Dr. Rod King rodkuhnking@sbcglobal.net
WHY USE THE PROJECT STORYBOARD FOR “THE THEORY OF CONSTRAINTS”?
The Project Storyboard, a universal visual organizer, greatly simplifies the learning and application of the Theory of Constraint (ToC) especially its thinking processes Using the visual templates or worksheets of the Project Storyboard, a person can more quickly take notes on and learn the Theory of Constraints Using the visual templates or worksheets of the Project Storyboard, a person can more quickly apply the Theory of Constraints The Project Storyboard facilitates a visual knowledge management approach to the Theory of Constraints. Ideas, knowledge, problems, solutions, strategies, and tactics can be visually managed using the Project Storyboard The Project Storyboard facilitates Visual Object‐Oriented Thinking (VOOT) as well as knowledge sharing on projects and in meetings where the Theory of Constraint is used Using the Project Storyboard, tools of the Theory of Constraints can more easily be matched and mixed with other tools of problem solving, creativity, and innovation such as Brainstorming, TRIZ, and Six Sigma
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
WHAT IS “THE THEORY OF CONSTRAINTS” ABOUT?
Developed by Dr. Eli Goldratt, the Theory of Constraints (ToC) is a problem solving methodology that focuses on system’s improvement by eliminating constraints or bottlenecks in processes and elements Classic books on the Theory of Constraints include Dr. Goldratt’s novels, The Goal and It’s Not Luck An underlying assumption of the Theory of Constraints is that a system can be represented as a chain or network of chains The Theory of Constraints assumes that the critical problem in a system is its weakest link A key objective of a Theory of Constraints project is to continuously eliminate critical constraints while pursuing win‐win goals of the system The Theory of Constraints is a collection of problem solving and critical thinking tools including the Thinking Process, Throughput Accounting, and Drum‐Buffer‐Rope The Theory of Constraints is weak on techniques for creatively generating ideas: strategies (conditions; requirements) and tactics (prerequisites) as well as for project planning, management, and execution
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
BLANK PROJECT STORYBOARD
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
NUMBERED STORYBOARD
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The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
THEORY OF CONSTRAINTS‐STORYBOARD
Improvement Questions Improvement Tasks
STORYBOARDS FOR THEORY OF CONSTRAINTS
Thinking Tools
Categories of Legitimate Reservation
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
IMPROVEMENT QUESTIONS‐STORYBOARD
1. What to improve? ‐ What is the critical policy/ physical constraint, weakest link, bottleneck, core problem, or root‐cause in the system? • Use Current Reality Tree 2. What to improve to? ‐ What to do with the critical constraint? • Use Evaporating Cloud • Use Future Reality Tree
IMPROVEMENT QUESTIONS
3. How to cause the improvement? ‐ How to implement the change (overcome the critical constraint)? • Use Prerequisite Tree • Use Transition Tree
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
(What is the current system?) ‐ What are elements of the current system? ‐ What are undesirable effects? ‐ What are desirable effects? • Use Current Reality Tree
IMPROVEMENT TASKS‐STORYBOARD
1. Identify the system constraint (weakest link) ‐ What to improve? • Use Current Reality Tree 4. Elevate (eliminate/break) the constraint ‐ How to cause the improvement? • Use Prerequisite Tree • Use Transition Tree 2. Exploit resources and properties of the constraint ‐ What to improve to? • Use Evaporating Cloud 3. Subordinate everything else to the constraint ‐ What to improve to? • Use Evaporating Cloud • Use Future Reality Tree 5. Go back to step 1; beware of psychological inertia (Critically review/validate assumptions of causes and their effect or parts and their whole)
IMPROVEMENT TASKS FOR THEORY OF CONSTRAINTS
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
THINKING TOOLS‐STORYBOARD
1. Current Clarity Tree (CRT)
‐ What is the current system? ‐ What are (un)desirable effects? ‐ What is the critical constraint, weakest link, core problem, or root‐ cause? ‐ What to improve?
2. Evaporating Cloud (EC) (Conflict Resolution Diagram)
‐ What is the main goal or objective of the existing system? ‐ What is the win‐win objective (non‐ trade‐off/uncompromising/ideal/ bipolar goal)? ‐What to improve to?
3. Future Reality Tree (FRT)
‐ What is the future system? ‐ What will be (un)desirable effects? ‐ What will be the critical constraint, weakest link, core problem, or root‐ cause? ‐ What to improve to?
4. Prerequisite Tree (PRT)
‐ What are strategies (requirements/ conditions) and tactics (prerequisites) for overcoming obstacles to implementing project plan? ‐ How to cause improvement?
5. Transition Tree (TT) THINKING TOOLS FOR THEORY OF CONSTRAINTS
‐ What is the project plan or roadmap for achieving the win‐win objective (non‐trade off/uncompromising/ideal/ bipolar goal)? ‐ How to improve?
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
CATEGORIES OF LEGITIMATE RESERVATION (CLR)‐ STORYBOARD
Clarity Entity existence Causality existence
Cause sufficiency
CATEGORIES OF LEGITIMATE RESERVATION FOR THEORY OF CONSTRAINTS: Checklist of criteria for the construction and logic of “trees”
Additional cause
Cause‐effect reversal
Predicted effect existence
Tautology
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
WHAT IS THE CURRENT SYSTEM‐STORYBOARD
Current Elements/Attributes Desirable Effects Undesirable Effects
Goals/Objectives/Targets
WHAT IS THECURRENT SYSTEM?
Outputs/Results: Products/Services
Internal Problems/Conflicts/ Constraints/Causes Relationships
Environment/Resources
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
WHAT TO IMPROVE‐STORYBOARD
WHAT TO IMPROVE?
‐ What is the critical policy/ physical constraint, weakest link, bottleneck, core problem, or root‐cause in the system? • Use Current Reality Tree
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
WHAT TO IMPROVE TO‐STORYBOARD
WHAT TO IMPROVE TO?
‐ What to do with the critical constraint? • Use Evaporating Cloud • Use Future Reality Tree
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
HOW TO CAUSE THE IMPROVEMENT‐STORYBOARD
HOW TO CAUSE THE IMPROVEMENT?
‐ How to implement the improvement (overcome the critical constraint)? • Use Prerequisite Tree • Use Transition Tree
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
CURRENT REALITY TREE (CRT)‐STORYBOARD
Current Elements/Attributes of System Desirable Effects Undesirable Effects
Goals/Objectives/Targets
CURRENT REALITY TREE (CRT)
‐ What to improve?
Outputs/Results: Products/Services
Internal Problems/Conflicts/ Constraints/Causes Relationships
Environment/Resources
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
EVAPORATING CLOUD (EC)‐STORYBOARD
REQUIREMENT (STRATEGY/RESOURCE) PREREQUISITE (TACTIC/RESOURCE) Effects (Desirable/Undesirable)
EVAPORATING CLOUD (EC) (CONFLICT RESOLUTION DIAGRAM) ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐
WIN‐WIN OBJECTIVE/GOAL: CONTRADICTORY REQUIREMENT (STRATEGY/RESOURCE) CONTRADICTORY PREREQUISITE (TACTIC/RESOURCE) Effects (Desirable/Undesirable)
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
FUTURE REALITY TREE (FRT)‐STORYBOARD
Future Elements/Attributes of System Future Desired Effects Future Undesired Effects
Win‐Win Goals/Objectives/ Targets
FUTURE REALITY TREE (FRT)
‐ What to improve to?
Future Outputs/Results: Products/Services
Potential Internal Problems/ Potential Constraints/Causes Conflicts/Relationships
Environment/Resources
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
PREREQUISITE TREE (PRT)‐STORYBOARD
Strategies (Requirements/Conditions) Tactics (Prerequisites)
PREREQUISITE TREE (PRT)
‐ How to cause improvement? ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ Critical Constraint/Obstacle: Win‐Win Goal/Objective:
Activities/Actions/Tasks (Injections)
Plan
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
TRANSITION TREE (TT)‐STORYBOARD
Strategies Tactics
TRANSITION TREE (TT)
How to improve? ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ Win‐Win Goal/Objective:
Activities/Actions/Tasks
Program/Activity Chart
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
PLAN STORYBOARD
Vision/(Dream) Outcome Goals Objectives
Targets & Success Criteria
Resources
PLAN (WORK/HOME/SCHOOL/ OUTDOOR PROJECT):
Strategies (Map/Scorecard)
Activities (Program Chart)
Tasks/Actions (Calendar)
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
THE BASIC CONCEPT OF THE PROJECT STORYBOARD: a family of boxes (fractal box: box of boxes)
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
EVERY PROJECT STORYBOARD VISUALLY SHOWS A SYSTEM TOGETHER WITH ITS RELATED ITEMS, PARTS/SUB‐SYSTEMS, OR SUPER‐SYSTEMS
Part/Element/ Sub‐system 1 Part/Element/ Sub‐system 2 Part/Element/ Sub‐system 3
Part/Element/ Sub‐system 4
DESCRIPTION OF SYSTEM
Part/Element/ Sub‐system 5
Part/Element/ Sub‐system 6
Part/Element/ Sub‐system 7
Part/Element/ Sub‐system 8
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
ADVANCED PROJECT STORYBOARDING: See example at http://search.galaxyit.com
The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
HOW TO MASTER USE OF THE PROJECT STORYBOARD
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Go through, in presentation mode, the entire set of slides to get a “big picture” view of the Project Storyboard tool. Present a free talk or seminar on The Project Storyboard for GRTD. Go through, in two‐pane viewing mode, each slide and read the accompanying notes. Do selected exercises. Print, store (in a Life Storyboard Folder), and regularly use ‐ for each Project ‐ the set of 8 templates for the following main sections of the Life Storyboard: Home School Work Outdoors Archive/Garage Print and daily use the Blank Storyboard for recording and organizing information for any task or topic. Put each Project Storyboard under the appropriate section in the Life Storyboard File. Join the following groups to rapidly increase mastery of the Project Storyboard tool as well as regularly share with the public your Project Storyboards:
LinkedIn: http://www.linkedin.com/groups?gid=707447 Ning: http://projectstoryboard.ning.com/ Scribd: http://www.scribd.com/share/upload/3123283/251abqmo6jwc097obznw
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The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
TARGETED USERS OF THE PROJECT STORYBOARD
Knowledge Workers CEOs, Managers, and Supervisors as well as Entrepreneurs Trainers and Life Coaches Students Practitioners and Users of
To‐do Lists, Tasks, Scheduling, and Calendaring Project Planning, Management, and Execution Strategic Business Planning and Management including the Balanced Scorecard and Strategy Maps Time Management Intuitive and Systematic Decision‐making Getting Things Done (GTD) Mind Mapping Six Sigma Business Process Management Total Quality Management Theory of Inventive Problem Solving (“TRIZ”) Theory of Constraints Visual Thinking and Problem Solving Innovation and Product Development Visualization The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
10 POTENTIAL BENEFITS OF HAVING EVERYONE IN AN ORGANIZATION OBTAIN AND USE A NOTEPAD AND LIFE FOLDER OF PROJECT STORYBOARDS
Transparency and accountability become more natural and pervasive throughout the organization 2. Physical and mental clutter are virtually eliminated: in the office as well as online 3. Nearly all tasks and projects get done right 4. Nearly all tasks and projects get done on time 5. Teamwork, productivity, and better decision‐making flourish in the organization 6. Creativity and self expression flourish in the organization 7. Creative problem solving is dramatically improved 8. Innovation flourishes in the organization 9. Everyone is empowered and speaks the language of the Project Storyboard 10. The organization becomes more profitable as well as “happier”
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The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com
ABOUT DR. ROD KING
Inventor of the Concept and Theory of the Fractal Notecard, which is the Basis for the Project Storyboard Chief Evangelist for the Project Storyboard Tool , 1‐Page Life Management, and “Getting the Right Tasks Done (GRTD)” World‐class Expertise in: Visual Brainstorming and Problem Solving Visual Ideas Management Visual Project Planning, Management, and Execution Personal Productivity Planning, Management, and Execution Techniques for Enhancing Creativity, Problem Solving, Innovation, and Supersmart Learning “Getting the Right Tasks Done (GRTD)” Multi‐disciplinary Academic Background:
B.Eng. (Hons) in Civil Engineering Master of Infrastructure Planning Ph.D. in Regional Development Planning. Postgraduate Certificate in Advanced Academic Studies
Dr. Rod King has written two books on the theory and applications of the Project Storyboard tool:
“The 3 Faces of Infinite Genius: How to be a Supersmart Learner and Problem Solver” “2‐Page Customer Problem Solving: How to Use the Project Storyboard to Simply Satisfy and Delight Customers”
Inventor and publisher of several conjuring tricks The Project Storyboard. Dr. Rod King, 2008. rodkuhnking@sbcglobal.net http://projectstoryboard.ning.com