Value stream thinking --tool for challenges in project management

Dear David
Request you to ellaborate further for my better understanding.
Thanks for the response.
Regards
Mohan

Dear David
Sorry that i Have not understood what exactly you want to say and probably i have failed to convey what i want to say.
My thinking was if the project (Specially mega projects) which normally have gates and stages to pass through if looked uponwith entry point as supplier end and exit point as a customer end and the in between stream as value stream
there may be possibility of applying value stream mapping thinking to minimise or avoid the likely wastages due to un timely procurrement, non availability of tools and machimeries, set upchange time issues,non availability of labour etc & add value wherever possible with engaing new technologies, new methods etc and accordingly set up a new value stream to deliver vallue added input to nest stage at exit point.
Do you think there is any flaw in this thinking .
Kindly let me know
Regards
MOhan

Dear Sergio
Thanks for your views.
It is not clear why you having an apprehension that value stream thinking and mapping will not be useful. On thing is certain this tool aims for continual improvement and so also Agile.
If say 300 story poind are getting completed in say 150 because of value stream thinking and mapping and working if it is likely to happen in 100 working hours -what is the problem? \
I would like to you elaborate little more for my understanding
Regards
Mohan

Dear Kiron
Thanks for your response n inputs.
I agree with you. When I said Value stream thinking i was having in mind the trigger to innovation as the high impact opportunities/areas would become visible and surface out.
My point was normally it is not seen value stream thinking and mapping for project management and I felt that there is a big opprtunity to benefit the project by looking through value stream lense.Any amount of methods or approach will not produce desired results if the entire process of project management is not backed by human mind . While innovarive techniques is an asset in accelerating the process of innovation ,human mind would be key. Sure you would agree
REgards
Mohan

Hi Mohan,

A project is a temporary endeavour that delivers some business value and then stops. That's inherently a compromise because why would you want to stop delivering value? If your workforce are sufficiently responsive to changing business priorities, are continually looking out for opportunities to improve, are able to right-size and organise according to demand then they won't need anything called a "project" in order to innovate, adapt or develop new products and services. Modern technology is one influence that is enabling change to become part of business-as-usual rather than something only done on a temporary basis.

Dear Keith
IN my view ,though VSA ans VAS is generally considered as a tool for continual improvement for value addition for customer perspective it is not put into pratice as deserved though it has very good potential to enrich the project delivery if used. All said and done though project manangement is not operational management ,it do include oprations ( thogh not stream lined as in case of production or service provider) which can be substantially optimised to delier higher value.
At the start of project ,Premortem is one of the processes to imagine the likely failures and try to provide solutions during planning.
I agree that project is not a set running operationalised process and as such cycle time ,lead time Takt time like concepts are that yet crystallised and practiced in project management. But fact remains the different kind of wastages those are likely in op-erations management are equally true realities in project management.
Most of the projects get delayed or slip the schedules due to inadequate and untimely communications, delays in approvals.delays in procurement,ignorance of available technologies and regional information etc .
As project, specially mega projects-progresses as requirements of changes evolved or as the circumstances,conditions at site or situation change occurs,labour availability changes etc
Thinking of future state value mapping technique or tool ( whatever it may be) will throw many options that will trigger need of optimal innovative solutions to the issues revealed and that would be lead to innovative solutions and would be great advantage.
It may be happening today out of individial's interest or randomly but not as a thoughtful systematic value stream thinking.
Regards
Mohan

DEar Davis
Thanks for the response and clarifications
Regards
Mohan

I do not have apprehension or something like that. I use it. In fact, what today is called value stream is the basement that people like me used when need to work with thing like "rightsizing". And I worked for Toyota where I was trainied on that. Because your question I tried to pointed out that value stream (or value stream thinking which is a term I do not agree) as you stated is good to work with operational efficiency but not to work with system transformations where system is not software system. And from long time ago but mainly today where new buzzwords like VUCA appears what you need is system transformation which means to use system thinking. Systems are composed by components and relations and value stream helps to work on relations but you need system thinking to work as a whole. Both can be used together indeed.