3. Build a cunning Schedule (LSLV to Launch) with a Mind Map – the visual approach

By Dr Mike Florence

With the Leadership environment (Culture & People) settled (see article 2!) the focus move to the left-hand side of the roundel – the Process and Tech:

The ToC MS project structure was ‘new’ to the organisation and in more of a product-based

schedule rather than a functional of phase-based Work breakdown structure (WBS).

The top-level project structure, the module breakdown activities and dependencies were all

done visually, interactively using a mind map.

It was key to get this structure, dependencies, top level milestones, governance, owners,

timing, agreed with the senior stakeholder as this was interpreting their vision and

expectations. A quality amount of time with the VP Regulatory was given to building and

testing the structure, dependencies and rules. The visibility, see diagrams (top level early

draft and simplified for illustration) of these variables, rules, dependencies led to ease of

communication, alterations and finally agreement.

With the top-level structures in place the next levels for all the modules were done the work

break down. This was done visually with the mind map with each of the module owners. The

visual approach made rather complex network of dependencies (Finish to Start (FS), Start to

Start (SS) etc), timing and relationships were easy to recognise and manage (see diagrams

below). The inter-module dependencies were then added.

This collaborative, visual approach engendered strong ownership of the schedule functionally and as a cross-functional team.

Risk management was a complementary process to the schedule build. Risk was core to our team reviews, and we used the risk process as our agenda - understand objectives, context, current issues, next 3 months schedule and risks, next steps. The risk process was embedded into the operation team’s agenda and was a natural flow to the meeting. We shared a consistent risk methodology, and any risks that impacted other functions, were on the critical path or if they caused people to worry were prioritised. There was always time for open sharing before the meeting that allowed and items to be discussed more fully.

Result and Benefits

The High Performing Team

Strong collaborative teams with trust, respect, challenge and Project Management tools owned

and used by the team for decision making helped make this project so successful.

Teamwork within and between the functional team members built the MS project plan with the

interdependencies (Left hand side of map). However, this approach also built relationships,

rapport and trust between all the team and we enjoyed the camaraderie! (Right hand side of

map)

This helped the MS project move from being a Tech. tool to it being an owned and a living

document for the functional schedules and our cross functional operations team.

Decision making

The local top level of the functional schedules were linked into the mind map and exported into

MS Project (with some cross checking) We knew what the critical should be.

However, as the critical path emerged

it was clear that there were CRO

activities currently on the critical path.

The Leadership team was informed

and an immediate action taken to

contact the CROs to look at options.

Visualisation turns abstract dreams into a reality

The emergence of a plan through conversations, which captures all the information, the hierarchy, the relationships, the timing, the owners, and that people see represents their work – feels good and is fun. Even in a super share sensitive project.

Dr Mike Florence PhD, MBA

Coaching, Project Heath Checks, Improvements 

mike.r.florence@gmail.com