNR design report –
– Soils reports
Decision made –
Public feedback–
– Plan approvals
ALL PROJECT VALUE IS EMBODIED IN DELIVERABLES
A task is value-added only if it relates to a deliverable,
and has a customer who needs it! Otherwise it is WASTE!
Visual of Overall Project Plan
Team working together to create!
Project Planning
Exercise
Visual Workflow
Management
Visual Workflow Management
Objective –
 Creation and use of Visual Workflow Management Boards and the
concurrent utilization of Stand-up Coordination Meetings
Key Outputs –
 Focus on near-term tasks
 Opportunity for rapid feedback on status, plans, and priorities
 Team members are personally engaged and committed to project
activities and commitments
 Critical project information easily available to ALL team members
in a visual format
Tasks are…
Action items that directly create tangible progress
towards completion of deliverables.
- Define pavement removal limits
- Approve preliminary plans
- Obtain temporary easements
- Survey existing utilities
- Hold public information meeting–
Tasks vs. Deliverables
Tasks are assigned to complete a deliverable
Tasks
Deliverable
 Identified with action words
 Person(s) assign and report to
deliverable responsible party
 Is a component of a deliverable
 Person(s) are assigned to
specific activity
 Is comprised by a set of activities
that resources perform




Identified with nouns
Owned by one person (“R”)
Subject to approval, governance
Organized to receive inputs or
generate outputs
 People are associated with
performance
 Results in completed work
 Is comprised by a set of tasks
Task Impact/Priority Color Code
Task impact to Schedule and Cost is low.
Task impact to Schedule and Cost is medium.
Task likely on the critical path. Impact to Schedule and Cost
is HIGH.
Out - Not available. Indicates if PTO, off site, tied up
with other project, etc.
“Sticky Notes” Capture Short
Term Tasks
Brief description of the
“deliverable” for the
task
Responsible team
member initials
Send
Service
Agreement
to MPS
SRS
9/13
Completion
date of task
Three Week Look Ahead
Visual Workflow
Management
Exercise
Stand-up Meetings
Stand-up Meetings - An Integrated
System for Workflow Management
Stand-up meetings, combined with
visual project board allow for optimized
team communication and efficiency.
Stand-up Meeting
Visual board can be made available to
team members at other locations by
using a SharePoint, Go to Meeting,
Visio, and other key software
components.
Hyperlink to
Project Risk &
Milestones
Upcoming Tasks
Monday
Talk to
MG re:
UPRR 29th
Grove
GJB1
Jerry
Berg
GLD TBD
GLD TBD
GLD TBD Facilitation skills
LCI
Move stuff
developmentGLD 04/30
Presentation
from old site
plan Eye on Foth
for Core Team
to new
Article
MSK 5/9
MSK 4/28MSK 4/25MSK 5/12 OmahaMSK 5/9PS Lean MSK 5/11 5/11
PS Lean – 4/29 MSK
5/26 meet w/
SG Mtg
PSW
SG Mtg LPPDE PS
Lean
Joel SRon visit
conf in SD SG Mtg wkshop inin MN
MN
Jerry
Dassler
GLD 4/4
Telecon
w/P&H
Tuesday
MAG 4/27
RCA in
GB
MAG 4/284/29
DMIA LPD
in DM
GLD 4/5
FWT
Feedback
Meeting
GLD 4/6 SG Mtg
Strategy
Deployment
Presentation
MSK
WMS
Gaming
Visit (104:30pm)
NAC 4/4
EPM facil
Lessons
learned
MSK 4/6
SG Mtg
GLD 4/7
PAVE
Communications
Schedule
GLD 4/8
P&H
Benchmrk
visit
Gjb1
E Div Info
site RIE
GLD 4/8
Update PAVE
Talking Points
MSK 4/7
Dinner w/
P&H
6 – 8 PM
GLD
P&H Visit
(9-3pm)
Tuesday
Jerry
Dassler
Peg
Knutson
Nancy
Clark
Monday
Gjb1 4/11
Initiate
std wk
root
cause
Tuesday
Wednesday
Week Of: 4/18
Wednesday
Thursday
GLD 4/12
2pm CURT
Cincy
GLD 4/11
PTO
GLD 4/13
CURT
Cincy
Friday
Gjb1 4/15
Meet w/
program
owner re:
roles
Gjb1 4/14
Out
Gjb1 4/12
E PAVE
ldr mtg
GLD 4/14
PTO
GLD 4/19 GLD 4/19
GLD 4/22
GLD 4/19
Draft Voices Draft Voices Draft Project
Visual
Feature Core Team Close Out Management
Article
Article
Stnd Work
for Risk
GLD 4/15
PTO
MSK 4/14
PS Lean
SG Mtg
Friday
Team
Members
GLD 4/21
FWT
Meeting
GLD 4/22
PTO
GLD 4/22
Webinar
Lean @
Gortons??
Springfiel
d MO/
UPRR
MSK 1921
MSK 4/20
ES
Section
mtg
Peg 4/11
Peg
starts!!!
NAC 4/11
Draft
Voices (E
RIE)
NAC 4/13
YES Pack
Standup
MAG 4/13
CTH M&S
LPD in MD
MAG 4/18
Vermillion
Cty LPD
in CMP
DP 4/18
Postcards
delivered
Della
Perrone
Thursday
Week 3
Gjb1 4/15
Out
UPRR Program level activities in Omaha
MSK 4-11/14
Mike Goy
DP 4/7
Message
delivery
methods
Monday
Jerry
Berg
Shawn
Klinge
MAG 4/64/8
Knowldg
capture in
SF
MAG 4/5
RCA in
GB
Mike Goy
Team
Members
GLD 4/7
Dinner w/
P&H
6 – 8 PM
Week Of: 4/11/11
Team
Members
Friday
Gjb1 4/8
Address
LPD light
Start Draft
article for
EPM work
cell
Della
Perrone
Upcoming Tasks
Thursday
Gjb1 4/7
E Strategic
Plan LPD
follow up
Shawn
Klinge
Nancy
Clark
Wednesday
Gjb1 4/5
Out 124pm
Schreiber
Peg
Knutson
NAC 4/27
NAC
NAC5/25
5/18
NAC 5/11
NACNAC
5/4 4/27
NAC 4/20
– 4/29
Yes
PACK
YesPACK
PACK
Yes PACK
YesYes
PACK
Yes PACK
St. Louis
Standup
Standup
Standup
Standup
Standup
Standup
Move
Project Title: Core Team Project Board
Week Of: 4/4/11
Team
Members
Monday
Tuesday
Wednesday
Thursday
Friday
DP 4/22
Voices
deadline
Week 3
Last Edit Date 4/4/2011
Virtual/Visual Planning Project Board
Powerful Benefits of
Stand-Up Coordination Meetings

Shared language among the team

Real-time reallocation of resources

Focus on value-creating activities

Sets a clear work plan for each day

Mechanism for behavioral change
leading to a transformation of the
“Culture”

Team identity and emotional
commitment
How to Conduct a Stand-up
Meeting
1. Should be held either at starting time, or just before lunch hour.
2. Should last for no more than 1 – 1 ½ minutes times the number of
attendees(15minutes MAXIMUM duration at first; the team can always
agree to a longer duration later).
3. Team members with active tasks should attend – off-site people can
“virtual” process – overseas people can be connected through
designated “liaison.”
4. The meeting leader (anyone) should ask three simple questions:
•
•
•
What progress have you made since the last meeting?
How will you work toward your next key milestone?
What do you need from others to meet this goal?
Project Risk
and
Mitigation
Risk ID & Mitigation Event
Objective –
 To perform proactive risk identification and mitigation
for the project.
Key Outputs –
 Prioritized List of Risk Issues
 Action Assignments for Risk Mitigation
Risk Mitigation – A Critical
Opportunity for Risk Management
 Safety Risk



Is team unaware of unusual safety
conditions
Confined space/Lock out – Tag
Out/Fall protection/PPE
Requirements for “Safety in
Design”
 Contract Risk



Missing the target
Misinterpreting customer needs
Errors in project estimates
 Technical Risk



Technical feasibility issues
Excessive design iterations
Planning for “discovery”
 Schedule Risk



Lack of needed resources
Disruptive changes to requirements
Supplier/material lead time
 Cost/Quality Risk:



Critical-to-Quality issues
Critical-to-Cost issues
Installation issues
Proactive Risk Mitigation
Without Risk Mitigation
With Proactive Risk Mitigation
Startup Date
Resource Loading
Resource Loading
Startup Date
Time-to-Complete
Time-to-Complete
Without risk mitigation, team leader will tend to ramp up
resources too slowly at the beginning, and try to
make up schedule slips at the end.
Front-end loading of risks gives the team leader a better
chance of meeting schedule commitment.
Copyright 2010– Technology Perspectives
Prioritize Project Risks Using Two
Subjective Scores
PROBABILITY ( P )
How likely is it that a
possible risk will
actually occur?
X
IMPACT ( I )
What would the impact
be on the project if
a possible risk actually
occurs?
Use a subjective 1-to-5 scale to rank each factor,
where higher scores imply greater impact and greater probability.
P x I = Risk Priority Number
Copyright 2010– Technology Perspectives
Prioritize Project Risks
 Probability of Occurrence (1 to 5 scale) –
1
2
3
4
5
-
Very low probability – not worth considering
Low probability – very unlikely to occur
Medium probability – realistic chance of occurrence
High probability – likely to occur
Very high probability – almost certain to occur
 Impact ( 1 to 5 scale) –
1
2
3
4
5
Copyright 2010– Technology Perspectives
-
Very minor risk – no significant project impact
Minor risk – can be managed without mitigation
Medium risk factor – may require mitigation
High risk factor – significant impact on cost / schedule
Very high risk factor – can be a “project killer”
Sample Risk Mitigation
Tracking Tool
Subjective Rating
Type of Risk
Technical Risk
Potential Risk to Project
Structural Engineering undefined
Possible Mitigation
1. Determine frontline guy for structural E
2. Contact RCM see if possible to get OTJ time for person
3. 250 hour commitment starting Nov 1
(P)
(I)
5
4
Priority Ranking
Responsible Member
20
Shawn
1. Look at adjusting Cadott schedule
2. Use LPD to Ellsworth flow to see overlap and try to match
3. Keep the same team on both Cadott and Ellsworth
4. Shawn contact RCM to share Bobbi/Matt schedule with them
Schedule Risk
Resource constraints (lots of work and not enough people for
timeframe)
Schedule Risk
delays inTimeframe create unrealistic turn around time in design 1. Obtaining Cedar Corp buy-in to LPD
phase
2. Stand up meetings
4
5
20
4
4
16
5
3
15
Shawn
Contract Risk
Scope Creep
1. Shawn Distribute contract to team members
2. Every team member read and have access to scope 24/7.
3. Use Stand Up meetings to review scope
Steve Marmon
Shawn
Technical Risk
Contract Risk
Technical Risk
Unfamiliar technology increases problems with addition of
design time
1. Technical review of options (Russ/Matt/Phil)
2. Brainstorm with technical process staff
3. Proceed with final decision
5
Go over quoted budget
1. Review project cost at the preliminary design phase (Oct 18)
2. Get agreement from owner at this point
4
Rework due to poor scoping because not aware of equip/tech
needs/changes upfront
1. Matt creates a lessons learned from similar past projects
2. Matt has vendors discuss equip. more thoroughly upfront
3. Matt contacts/communicates/shares with subconsultant upfront (validate)
3
15
Phil
3
12
Phil
3
4
12
Matt
Cost/Quality Risk
technical quality suffers from resource constraints
Technical Risk
team not taking ownership of base mapping (SharePoint)
1. Ellsworth LPD flow
2. Stand Up meetings
3. Follow appropriate proper sequencing from work flow
3
4
12
3
3
9
Shawn
Completion Date
Yes/No
Risk Mitigation
Exercise
Lean Project Delivery
Questions???