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Project Management

Visual Project Management

Results with ViewPoint Visual Project Management

ViewPoint Visual Project Management Applied to New Product Launch

A leading global provider of subsea solutions for the oil and gas industry found itself the victim of its creativity: their product enjoyed a customer popularity that exceeded the company’s projections. 

We helped the client methodically assert control over the entire chain through its proven 3-step process: Make the invisible visible, focus on the constraint and re-balance resources to maximize flow.

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ViewPoint Visual Project Management Applied to Engineer to Order Manufacturing

Huisman Equipment was in the process of building the world’s largest vessel-mounted crane: a seven-story high giant capable of lifting 10,000 tons. However, a series of delays meant there was some risk that the project would not be delivered on time, and this project was interfering with the other projects in process at the plant in Zhangzhou, China.

We implemented ViewPoint Visual Project Management to manage the fabrication and construction of the cranes.

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ViewPoint Visual Project Management Applied to Software Development

Datu Health, a provider of healthcare software, was experiencing rapid growth with the prospect of still more opportunities.  They were using an Agile development process, with a software delivery team of approximately 50 people. While the process was flexible, the workflow proved difficult to manage. In the midst of rising customer demand for more software features, delivery could not keep pace with the workload.

They implemented ViewPoint Basic Collaboration to Get Control of the Work and Workflow. Right from the start, the team quickly realized that they didn’t have visibility into all of the work in the system. The ViewPoint framework complemented and supplemented the Agile model in use with formalized management processes, built around proven principles, that would enable an increase in feature deliveries.

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ViewPoint Visual Project Management Applied to Data Analytics

Growing demand, increasing complexity exposed weaknesses in their ability to deliver projects on time. It was difficult to forecast requirements for resource capacity. Poor communication between departments left managers with insufficient knowledge of project status, timelines, and needs, resulting in late action on problems.  Ultimately, projects were falling behind and failing to meet deadlines.

To address these challenges, four of the company’s teams collaborated to create a visual portfolio board and simplify the delivery processes, implementing policies for setting priorities and managing work. 

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ViewPoint Visual Project Management Applied to Wastewater Construction Engineering

The Trinity River Authority (TRA) was struggling to deliver a hectic schedule of capital improvement projects worth over one billion dollars.

For the leadership team, there was little insight into the organization’s project execution process or schedule risk. They were often unpleasantly surprised with last minute expenses and schedule delays. It had become very difficult to accurately forecast how they’d deliver new projects, and the time forecast for completing new projects often fell far short of customer needs.

They implemented ViewPoint Visual Project Management across multiple teams, integrating priorities and communication.

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ViewPoint Visual Project Management Applied to Engineering Projects

At BP, one of the key project engineering teams faced an unprecedented backlog. Urgent health, safety, security, environmental (HSSE) projects were increasing at a rate 5 times their current production rate. Four hundred engineers were responsible for updating rig production systems, some as many as twenty years old, to newer and much more stringent standards. They were falling behind, jeopardizing the safety of those in and around the offshore drilling rigs.

They built a visual portfolio board that made it easier for engineers to assemble, monitor and manage work packages as they made progress over time.

Hub engineering teams were realigned to encourage collaboration across multiple and separate resource departments. Together, they explored “what if” opportunities for improved processes and defined more effective on-shore buffers.

Team members clarified their roles and responsibilities, identified and then reduced project blockages, and prioritized tasks for  better project throughput performance.

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