Doing projects right

CONFIDENTIAL

This report is solely for the use of client personnel. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from McKinsey & Company. This material was used by McKinsey & Company during an oral presentation; it is not a complete record of the discussion.

DocumentDate

Fuelling the success of Mobility IndustryChennai, 30-Jul-2011

Doing Projects Right

* FootnoteSource: Sources

Unit of measure

M A KSITLU T

1 7 985432 6

M A KSI TLU T

1 7 985432 6

M A KSITLU T


Unit of measureIMPACT ON THE OVERALL PROJECT IS MUCH BIGGER

4d10d6d

4d10d6d

4d10d6d

PACKAGE 1

PACKAGE 2

PACKAGE 3

MANAGEMENTAND SUPPORT

4d10d6d

4d10d6d

4d10d6d

PACKAGE 1

PACKAGE 2

PACKAGE 3




Unit of measure

4

ROOT CAUSE: PROJECT SCHEDULES CANNOT BE FOLLOWED

10d10d 10d

PLAN

10+/-310+/-3

REALITY

When to start:DAY 15 or 27?

Coordination and control are impossible

Priority conflicts are bound to happen

Resources always seem in short supply

True status of project is never known

Everyone can blame everyone else

MOREOVER


Unit of measure

5

THE BREAKTHROUGH IS NO LONGER JUST A CONCEPT

• ABB, Boeing, BHP Billiton, Delta Air Lines, HP, Medtronic, P&G, NASA, Skoda, ThyssenKrupp, US Air Force, the US Navy & Vale

• Indian companies include L&T, TATA Steel, DRL & Trident Group

• Projects faster by 25-50%

• 20-30% more work with same resources

• 2005 Shingo Gold

• 2006 USAF Chief of Staff Team Excellence Award

• 2006 Franz Edelman Award (“Noble prize of operations research”)

200+ ORGANIZATIONS

$3.5+B IMPACT

INDUSTRY AWARDS

Business

Doing projects right