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WHY
WHY
Why
Why
Give non-production team members insight into how we create our work.
Enable consistent communication of planning on-demand in a non-verbal way that is more inclusive of teams separated physically where verbal communication is not always possible. The on-demand nature of using a Planner board aligns communication timing. Everyone does not have to be present at a meeting but can check the planner board.
Provide a detailed way of inspecting why a project is successful so it may be replicated.
Knowing the number of tasks, the complexity score of each, and the history of past performance, a complexity score per person per sprint (flow rate) allows for an accurate staffing estimation. This accuracy avoids Brooks's Law.
Planner boards enable new team members to be independent earlier, reducing the load of other team members. When coupled with the learning resources of the firm this also aids in avoiding Brooks's Law.
The project's scope and what needs to be done when are learned by seeing the project at both macro and micro levels.
The reuse of task planning allows for consistency and improvement.
Why Scrumban as a methodology
Why Scrumban as a methodology
The combination of the Scrum and Kanban (Scrumban) methodologies has many advantages:
The process of planning and task prioritization present clear goals that are easily shared.
Documenting the process identifies redundant patterns of work to be refined and scripted for added efficiency.
It leverages Scrum for agility and Kanban’s process overview to help team members stay in a state of continuous improvement.
It can help your team reduce or remove overhead stress, increase efficiency, and increase client satisfaction.
It aids in delivering a higher quality product, achieving continuous improvement, minimizing waste, and reducing lead time.
Kanban board (Planner Plans) allow everyone to easily see who is assigned to tasks, what has been done, what is in progress, and what remains.”
Why Planner
Why Planner
Planner was chosen to increase integration and connectivity with the vast array of apps in the Microsoft Office 365 Suite. Key integrations, such as Outlook Calendar syncing and Teams planner app being embedded, help make Planner the current preferred app. We use Planner as a means to achieve more efficiency and document Standard Operation Procedures.
Why Visual Management (Kanban + Planner) is used to manage our processes?
Why Visual Management (Kanban + Planner) is used to manage our processes?
Visual management in Planner
Focuses on continuous delivery
Flexibility to zoom in to only what a user is working on and what needs to be done next. Increases task coordination for teams.
It allows you to quickly zoom out to the big picture and where everyone is working without leaving the system.
Aligns dependence-based task prioritization with team member's availability automatically.
Scalability of the team size without encountering Brooks's law.
Ramp-up time for newly added team members is minimized.
Clear visual communication of the status of all team members, tasks, and project % complete.
Increased throughput and reduces bottlenecks, creating increased efficiency with each cycle.
It provides a sense of achievement as progress is made visually and boosts morale.
Buckets
Buckets
Do not rename or modify the Buckets Title/Name in any way.
Back Log
Contains all Revit production tasks through the completion of the project, except tasks in the current sprint (current week's work)
Anyone can add items to the Backlog at any time
PM is responsible for maintaining prioritization and dependencies of tasks weekly at the Retrospective.
Current Sprint
Contains what we are currently working on this week
A Sprint should result in a Deliverable/ Billable when possible. The deliverable may be as simple as work that is ready for review.
Any task that may need to be added to the current Sprint should be added to the top of the Backlog and assigned to the PM. A comment should be added to the task indicating that the task should be considered for addition to the current Sprint. Also, set the task priority to Urgent, Due Date to the same day it was added to the backlog, and assign the "Question" label.
Retrospective & Planning (weekly)
We will have a single Task for each week containing only the following.
Ensure your Retrospective Task Title is updated to reflect the correct week.
Number of team members
Throughput - How many Task completed
Velocity - How many Task was estimated to be completed
Complexity Score Total
Improvement to be made
Planning
If tasks are remaining from the previous week, leave them in the Sprint Bucket. Update the Task's Title week number.
Review Backlog and add or prioritize Task.
Using each tasks Complexity score estimating the number of Task to be moved to the Sprint Bucket maintaining the prioritization. If Tasks remain from the previous week move all added task from backlog below them.
SDs/PMs please speak with the BIM Manager regarding estimating the number of task to have in any single sprint. As time and participation increase we will have historical data to assist in estimating Task.
Milestones
Contains Tasks that bring awareness to Dates of deliverables. This bucket may be removed and the task for each milestone placed in the Backlog.
Buckets
Buckets
Do not rename or modify the Buckets Title/Name in any way.
Back Log
Contains all Revit production tasks through the completion of the project, except tasks in the current sprint (current week's work)
Anyone can add items to the Backlog at any time
PM is responsible for maintaining prioritization and dependencies of tasks weekly at the Retrospective.
Current Sprint
Contains what we are currently working on this week
A Sprint should result in a Deliverable/ Billable when possible. The deliverable may be as simple as work that is ready for review.
Any task that may need to be added to the current Sprint should be added to the top of the Backlog and assigned to the PM. A comment should be added to the task indicating that the task should be considered for addition to the current Sprint. Also, set the task priority to Urgent, Due Date to the same day it was added to the backlog, and assign the "Question" label.
Retrospective & Planning (weekly)
We will have a single Task for each week containing only the following.
Ensure your Retrospective Task Title is updated to reflect the correct week.
Number of team members
Throughput - How many Task completed
Velocity - How many Task was estimated to be completed
Complexity Score Total
Improvement to be made
Planning
If tasks are remaining from the previous week, leave them in the Sprint Bucket. Update the Task's Title week number.
Review Backlog and add or prioritize Task.
Using each tasks Complexity score estimating the number of Task to be moved to the Sprint Bucket maintaining the prioritization. If Tasks remain from the previous week move all added task from backlog below them.
SDs/PMs please speak with the BIM Manager regarding estimating the number of task to have in any single sprint. As time and participation increase we will have historical data to assist in estimating Task.
Milestones
Contains Tasks that bring awareness to Dates of deliverables. This bucket may be removed and the task for each milestone placed in the Backlog.
Task
Task
- Task Creation
Initial Task can be created from a database of tasks for similar jobs. This is why the label "Update" is important as it flags task to be added or updated to the database.
Post can be converted into a Task: Post>More Actions>Create Task (Adjust the title to meet the Task Title standards)
Retrospectives are a good time to curate the Backlog by adding and prioritizing Task.
- Task sequence / order
Task are first sequenced by dependency based prioritization. Meaning we sort all task by the construction process then adjust sequence for the requirements of Revit hosting and modeling. Finally there can be adjustment of task sequencing for number of team members combined with task that can be run concurrently. Task sequencing should not be changed for personal preference regardless of role. Reference: The Principles of Scientific Management. While cases may exist as exceptions, a Project Manager should consider the integrity of the process established as well as the impact of diverging from the established process.
Example: Walls are to be modeled before floors as floors are hosted by walls. This is an exception to some construction sequences but is a best practice in Revit that takes precedence in our BIM-PXP (project execution plan) and the idea that digital models should be built in the same sequence as construction.
- Task Improvements and Updates
If a task is created that would be good to have as part of the task template please assign it the label "Update"
- Task Title's will also serve as a Keyword for future search.
Example: 01.00 - Exterior Walls - 5
Week 1 of project_ Description of action followed by Complexity score
Week Number (two digits). Task Number sequence
Task Title macro to micro
Complexity Score or Fibonacci Agile Estimation Number is a single digit (1, 2, 3, 5, 8) used in the retrospective & planning process to estimate the number of tasks to add to a sprint.
Optional Keyword for search
Note: Phase is a Label, not included in the task Title.
Task Assignment
Do not preassign task as a rule.
As an exception if only a single user/ role can complete this task it may be preassigned.
Multiple people may be added to a Task so they receive notification regarding Task comments. This is not recommended but may be done.
Notes
Relevant Standards: Link to www.ForumArchitecture.tech
CSI classification: Uniformat, Master Format or Omniclass
How to written instruction:
How to Video demo:
Task Checklist
Checklists are not for Tasks, but may be used for instructions of a Task. A single Tasks is not meant to be shared by multiple people. If a task can be done by more than one person break the task down into separate tasks.
Task Attachments
Consider Carefully to show or not show the preview on the Task.
Task Comments
Comments are good for providing information on the status of a Task that spans multiple days, or is handed off to others.
Planner Labels
Planner Labels
Design
Schematic Design
Design Development
50% Construction Documents
100% Construction Documents
Construction Phase Services
Question
Hold
Review
RFI
Deliverable
Retrospective
Drafting
Modeling
Project Management
Consultant MEP
Consultant Structural
Consultant Landscape
Client
User Defined
User Defined
User Defined
Interior Design
Setup
Update
Roles
Roles
Development Team - decide how to build and execute how the object that delivers value is built (Task)
Scrum Master - Impediment Removal, Continous Improvement, Organization, Servant Leadership (Points)
Product Owner - Customer representative defining value and priority (Value)
Customer - User receiving value
Agile
Adapt to change
Face to face communication
Progress measured by delivering
Shu Ha Ri
Scientific Management (SPC)
Scientific Management (SPC)
Scientific Method used to evaluate processes and improve for best results, not rules of thumb or anecdotal evidence that is evidence collected casually relying heavily or entirely on personal testimony or opinion.
Scrum
Remove Impediments
80% Value in 20% of deliverable first
OODA Loop
Deliver Frequently
Kanban
Make work Visual (Planner)
Dependent based prioritization
Visual Status
Make problems visual
Documented Process (TPS mura )
Critical Path
Need to review the effects of Pareto Distribution, Price's Law, Matthew effect
Throughput + Velocity
Throughput + Velocity
Throughput is the average number of deliverables delivered per sprint.
Velocity measures the amount of tasks per Sprint.
Let us review what we may be doing
Fee $ per-month
--------------- = -------------------- = Head count = Delivered on time on budget
Delivery Date Man hrs. bill rate
Assumption:
We believe required task can be completed at a consistent minimum throughput rate that meets the delivery date and delivers a completed thing.
Question:
What is the minimum throughput rate? Answer, we don't know.
Thought:
The only thing we control is the throughput rate which we can drive with efficiency or lack thereof. Is it possible that focusing on a Maximum vs. minimum throughput rate is more likely to achieve our goal of maximizing return with less capital?
Hours billed towards a fee is reactionary to the degree for which we input the time-sheet data and review the results combined with the delay to take corrective action.
Planning a throughput rate sets targets proactively and can aid in understanding how we performed without regard for inadequate time frames or low fees. In fact over time this data can be used to better establish time-frames and fees (with real data).
ENTER, FAID's "BIM/BIM"
Identify critical path by listing all task by dependency then reorder for Revit optimization.
After establishing critical path we can begin to balance the throughput rate. Not all task have equivalent rates of throughput. Nonequivalent rates of throughput are part of projects. This is critical to understand.
With a map in hand (Kanban/ Planner)
• Easily track historical pace of throughput and make estimates of future velocity
• Know more accurate percent complete. Bill sooner and be able to back that bill with data. Total number of task
• Head count can be scaled without ambiguity of what exactly to do next (Brooks' law).
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