TAILIEUCHUNG - Turning Many Projects into Few Priorities with TOC

The Team builds the product that the customer is going to consume: the software or website, for example. The team in Scrum is “cross-functional” – it includes all the expertise necessary to deliver the potentially shippable product each Sprint – and it is “self-managing”, with a very high degree of autonomy and accountability. The team decides what to commit to, and how best to accomplish that commitment; in Scrum lore, the team are known as “Pigs” and everyone else in the organization are “Chickens” (which comes from a joke about a pig and a chicken deciding to open a restaurant. | Program Management . Turning Many Projects into Few Priorities with TOC Francis S. Patrick Focused Performance 908-874-8664 fpatrick@ The way to get something done is quoting the well-known Nike footwear ad to just do it. Focus on the task and get it done. For those who work in organizations that rely on programs of projects multi-project environments where resources are shared across a number of projects there are usually a lot of things that need to get done. An environment of many projects typically generates many priorities for project resources and managers alike and can make that focus difficult to achieve. Division of attention multiplies task and project lead-time. In an effort to take advantage of valuable new opportunities multi-project organizations more often than not tend to launch projects as soon as they are understood concurrently with existing projects simultaneously with other new efforts and unfortunately too often without sufficient regard to the capacity of the organization. A common result is that the responsibility for sorting out an array of conflicting priorities often falls to project resources and their managers. One concern coming from this situation is that the resultant locally set priorities may not be in synch with each other or more importantly with the global priorities of the larger organization. A common result of trying to deal with this tug-of-war of multiple priorities is the practice of multitasking assigning resources to more than one significant task during a particular window of time to try to move all the projects along. In addition many project teams rely on early starts of projects and their paths of tasks to try to assure and achieve timely project completion. These early starts also driven partially by the desire to see progress on all open projects often translate to additional pressure on resources to multitask between tasks and between projects. There is pressure to get started on a new task .

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