Built Environment Communications Obeya Student Handout PDF

CONSTRUCTION PROJECT COMMUNICATIONS THE BIG ROOM OBEYA (大部屋) Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course....

CONSTRUCTION PROJECT COMMUNICATIONS THE BIG ROOM OBEYA (大部屋) Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 1 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 2 Objectives The importance of lean philosophy and how it impacts Obeya implementation How to apply the continuous improvement mindset The principal mechanics of the big room How to use Obeya to enhance program activities Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 3 The Big Room (Obeya) 大部屋 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 4 What is Obeya? Obeya (大部屋) is derived from the Japanese word for “big room.” Obeya is a unique approach to running a project or program. Obeya provides a dedicated time and space for coordination and problem-solving and is designed to minimize organizational barriers. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 5 More than Just a Big Room Obeya is a process of Obeya is also a physical engagement and space where all required transparency with an technical experts gather. emphasis on mindset This room is used to and behavior. visually track progress and priorities where project information is posted on the walls. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 6 Why Is Obeya Necessary? An effective big room supports cross-functional team collaboration by advancing work and bringing teams involved on a project up to speed on the activities of other groups or individuals. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 7. The Philosophy Behind Obeya What’s with the Prius? The overarching philosophy behind Obeya comes from Lean development. Collaborative running of a project Leverages effective communication Builds a cohesive team environment 115 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 8 What’s in the Big Room? The “big room” contains visually engaging information, such as scope milestones, plans, and progress to date. It will also present problem-solving and counter measures to existing technical or scheduling issues. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 9 Participating in the Big Room Participation in the big room is a scheduled and recurring event. Members can: Invite feedback. Compare the project’s current state to the published goals or Demonstrate accountability. conditions of satisfaction Make decisions. (CoS). Schedule events. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 10 What Are Conditions of Satisfaction? Conditions of Satisfaction (CoS) are an explicit description of all the requirements that must be satisfied in order for the customer to feel they received exactly what they wanted. The CoS contains agreed-upon priorities for the project. The CoS can be the key element used to ensure all stakeholders are satisfied. Each condition of satisfaction is a commitment, and all team members are responsible for delivering according to these terms. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 11 Conditions of Satisfaction are Measurable Conditions of satisfaction are codeveloped by the owner or client and project partners. They must be measurable in some fashion. Each condition of satisfaction should clearly explain how it will be measured and evaluated. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 12 Conditions of Satisfaction: Other conditions of satisfaction may include: Examples Profitable for everyone Percent improvement in productivity Number of months in which the Typically, 8 to 15 project will be delivered Rapid improvement conditions of satisfaction Number of RFIs Exceptional teamwork will be established. Number of change orders Quality at acceptable levels the first time Number of punch-list items Usually, one will address a All schedules developed and Percent below market cost budget objective, one a executed using the Last schedule objective, one a Percent operational cost Planner® system safety objective, and so improvement Total project transparency on. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 13 All Conditions of Satisfaction Must Be Met Do not rank the conditions of satisfaction in any order. All conditions of satisfaction must be met. This drives a new way of thinking and working, ultimately spurring innovation. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 14 Case Study: Temecula Valley Hospital Met in their big room two days a week—every week. Collaborated to solve problems before going off and doing siloed work, then reported back what they accomplished. Determined the direction of the project together. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 15 Remember The foreman of the grading company reported that the recent tropical Our Avocets? storm has pushed the avocet population inland from their traditional nesting grounds on the shore to sites much closer to the site of the racecourse. Is this the kind of situation you would discuss in your Obeya? Why or why not? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 16 Implementing Obeya for Your Built Environment Project Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 17 Obeya Must Be More Than Just a Tool or Physical Space There are a number of deeply rooted principles that need to be understood and lived to unleash its true potential. 116 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 18. Big Room Rules There should be effective Participants must come There must be a focus on onboarding at the beginning Preparation prepared to advance work Improvement Effective Onboarding improving the process of the project and whenever while in the big room new members join the team Everyone needs to be able to There should be a focus on Positive reinforcement speak their mind without Positive Reinforcement Focus on learning, Learning coaching, and Safe, Confidential Zone should be encouraged concern of embarrassment or mentoring ridicule. We all have equal status and Get engaged in the Focusing on what others have have a say in all matters. conversation and share ideas. No Stripes Speak Up Listen to say helpsto Others to understand No one person has more Your opinion is important in their viewpoints. authority than another. helping guide the team. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 19 Signs Your Obeya May Be Failing Sometimes, your Obeya may appear to be failing or misrepresenting the true picture. Warning signs: Everything is green and there Information is not being are no problems. updated on the visual boards. Problems have been identified The meeting space is only but no agreed action. used for meetings. There is a lack of People seem disengaged and understanding of what is are distracted during meetings important. The Obeya is restrictive and not enabling creative input. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 20 Management by Exception Management by exception can be a radical shift for some people, moving from a culture of command and control toward a “managing by exception” principle. Management by exception creates a way for project teams to effectively save time, run the project more effectively, and deal with tasks as required. It is very effective when you have control over problem areas. The project team within Obeya are empowered to change the approach, priorities, and timelines to improve the overall project outcome. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 21 Other Benefits of Obeya Acts as an Leadership Creates accelerator effectiveness transparency Obeya meetings act Obeya encourages The Obeya as an accelerator to leadership management system gain cohesion from effectiveness and creates a high team members, build provides an degree of team traction, and opportunity to transparency for the continually move the demonstrate great team, which leads to project to the end leadership attributes. greater collaboration, goal. improved problem- solving, accountability, and faster and better decision-making. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 22 Setting Up a Big Room The Big Room is about fostering behaviors that lead to high levels of collaboration. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 23. The Physical A complete big room will include: Space A large open room Breakout spaces and rooms Technology to support team activities File- and information-sharing structure Bio considerations Visuals Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 24 Big Room Approaches Colocated Recurring Your Big Room should be established as early as possible in a project, with a meeting frequency designed to support the work at hand. Hybrid Copyright ©2024 Project Management Institute, Inc. All rights reserved. Virtual This material is being provided as part of a PMI course. 25 Big Room Approaches Colocated Recurring Colocated Participants are continuously located together with continuous collaboration. Hybrid Copyright ©2024 Project Management Institute, Inc. All rights reserved. Virtual This material is being provided as part of a PMI course. 26 Big Room Approaches Colocated Recurring Recurring Participants meet in person on a regular schedule and recurring basis; however, participants are not colocated. Hybrid Copyright ©2024 Project Management Institute, Inc. All rights reserved. Virtual This material is being provided as part of a PMI course. 27 Big Room Approaches Colocated Recurring Hybrid This is a combination of in-person and virtual attendance of select participants. Hybrid Copyright ©2024 Project Management Institute, Inc. All rights reserved. Virtual This material is being provided as part of a PMI course. 28 Big Room Approaches Colocated Virtual Participants are located in different Recurring locations and often in different time zones. In this situation, it is important for your virtual Obeya to resemble/function like Hybrid the actual physical version. Copyright ©2024 Project Management Institute, Inc. All rights reserved. Virtual This material is being provided as part of a PMI course. 29  Approach Technology Put Together the Avocet Island Big Colocated Recurring Video Conference Smart Boards Room File and Hybrid Virtual Information Internet Sharing Visuals Flip Charts Markers Sticky Notes Whiteboards 26 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 30 Return and Report Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 31 Solving Problems within Obeya Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 32 Continuous Improvement: Plan The Deming Cycle Kaizen Act Do (改善) Study Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 33 The Deming Cycle: Plan Plan Plan Identify and understand the problem or opportunity. Generate ideas and develop Act Do an implementation plan. Be sure to state your success criteria and make them as measurable as Study possible. You’ll refer to them later in the study stage. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 34 The Deming Cycle: Do Do Plan Once you have identified a potential solution, test it. This will show whether your proposed changes achieve the Act Do desired outcome, with minimal disruption to the rest of your operation if they don’t. Gather data to show whether Study the change has worked or not—you’ll use this in the next stage. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 35 The Deming Cycle: Study Study Plan Analyze the pilot project’s results against the expectations you defined in the plan stage to assess Act Do whether your idea was a success. If it wasn’t, return to the plan Study stage. If it was, advance to the act stage. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 36 The Deming Cycle: Act Act Plan Implement your solution. It is important to keep in mind that PDSA is a loop, not a Act Do process with a beginning and an end. Your improved process or product becomes the new normal, but you will Study continue to look for ways to make it even better. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 37 Walk Me Through a Hypothetical Example We need to facilitate communication between Helmut Schmidt, the track designer, and Cody Bielbaugh from the safety barrier company. We need an idea we can run through the Deming cycle. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 38. A3 Problem- Solving A3 problem-solving is an approach where you collaborate with other people to exchange information, ideas, and perspectives. Provides a consistent and common approach to solving a problem Summarizes the entire project on a single sheet of paper Provides a visual depiction of data and information Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 39 A3 Problem- Solving Uses the Whole Brain A3 problem-solving allows for equal usage of right-brained and left- brained thinking. The right brain is used for The left brain is used for visualizing the problem. analyzing the problem’s root cause. This promotes a systems-thinking approach, which considers how the actions taken during the problem-solving process impact other elements of the project. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 40 A3 Problem Template Background Proposal Current State Plan/Impact Goal/Objective Analysis Follow-Up Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 41 A3 Problem-Solving Steps The A3 problem-solving process is broken down into seven steps. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 42 A3 Problem-Solving Steps The A3 problem-solving process is broken down into seven steps. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Describe the background of the problem. Make the business case for a particular problem needing resolution. Upon selection, clearly state how the problem impacts the customer, costs, timelines, and other project interests. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 43 A3 Problem-Solving Steps The A3 problem-solving process is broken down into seven steps. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Define the current condition. Focus on the specific of the problem. This may include the magnitude of the problem, where and when the problem occurred, and the problem’s impact on the business. Visual depictions will help bring problems into sharper focus. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 44 A3 Problem-Solving Steps The A3 problem-solving process is broken down into seven steps. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Agree on an improvement goal. State what the specific project improvement goals are considering the problem at hand. Identify what metrics should be used to confirm improvements. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 45 A3 Problem-Solving Steps The A3 problem-solving process is broken down into seven steps. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Perform a root cause analysis. Once the problem is fully defined, carry out a root cause analysis to determine the most basic reasons for the problem. Be as thorough as possible. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 46 A3 Problem-Solving Steps The A3 problem-solving process is broken down into seven steps. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Develop counter measures. Once the root causes have been identified, develop the counter measures that you will use to reach your objective in solving the problem. Draft a detailed plan that outlines who will deploy the counter measures when this deployment will be completed. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 47 A3 Problem-Solving Steps The A3 problem-solving process is broken down into seven steps. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Confirm your results. Once implementation of the counter measures is complete, review the results to check effectiveness. Determine whether the results indicate that the counter measures were effective in meeting the target. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 48 A3 Problem-Solving Steps The A3 problem-solving process is broken down into seven steps. Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Complete follow-up actions. Once results are achieved, agree to a follow-up plan to check that the problem has been resolved and the benefit has been delivered. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 49 Who Should Which of the project personnel you’ve reviewed so far should be participants Participate? in your Obeya and why? Francesco Gehri Monisha Klarewill Carson Rachelsen & Wright Francis Edison Lumos Helmut Schmidt Tyrell Chapman Ernie Becklesten Cody Bielbaugh 27 Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 50 What Did You Decide? Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 51 Monisha Klarewill Main Developer Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 52. Carson Rachelsen Free the Birds of Avocet Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 53. Francesco Gehri and Wright Francis Klarewell Development Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 54. Edison Lumos Track Lighting Team Lead Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 55. Helmut Schmidt Track Designer Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 56. Ernie Becklesten Head of WOW Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 57. Tyrell Chapman Pit Construction Company Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 58. Cody Bielbaugh SAFER Barriers, Inc. Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 59. Wrapping Up Obeya Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 60 Obeya (The Big Room) The importance of Lean philosophy and how it impacts Obeya implementation How to apply the continuous improvement mindset The principal mechanics of the Big Room How to use Obeya to enhance program activities Copyright Copyright ©2024 ©2024 Project Project Management Management Institute, Institute, Inc.Inc. All All rights rights reserved. reserved. This material is being provided as part of a PMI This material is being provided as part of a PMI course. course. 61. Up Next: Commitment-Based Management Copyright ©2024 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI course. 62