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Deliverables Mapping
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- 2. Agenda • Introduction • Flowof Deliverables Mapping Tools • What is a Deliverables Map? • Definitions • Deliverables Map Process Overview • Benefits • Summary • Foundations of Project Success
- 3. Introduction A real-time managementprocess for product development using visuals for improved communications and control through: • Continually decreasing waste, cost and cycle time • Continually demonstrates if the Critical Path cannot be achieved • Continually increasing quality • Allows the Team to conduct What-if Analysis • Process applies “backward pass” planning • Establishing the deliverable paths • High levels of worker involvement, ownership and commitment Deliverables Mapping creates the opportunity to develop Higher Fidelity Schedules.
- 4. Flow of DeliverablesMapping Tools in Initiating and Planning Processes Clarifying remark to initial verbatim response. Clarifying remark to initial verbatim response. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. Customer's response to probing by team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. Clarifying remark to initial verbatim response. Customer's response to probing by team. Clarifying remark to initial verbatim response. Clarifying remark to initial verbatim response. Clarifying remark to initial verbatim response. Clarifying remark to initial verbatim response. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. Customer's response to probing by team. Customer's response to probing by team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. VerbatimVerbatim response to nonresponse to non leading question.leading question. from team.from team. Clarifying remark to initial verbatim response. Clarifying remark to initial verbatim response. Customer's response to probing by team. Customer's response to probing by team. X Y Stage 1 FAI required on all hardware Rapid turnaround of prototype hardware on fuel injector The development programme will run better with co- ordinated use of all availabletest faciities Current funding may only provision for 4 - 5 builds The last build will be an indurance run High cost / weigt must be justified on builds 1 & 2 with audit team understanding and control of tolerance stack up through fuel system will produce a better system Design and manufacture drop offs would threaten the programme RR need to do a risk assessment before they can define safety critical and despatch critical areas High risk technology can be included if it does not hazard the whole programme Defined levels of risk at each build are needed to define inovation level Risk levels will reduce over the life of the programme Risk may be reduced via rig tests as well as engine tests A simple overall final system that meets performance objectives + + + + + Deliver a TRL6 system + + + + + Programme and schedule + + ACTIONS Define what stage 1 FAI requirements are Design for quick prototype Continue to work with funding agencies Goodrich to be partner in audit team Late change of requirements need to be managed RR to schedule and early whole engine risk assessment to define safety and despatch critical features Ensure innovative solutions are explored for builds 1 & 2 Joint risk management plan Joint risk management plan Document Review Voice Of the Customer Impact Matrix Output: Actions to resolve higher fidelity requirements and increased confidence of compliance Deliverables Map LWW Project Planning Output: Risk Mitigation and Contingency Plans Output: LWWPP with active risk management built inRisk Management This is an Iterative process that continues into the Executing and Monitoring and Control Processes You are Here
- 5. What is aDeliverables Map? A Top Level Network Diagram that: • Establishes the key project milestones • Identifies the key project deliverables (those items delivered to the customer for their approval or acceptance) • Identifies the project deliverables - those work-products created by you in order to accomplish the project deliverables • Identifies customer and regulatory deliverables • Establishes schedule constraints with linkage and flow among deliverables • Start / start, Start / finish, Finish / finish, Finish / start
- 6. Definitions • Milestone • Apoint in time; no duration; a state has been achieved • Deliverable • A thing, an artifact, something you can hold or email • Completing deliverables leads to achieving milestones • Actions • Tasks, work, things you do • Completing actions leads to having deliverables • Schedule Constraint • Anything that limits your scheduling options • A “drop-dead” completion date imposed by the customer • Restricted access to certain facilities • Timing of conference calls with team members in other time zones • Includes: Start on, Start no earlier than, Start no later than, Finish on, Finish no earlier than, Finish no later than
- 7. Deliverables Map ProcessOverview Project Team Establish flow and linkage between all Deliverables Delete Waste VoC Data + Impact Matrix Identify Customer Input Requirements Identify Milestones and Customer deliverables Identify Company and Regulatory deliverables
- 8. Benefits Tangible • Key tobreaking down every activity into enough detail to identify waste and opportunity • Challenge processes to remove waste and increase productivity • Identify deliverables from the document / requirements review and VoC • Key to establishing the deliverable paths • Key to forming a disciplined approach that mandates / drives small continuous improvements • Key to identifying any external regulatory deliverable requirements • Key to identifying any customer input dependencies • The primary key to building a “team” feeling Intangible • Improved communication within entire team • Promotes teamwork • Increases organizational ownership
- 9. Summary • Deliverable Mappingis an important continuous improvement tool • Deliverable Mapping fosters employee involvement • Deliverable Mapping considers techniques such as: fast-tracking, crashing and establishing Linkage and Flow of Deliverables • Every employee has the opportunity to contribute to the Deliverables Map • Deliverable Mapping is a powerful communication forum • Deliverable Mapping helps develop ways to reduce schedule without changing the project scope • Deliverable Mapping works….let’s make it work at your company! Future State: To incorporate Deliverable Mapping in all project scopes of work.
- 10. Foundations of ProjectSuccess Scope and Requirements Schedule Project Success Quality Cost Integrity and Safety
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