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Applying TOC Project Management Methodology and the Concerto Enterprise Project Management Tool

Presented to Chicagoland PMO SIG

November 9, 2005

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Agenda

Lucent Technologies: Next Gen Solutions Concerto PMO Organization TOC Quick Overview TOC Policies 5ESS Implementation Results PM & PMP Community of Practice

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Lucent Technologies Next Generation Solutions

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Lucent Technologies We make the things that make communications work

Bell Labs $10B 35K Employees Globally 4


Network Centric VoIP…. Until now, there’s been only one viable option for implementing IP telephony—the customer-owned and -operated model. But that’s beginning to change as carriers launch CO-based IP telephony, and other complimentary ―network hosted‖ solutions.

Supports flexible disaster recovery architectures Supports users anywhere in the network reach and is switch and CPE agnostic Provides ubiquitous feature availability

Provides a common look and feel Allows rapid deployment of new features Enables fast deployment of new locations

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Flexible Options to Meet IP Voice Requirements Premises-Based Solutions Customer-Owned and Managed IP PBX Managed IP PBX

Network-Based Solution Hosted IP PBX IP PBX

Local CO

3rd-Party Applications

PRI Network Gateway IP PBX

SIP IP WAN

Enterprise Location

Service Provider IP Network

Local CO

PRI

PRI Network Gateway SIP Enterprise LAN

Local CO

Service Provider IP Network

Network Gateway IP PBX

SIP Enterprise LAN

Hosted/Managed Service Provider Data Center Enterprise Facility 6

Enterprise Location

Enterprise Location


Portals: User Defined Communications Interface

CORPORATE DIRECTORY

PERSONAL DIRECTORY

VOICE MAIL

EMAIL

?

? • Consistent look and feel across services ?

INSTANT MESSAGING

SOFT PHONE

?

• Each service has a different interface look & feel • No integration across services • Information can not be shared across services

• Via web portal (any endpoint, anywhere) OR desktop client • Services gracefully transition (IM to Voice to video call)

• Flexible addressing (E.164, URI, IP) • Correspondences sorted by contact not method (email vs call log)

• Data consolidation/distribution as key underlying technology

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Why Care About Mobility? Value Of Applications

Anywhere, Anytime in Real Time Real-time Organization

Mobility value ?

Forms SFA

Mapping GIS

AVL Images

Internet E-mail

Attachments

Synchronization Speed, Kbps

9.6

Alerts/Signals/SMS

Still Image Transfers VPN Access Database Access Document Transfer Low Quality Video High Quality Video Sources: Boston University & Lucent

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14

28

56

“Cellular DSL”

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Video CCTV Modeling Research 384

2000


3rd Wave: Convergence and Innovation

CDMA

CDMA2000 1X

CDMA2000 EV-DO

WiFi+Cellular Wireless+Wireline

Voice

1st

Wave

Dial+ replacement

2nd

Wave

Cellular “DSL”

3rd Wave

VOIP+Cellular

Cellular & Convergence Apps/Telematics 3G/WLAN/PL

GSM

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EDGE

UMTS (W-CDMA)


New Paradigm: IP Multi-Media Subsystem Access Anytime, Anywhere, Any Device

What is the IP Multi-media Subsystem (IMS)? IP-based multimedia and telephony core network; accessagnostic IMS is defined by industry standards organizations – 3G Partnership Project – IETF (internet) protocols

Standardized interfaces between applications, network layers, and back-office systems Same framework for any kind of access (wireless or wireline) and any kind of traffic – VoIP, data, multimedia – Supports IP sessions over Ethernet, cable, DSL, 802.xx, 3G/2G

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A ―Service Enabled‖ Network that Supports Sophisticated Service Interworking? Current

Proposed

Vertically Integrated Services

Converged Services Arch.

IM

VoIP

Push-to-X

USER INTERFACE

APPLICATION

… DB

DB

… DB

SESSION

Subscriber Data

ENDPOINTS

Service Architecture Requirements  

  

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Common User Interface for all services for an end-customer Open application server interfaces to allow a rich set of applications Separate subscriber data for a consistent, maintainable subscriber data Common session control to support service interworking Support for “mobility” Support of the full set of access networks and endpoints (POTS, VoIP, …)


Next Gen Convergence Model: IMS “Always-On” Access & Device -Independence Broaband Cable or DSL IP Network

Internet

IMS Network Elements iDENTM

IP/MPLS Core SDHLR

MiLife™ ISG

Media Resource Server (eMRS) Softswitch (LSM)

Packet Mobile Network

Application Servers 802.11/Wi-Max Wireless Network

Media Gateway Circuit Mobile Network

IMS Seamlessly brings the Network to You “Network Knows Presence and Location Information” 13


Concerto PMO Organization

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Concerto PMO Organization Milt Haynes Global Project Manager

5ESS Central Scheduling Milt Haynes 45 PjM

Curt Bachmeier Mobility Central Scheduling 84 PjM

Mark Li QD Central Scheduling

Jay Githens LSS Central Scheduling 20 PjM

Vern Bean OMC-CN Central Scheduling 1 PjM

Milt Haynes Tool Support

Reco Knowles Resource Tables

Diane Barrowman

SW Developer

Stephanie Santos Tool Support

Ryk Koscielski

Realization

Laurie Ann Jorgensen Central Scheduler

Sarah Luchs

634 Users

150 Project Managers

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Valdeck Ilnicki Marias Lenart Anypath Central Scheduling


Concerto PMO Organization

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Concerto PMO Organization How We Got Started:  Senior Management Support (Philosophy, resources, budget)  Aggressive Integration Strategy – – – –

Tool selection and implementation Targets with usage penetration statistics Quality Management System Impacts Network Builder Training and Certification

 Established Central Scheduling Department (PMO) – – – – – – – 17

Center of Expertise Policies and Procedures Training Development Models Development Validation Macros Check-In Project Review Regular Meetings


Concerto PMO Organization What We Do:  Strategy, Standards, Guidelines, Process Improvements (QMS)  Training (Executives, Resource Mgrs, Task Mgrs, Project Mgrs, Network Builder Certification, GEC Internships, PMP Exam Prep)  Tier 3 SME Consultations  Database Maintenance – Archives – Global files – Models and Domains

 Tools – Validation Macros – VB Forms – Management Reports

 Vendor Management (Contract, Roadmap and Upgrades)  PM and PMP COP 18


Theory of Constraints (TOC) Methodology Quick Overview

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TOC Reference Theory of Constraints – Eliyahu M. Goldratt

Critical Chain - Eliyahu M. Goldratt The Goal - Eliyahu M. Goldratt

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TOC Reference Realization (Concerto Vendor): http://realization.com

 3 rules of Critical Chain  Leading Organizations Share How They Are Doing More Projects Faster Using Critical Chain

The Theory of Constraints: http://www.sytsma.com/cism700/toc.html TOC World: http://www.goldratt.com/tocworld2006/index.html Introduction to the Theory of Constraints: http://www.goldratt.com/juk4t.htm

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MULTI-PROJECT MANAGEMENT RULES

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1.

Projects should not start ASAP

2.

Projects should allow explicit buffer time for team to share

3.

Project tasks & resources should not be precisely scheduled during planning phase


RULE 1: WHY SHOULDN’T PROJECTS START ASAP? 6 days

10 days

4 days

6

10

4

6

10

4

All three projects started ASAP

 Constant resource shuffling  Priorities not synchronized  All projects incur delays

Start dates are staggered 6

10

4

6

10

4 6

23

10

4

   

Resources stay focused

Tighter synchronization All projects finish faster

More projects can be done


RULE 2: WHY ARE BUFFERS BENEFICIAL?

 ―Feeding Buffers‖ protect

Feeding Buffer

longest path from incoming delays

 ―Project Buffer‖ protects Project Buffer

project end-date

 Individual task durations can be made more aggressive Feeding Buffer

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RULE 3: WHY NOT PRECISELY SCHEDULE TASKS DURING PLANNING PHASE? + Safety ―I know the task will be late before it gets to me‖

+ Safety ―I know this is not the only task I’ll work on‖

What it really takes Task Schedule

Schedules set in planning

 Wanting to be reliable, people add safeties into estimates

 Uncertainties are unavoidable but don’t try to estimate them at a task-level

 Task-level safeties get wasted during execution (Parkinson’s Law)

Schedules set in execution

 Estimates are used only to plan projects What it really takes Task Schedule

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 Task schedules are determined during project execution - when tasks are closer to actually starting


CRITICAL CHAIN BUFFERING

1

2

3

4

PB

Y,10

Y,10

X,10

Y,10

PB,25

5 Y,10 Day 1

6 Z,10

FB FB,5 Day 75

Critical chain planning module generates cycle time, project buffers and feeding buffers. It does not generate a schedule for individual tasks!

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RECAP: THE MULTI-PROJECT CC PROJECT MANAGEMENT

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1.

Projects should be scheduled, managed and released based on constraints.

2.

Every project will have buffers added – original project interval will be maintained (35% task interval reduction, 50% buffers added)

3.

Execution should focus on managing buffers!

4.

During execution: •

follow priorities, work on one task at a time, complete tasks as quickly as possible

task priorities  project priorities

do not manage to or hold people to planning task estimates, schedule dates, milestones!


Project Management TOC Policies

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Project Management TOC Policies • All R25+ AMPS projects will be managed following Theory of Constraints methodology • Concerto will be the primary tool used to actively manage and report on projects • All projects will execute against aggressive plans (from 90% to 65% confidence plans)

 All task durations will be reduced by 35% to gather safety  50% buffers added  original project length is maintained • All projects are checked for resource capacity and scheduled via the resource pipeline and must go ―Live‖ prior to Lock-In

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Project Management TOC Policies (cont.) •Projects are expected to go ―Live‖ with 0% project buffer consumed

• If project buffer is consumed, the following is required before submitting project to go ―Live‖:  approvals - Dev D-Level, Feature/Test Owner, PjM release owner  decision log - document agreement to accept added project risk  risk DB - document risk and mitigation strategy

• Task Owner is the manager assigning the resource to the task – if multiple managers supplying resources, choose majority Stakeholder • Task Owner is responsible for updates by EOD Friday – not Project Managers. If updates aren’t being made, escalation is appropriate.

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Project Management TOC Policies (cont.) • Fractional (.5) resource assignment is not recommended but will be accepted for testing tasks at this time

• Beginning with R27, SE and ARCH tasks will be managed using TOC and included in network building. • Beginning with R27, Planned (committed) networks will be built from E1 estimates and pipelined to reserve staff prior to DCP1.5.

 Approved (locked) detailed feature networks must have the same Project End Date (PED) as the E1 network  If cannot meet PED, Master Scheduler may reject the feature and release hold on resources

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Project Management TOC Policies (cont.) • Project Managers own the ―Project End MS‖ and ―Project End‖ task (they own close-out of the project) • Limit the use of ―Contractual Milestones‖ and ―Start No Earlier Than (SNET)‖ tasks (date constraints restrict flexibility and impact ability to pipeline resources)

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5ESS Implementation Results

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5ESS Application Environment Convergence Solutions Division of Lucent Technologies, Inc. 5ESSŽ Switch – World-wide Residential, Business, Toll, Wireless Telephone Switches Multiple (world-wide) development locations High reliability software

Customer applications and upgrades

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5ESS System Background Software and Hardware Development

Full Implementation in 2000 Active Projects 300-400 Each Individual Project: 0.25 to > 20 Staff Years

Average 33 Deliveries per month Direct Development Staff in 2001 at 1,000 Head Count (does not include Management, Project Management, Support Work)

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5ESS Project Results Average actual interval vs. previous method: – 15% reduction in average interval for all projects – 33% reduction, if longest 5% outliers are removed

Today versus 2001 Critical Chain Baseline – Current plans are 10-25% shorter – Current delivery intervals are 10-25% shorter – Current projects per staff year ~1.45 times 2001 baseline for similar project size distribution

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TOC External Results Shorter customer lead time

Higher organizational throughput – Increased number of projects completed

Improved ability to manage projects – Result is fewer re-plans (end date changes)

Improved On-Time Delivery Metrics

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TOC Immediate Results Better planned and more complete projects

Common methodology/standards throughout development organization Improved decision making throughout organization

Prioritization of work based on: – Tasks ready to start – Highest percent of CCCB consumption

Reduced Cost Increased reliability and product quality

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Full Implementation Success Manage groups of projects (Releases)

FOCUS! FOCUS! FOCUS! – Project Managers – Red & yellow projects – Staff resource priorities – Red project buffers

– Objective priority calls – From green projects to red projects consuming buffer – Quality improvements – tasks that consistently consume significant buffer

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Project Management and PMP Community of Practice

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Purpose The purpose of the Lucent Project Management (PM) and PMP Community of Practice (CoP) is to provide a forum for Lucent associates who are interested in Project Management. It's meant for people who are already certified Project Management Professionals (PMPs) as well as for those only mildly interested in the topic. It's also for the large number of us perhaps in between those two points - who practice project management as part of our job and are interested in getting professional certification. The Lucent PM and PMP CoP supports to a global organization

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Roles and Responsibilities The PM and PMP CoP provides:

 Resource website to share Project Management Methodologies and Best Practices

 Mentoring and coaching to aspiring PMPs  Opportunities for PMPs to earn PDU credits to meet continuing certification requirements

 Discussion Group and email distribution list  Product evaluations and training recommendations  A feeder pool of volunteers to assist industry associations and standards bodies

 Connectivity to the pockets of project management communities through a Lucent-wide Community of Practice

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Roles and Responsibilities PM and PMP CoP Contacts:  Maintain the scope and charter of the PM & PMP CoP - a prerequisite is to buy into the charter  Publicize the PM & PMP CoP and expand the reach of the community's resources to those who need them  Link with and share resources with, other PM communities, inside and external to Lucent  Technically maintain the web page and add content docushare collections  Lead subcommittees and special interest groups of the community  Subscribe to the discussion forum and promote the sharing of best practices  Seek to build a single, connected Lucent PM community 43


PM & PMP COP

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PM & PMP COP

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PM & PMP COP

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PM & PMP COP

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PM & PMP COP

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Milt Presentation