• Stakeholder analysis
• Requirements
• Multiple Options
• Best fit Architecture
• Prototyping
• Build
• Test and validation
• Acceptance
• Transition to operations

• Threat of New Entrants
• Threat of Substitute Products/Services
• Bargaining Power of Buyer
• Bargaining Power of Suppliers
• Rivalry amongst Existing Competitors

Business doesn’t operate in a vacuum.

Porter’s 5 Forces is a tool for analyzing the external forces that act upon a company.

• Product Innovation
• System and Process Innovation
• Business Model Innovation

• Create which factors should be created that the industry has never offered?
• Eliminate which of the factors that the industry takes for granted should be eliminated?
• Raise which factors should be raised above the industry standard?
• Reduce which factors should be reduced well below industry standards?

1. Customer Segments
2. Value propositions
3. Channels
4. Customer relationships
5. Revenue Streams
6. Key Resources
7. Key Activities
8. Key Partnerships
9. Cost Structure

A collection of related, structured activities or tasks that produce a specific service or product.

A situation where improving performance in one dimension is achieved at the expense of lowering the level of performance in another dimension.

By Context.

• Strategic Choice: trade‐offs are real and unavoidable, so focus on being good (best) at a few things.
• Best Practice: trade‐offs are myths, by replicating best practice can eliminate tradeoffs.
• In between: trade‐offs are real and can be eliminated through system and process innovation.

• Inbound Logistics
• Operations
• Outbound Logistics
• Marketing and Sales
• Services

• Firm Infrastructure
• Human Resource Management
• Technology Development
• Procurement

• Cost
• Volume
• Quality conformance
• Quality capability
• Delivery reliability
• Delivery speed
• Flexibility
• Design Flexibility
• Sustainability

It’s not best fit for the requirements!

Knowledge based on experience, thinking and feelings.

Knowledge codified, articulated and communicated using symbols.

• To check that the system meets stakeholders and User expectations
•  To provide validation of design

How can I...

• Capitalise on my strengths
• Improve my weaknesses
• Exploit opportunities
• Mitigate threats

If the invention improves some product, process or service for the customer.

An early adopter of a disruptive technology will have an advantage over those businesses deeply involved with the current mature technology.

The introduction of a good or service that is new or significantly improved with respect to its characteristics or intended uses.

The bundle of products and services that create value for a specific Customer Segment.

How a company communicates with and reches its Customer Segments to deliver a Value Proposition.

The types of relationships a company establishes with specific Customer Segments.

The cash a company generates from each Customer Segment.

The most important assets required to make a business model work.

The most important things a company must do to make its business model work.

The network of suppliers and partners that make the business model work.

All cost incured to operate a business model.

• Value Proposition
• Value Architecture
• Revenue Model

Business Model Innovation.

Consistently and Systematically, using the disiciplined application of a proven innovation methodology.

Efficient and Repeatable.

A temporary endeavour undertaken to create a unique product, service, or result.

The discipline of planning, organising and managing resources to bring about the successful completion of specific project goals and objectives.

• Prior
• Planning
• Prevents
• Piss
• Poor
• Performance…

Repetitive series of tasks with defined output.

A successful project is one that is completed

• to specification,
• on time,
• within budget,

and ensures a delighted customer (goodwill).

If the customer is provided with a product or service with which they are unsatisfied, the project can be deemed a failure.

• Sponsor (Formal authority for project and FUND it)
• Client (OWN the project)
• Customer (USE the product or service)
  
• Project Manager (DIRECT the project)
  
• Project Board (GOVERN the project)
  
• Functional Departments (RESOURCE the project)
  
• Performing Organisation (Enterprise whose employees DELIVER the project)

1. Initiating
2. Planning
3. Executing
4. Monitoring and Control
5. Closing

• Cost
• Quality
• Time
• Scope
• Risk
• Integration
• Communications
• Human Resource
• Procurement

• Identifies ALL work required for the project
• Provides the basis for detailed project planning
• Provides a detailed global view of the project

• The sequence of schedule activities that determines the duration of the project
• (the Critical Path is the path with least float)

1. An optimistic estimate,
2. a pessimistic estimate, and
3. a most likely estimate.

B.E.T = Mean = Expected Time = 1O + 4L + 1P
                                                          6

The critical path method:

• very deterministic
• requires accurate times for activities

1. Time
2. Cost
3. Scope
4. Quality

The variation in activity durations, costs and exact performance level of the resources.

a distinct and identifiable project influence which may or may not have an impact on the project.

similar to foreseen risks, but differ in that the influences cannot not be identified upfront.

fundamental uncertainty about the basic structure of a project.

The most effective style of Project Management is determined by the dominant type of uncertainty in the project.

A quality of non-uniformity.

• Process time variability
• Flow variability

• Time
• Scope
• Quailty
• Cost

• Visual tool for reporting
• Provides an indication of time and cost
• Critical Ratio is useful for quick health check
• Useful for portfolios of projects (eg identification “problem” projects and ranking priorities)
• Can be used to predict Estimated Cost at Completion
• Provides as early warning which facilitates opportunity to take corrective action

A project buffer is inserted at the end of the project network between the last task and the completion date.

Any delays on the longest chain of dependant tasks will consume some of the buffer but will leave the completion date unchanged and so protect the project.

• Differing flows of work from design / engineering through construction
• Late deliveries of equipment and materials
• Differing rates of production among contractors
• Weather conditiions
• Soil conditions

1. Capacity
2. Inventory
3. Time

a method of scheduling

that considers limited resources

when creating a project schedule

and includes buffers to protect the project completion date.

• When a resource works on more than one task at a time
• CCS attempts to minimize multitasking

Anything that limits the system

from realizing a higher performance

relative to the system’s purpose.

When everything is ready for a task to be started but the appropriate resource is working on something else.

• Determine the project uncertainty profile
• Develop the project infrastructure
• Assign Accountabilities

• Increases project schedules
• Increase costs
• Lower effectiveness in the planning process
• Lower productivity

• Isolate a production process from the environment as well as the processes depending on it
• Circumvent the loss of throughput

A phenomonem where people only apply themselves fully to a task at the last possible moment

Leads to a waste of buffers

Feeding buffers are buffers inserted between the last task on a feeding path and the Critical Chain.

Delays on paths of tasks feeding into the longest chain can impact the project by delaying a subsequent task on the Critical Chain.

• Waste and lack of productivity
• Technological evolution
• Owner demand for value

• Multi-party agreement
• Shared risk/reward pool

• Multiple two-party agreements mean no direct relationship between designers and constructors.
• Easier to align goals.

• Multi-party agreement
• Building information modelling
• Lean design and construction
• Co-location of team