It is observed that I still left out three important guidelines underlying Lean PM, specifically: make commitments at the last responsible moment, PDCA everything (Deming Wheel), and produce deliverables in small batch sizes of one or single-piece flow. I actually did not cover those, since I believed they were not unique to Lean Project Management. Nevertheless Lean gives them a special slant, certainly worthwhile presenting as additional guidelines or principles. Towards the 3 extra principles proposed by Hal, I will include, in retrospect, another one: the only tasking of multiple tasks.
It is also notices in his blog that (as last coordinators - my addition) you should make your selections and commitments at the last responsible moment> >. He, and other Trim practitioners, noticed a behavior on projects to fasten down requirements early, to get material on order early, to seize resources early. These steps almost never help and usually add waste to the task. Further, we lose options whenever we act early.
We would somewhat equate this principle of producing commitments when we are more certain of possible outcomes with the practice of Coming Wave Planning alluded to in the PMBoK and incredibly well presented by Gregory D. Githens in his excellent white paper, Going Wave Project Planning. Good project managers and their team understand that it is useless to plan in detail the complete of a project when one does not have the results of the current project phase or stage necessary to intricate plainly the next period. For example, it is quite a waste of effort to detail the expansion phase of a new product before we have a clear explanation of its concept and design criteria. It is also presumptuous to make oneself on the design of a building's fundamentals when the results of required geo-technical studies are not yet available.
On the subject of one of the jobs I helped plan for an architecture firm, the project client ask me personally to be more specific on things that were planned to happen 3 years later; he needed to discuss details about this era. I experienced to tell him then that this was pointless to go over these points further while nobody had made precise commitments about the feasibility study phase we were planning to begin; these commitments were still impossible to make then, because we had yet to have his permission to the future project site to examine initial conditions.
The Rolling Wave Organizing principles are incredibly simple: take commitments and detail your planning the work about to begin, that you have all the information necessary to take proper action (very low uncertainty). These are "work packages" that you can agree to deliver with a high level of certainty for a given budget and schedule. For the effort to accomplish in a later phase, most often demanding as input the results of the work deals you will work on, you should keep away from too much detail, as you do not really really know what will be needed then. Rather, you can present this later part of the project as a collection of "planning packages" that will be revisited and detailed only when appropriate - when we have a clearer understanding of what should be done and what CAN be done.
Rule Number 5 of LPM - Make your choices and commitments (promises) at the last dependable moment. Make them as work packages that will deliver the desired results anticipated with a high degree of certainty....
... Rotate the waves: plan the work, execute the work, learn and adapt, plan the job, execute the work, learn and adapt, plan the work, execute the work.
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