X-Matrix Hoshin Kanri - Revision history

Beatrice Ranzato at 16:22, 27 February 2021

2021-02-27T16:22:40Z

← Older revision		Revision as of 16:22, 27 February 2021
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	Another limitation that could affect the communication aim regards the number of activities that are possible to insert in each level. The X-Matrix shape is thought to fit in an A3 report, align with the other Lean tool. An excessive number of tasks would affect both its dimension that will exceed the A3 format and the readability of the X-Matrix of primary importance for the communication flow between the teams.		Another limitation that could affect the communication aim regards the number of activities that are possible to insert in each level. The X-Matrix shape is thought to fit in an A3 report, align with the other Lean tool. An excessive number of tasks would affect both its dimension that will exceed the A3 format and the readability of the X-Matrix of primary importance for the communication flow between the teams.
			==Annotated Bibliography==
			In this section the principal references used in the article are briefly discussed.
			*'''T.L.Jackson "Hoshin Kanri for the Lean Entreprise: Developing Competitive Capabilities and Managing Profit" ''' : this book provides a solid and clear introduction to Hoshin Kanri methodology. Referring to a real case, its implementation is extensivly commentated. All the tool are fully explained, with a particular attention to the X-Matrix and the interaction between the different tools.
			*''' Andrea Payaro, "Lean Management: cose mai dette" ''': unfortunately this book is avalable only in Italian. It provides a brief but complete overview of probably every existent lean tool. The author comment and describe the application of each tool, supporting it with useful images and template.

	==References==		==References==
	<references />		<references />

Beatrice Ranzato: /* Hoshin Kanri */

2021-02-27T15:49:05Z

Hoshin Kanri

← Older revision		Revision as of 15:49, 27 February 2021
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	This article provides a brief introduction to the Hoshin Kanri methodology. Then the X-Matrix structure will be explained sustained by a practical example of its implementation. As a third point, an overview of possible variants from the literature will be provided. In fact, this article focuses on the application of X-Matrix to project management but it is possible to apply it also to program management and portfolio management. Finally, the limitation of its application in project management will be discussed.		This article provides a brief introduction to the Hoshin Kanri methodology. Then the X-Matrix structure will be explained sustained by a practical example of its implementation. As a third point, an overview of possible variants from the literature will be provided. In fact, this article focuses on the application of X-Matrix to project management but it is possible to apply it also to program management and portfolio management. Finally, the limitation of its application in project management will be discussed.
	==Hoshin Kanri==		==Hoshin Kanri==
	As mentioned, X_Matrix is a pillar-tool of Hoshin Kanri methodology. Hoshin Kanri is formed by the two Japanese ideograms Hoshin (policy) and Kanri (management). The term ''policy management'' doesn’t reflect the meaning and purpose of ''Hoshin Kanri'', which mostly is ''organizational learning method and competitive resource development system''<ref name="leanbook">T.L.Jackson, Hoshin Kanri for the Lean Entreprise: Developing Competitive Capabilities and Managing Profit</ref>. Hoshin Kanri was developed in Japan, to address the Japanese Industry's need for change in structure in order to be competitive in a global dimension. The term ''Hoshin Kanri'' has been used for the first time by Bridgestone Tire in 1964 and since 1980 the methodology has been adopted worldwide<ref name="story">MCTS web ~~pag~~[http://mcts.com/hoshin-history.htm Hoshin Story]</ref>. "Hoshin Kanri" in the literature </ref name="lean book"> is considered a '''strategic management''' method and it is mainly applied to define company strategy from the long term to the immediate actions every time that a strategic change affects the organization. It could be also implemented to manage complexity, the launch of a new product, or the implementation of a new process. Moreover, it is also used to manage projects and programs, especially the ones which require cooperation between organizational functions.		As mentioned, X_Matrix is a pillar-tool of Hoshin Kanri methodology. Hoshin Kanri is formed by the two Japanese ideograms Hoshin (policy) and Kanri (management). The term ''policy management'' doesn’t reflect the meaning and purpose of ''Hoshin Kanri'', which mostly is ''organizational learning method and competitive resource development system''<ref name="leanbook">T.L.Jackson, Hoshin Kanri for the Lean Entreprise: Developing Competitive Capabilities and Managing Profit</ref>. Hoshin Kanri was developed in Japan, to address the Japanese Industry's need for change in structure in order to be competitive in a global dimension. The term ''Hoshin Kanri'' has been used for the first time by Bridgestone Tire in 1964 and since 1980 the methodology has been adopted worldwide<ref name="story">MCTS web page, [http://mcts.com/hoshin-history.htm Hoshin Story]</ref>. "Hoshin Kanri" in the literature </ref name="lean book"> is considered a '''strategic management''' method and it is mainly applied to define company strategy from the long term to the immediate actions every time that a strategic change affects the organization. It could be also implemented to manage complexity, the launch of a new product, or the implementation of a new process. Moreover, it is also used to manage projects and programs, especially the ones which require cooperation between organizational functions.

	Hoshin Kanri systematically applies Deming Cycle (PDCA) at each organizational level. Usually, a Scan stage of the current situation is carried on before the DO stage: Thus, PDCA becomes SPDCA. Furthermore, the stages are shared and nest within the company, as can be observed in the right figure below.		Hoshin Kanri systematically applies Deming Cycle (PDCA) at each organizational level. Usually, a Scan stage of the current situation is carried on before the DO stage: Thus, PDCA becomes SPDCA. Furthermore, the stages are shared and nest within the company, as can be observed in the right figure below.

Beatrice Ranzato: /* Hoshin Kanri */

2021-02-27T15:47:11Z

Hoshin Kanri

← Older revision		Revision as of 15:47, 27 February 2021
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	This article provides a brief introduction to the Hoshin Kanri methodology. Then the X-Matrix structure will be explained sustained by a practical example of its implementation. As a third point, an overview of possible variants from the literature will be provided. In fact, this article focuses on the application of X-Matrix to project management but it is possible to apply it also to program management and portfolio management. Finally, the limitation of its application in project management will be discussed.		This article provides a brief introduction to the Hoshin Kanri methodology. Then the X-Matrix structure will be explained sustained by a practical example of its implementation. As a third point, an overview of possible variants from the literature will be provided. In fact, this article focuses on the application of X-Matrix to project management but it is possible to apply it also to program management and portfolio management. Finally, the limitation of its application in project management will be discussed.
	==Hoshin Kanri==		==Hoshin Kanri==
	As mentioned, X_Matrix is a pillar-tool of Hoshin Kanri methodology. Hoshin Kanri is formed by the two Japanese ideograms Hoshin (policy) and Kanri (management). The term ''policy management'' doesn’t reflect the meaning and purpose of ''Hoshin Kanri'', which mostly is ''organizational learning method and competitive resource development system''<ref name="leanbook">T.L.Jackson, Hoshin Kanri for the Lean Entreprise: Developing Competitive Capabilities and Managing Profit</ref>. Hoshin Kanri was developed in Japan, to address the Japanese Industry's need for change in structure in order to be competitive in a global dimension. The term ''Hoshin Kanri'' has been used for the first time by Bridgestone Tire in 1964 and since 1980 the methodology has been adopted worldwide<ref name="story">MCTS web pag[http://mcts.com/hoshin-history.htm Hoshin Story]</ref>. "Hoshin Kanri" in the literature <ref name="lean book"> is considered a strategic management method and it is mainly applied to define company strategy from the long term to the immediate actions every time that a strategic change affects the organization. It could be also implemented to manage complexity, the launch of a new product, or the implementation of a new process. Moreover, it is also used to manage projects and programs, especially the ones which require cooperation between organizational functions.		As mentioned, X_Matrix is a pillar-tool of Hoshin Kanri methodology. Hoshin Kanri is formed by the two Japanese ideograms Hoshin (policy) and Kanri (management). The term ''policy management'' doesn’t reflect the meaning and purpose of ''Hoshin Kanri'', which mostly is ''organizational learning method and competitive resource development system''<ref name="leanbook">T.L.Jackson, Hoshin Kanri for the Lean Entreprise: Developing Competitive Capabilities and Managing Profit</ref>. Hoshin Kanri was developed in Japan, to address the Japanese Industry's need for change in structure in order to be competitive in a global dimension. The term ''Hoshin Kanri'' has been used for the first time by Bridgestone Tire in 1964 and since 1980 the methodology has been adopted worldwide<ref name="story">MCTS web pag[http://mcts.com/hoshin-history.htm Hoshin Story]</ref>. "Hoshin Kanri" in the literature </ref name="lean book"> is considered a '''strategic management''' method and it is mainly applied to define company strategy from the long term to the immediate actions every time that a strategic change affects the organization. It could be also implemented to manage complexity, the launch of a new product, or the implementation of a new process. Moreover, it is also used to manage projects and programs, especially the ones which require cooperation between organizational functions.

	Hoshin Kanri systematically applies Deming Cycle (PDCA) at each organizational level. Usually, a Scan stage of the current situation is carried on before the DO stage: Thus, PDCA becomes SPDCA. Furthermore, the stages are shared and nest within the company, as can be observed in the right figure below.		Hoshin Kanri systematically applies Deming Cycle (PDCA) at each organizational level. Usually, a Scan stage of the current situation is carried on before the DO stage: Thus, PDCA becomes SPDCA. Furthermore, the stages are shared and nest within the company, as can be observed in the right figure below.
	Hoshin Kanri is meant to align strategic and long-term plans, settled by the top manager, with mid-term goals and everyday activities. Thus, four teams are created and each worker within the personnel belongs to one of them.		Hoshin Kanri is meant to align strategic and long-term plans, settled by the top manager, with mid-term goals and everyday activities. Thus, four teams are created and each worker within the personnel belongs to one of them.
	*Hoshin team: normally it coincides with the top management team. The group has the overall responsibility to set long-term initiatives, mid-term plans, and annual Hoshin ( goals that should be reached within one year). Additionally, they are responsible for the choice of the composition of the following teams.		*'''Hoshin team''': normally it coincides with the top management team. The group has the overall responsibility to set long-term initiatives, mid-term plans, and annual Hoshin ( goals that should be reached within one year). Additionally, they are responsible for the choice of the composition of the following teams.
	* Tactical team: is the team of people in charge of developing new specific skills by implementing technologies and methods in the general business process. It is usually formed by highly qualified experts in the project field. They help the Hoshin team set strategic goals with a 6-12 months time horizon.		* '''Tactical team''': is the team of people in charge of developing new specific skills by implementing technologies and methods in the general business process. It is usually formed by highly qualified experts in the project field. They help the Hoshin team set strategic goals with a 6-12 months time horizon.
	*Operational team: the people who are undertaken to carry on, improve and supervise concrete and standard processes that support the tactical plans.		*'''Operational team''': the people who are undertaken to carry on, improve and supervise concrete and standard processes that support the tactical plans.
	*Action team: the cross-functional group that is in charge to apply tools and techniques to daily tasks. Their role is active and not passive, in fact, they must provide suggestions to implement kaikazu and kaizen in the project.		*'''Action team''': the cross-functional group that is in charge to apply tools and techniques to daily tasks. Their role is active and not passive, in fact, they must provide suggestions to implement kaikazu and kaizen in the project.
	Usually, the teams are cross-functional. As result, strategy and goals are shared and every single worker is involved in [http://wiki.doing-projects.org/index.php/Kaizen_Event kaizen] (continuous improvement).		Usually, the teams are cross-functional. As result, strategy and goals are shared and every single worker is involved in [http://wiki.doing-projects.org/index.php/Kaizen_Event kaizen] (continuous improvement).
	===Hoshin Kanri and X-Matrix in project management ===		===Hoshin Kanri and X-Matrix in project management ===

Beatrice Ranzato: /* Hoshin Kanri */

2021-02-27T15:45:35Z

Hoshin Kanri

← Older revision		Revision as of 15:45, 27 February 2021
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	This article provides a brief introduction to the Hoshin Kanri methodology. Then the X-Matrix structure will be explained sustained by a practical example of its implementation. As a third point, an overview of possible variants from the literature will be provided. In fact, this article focuses on the application of X-Matrix to project management but it is possible to apply it also to program management and portfolio management. Finally, the limitation of its application in project management will be discussed.		This article provides a brief introduction to the Hoshin Kanri methodology. Then the X-Matrix structure will be explained sustained by a practical example of its implementation. As a third point, an overview of possible variants from the literature will be provided. In fact, this article focuses on the application of X-Matrix to project management but it is possible to apply it also to program management and portfolio management. Finally, the limitation of its application in project management will be discussed.
	==Hoshin Kanri==		==Hoshin Kanri==
	As mentioned, X_Matrix is a pillar-tool of Hoshin Kanri methodology. Hoshin Kanri is formed by the two Japanese ideograms Hoshin (policy) and Kanri (management). The term ''policy management'' doesn’t reflect the meaning and purpose of ''Hoshin Kanri'', which mostly is ''organizational learning method and competitive resource development system''<ref name="leanbook">T.L.Jackson, Hoshin Kanri for the Lean Entreprise: Developing Competitive Capabilities and Managing Profit</ref>. Hoshin Kanri was developed in Japan, to address the Japanese Industry's need for change in structure in order to be competitive in a global dimension. The term ''Hoshin Kanri'' has been used for the first time by Bridgestone Tire in 1964 and since 1980 the methodology has been adopted worldwide<ref name="story">MCTS web pag[http://mcts.com/hoshin-history.htm Hoshin Story]</ref>. "Hoshin Kanri" in the literature ~~(cit)~~ is considered a strategic management method and it is mainly applied to define company strategy from the long term to the immediate actions every time that a strategic change affects the organization. It could be also implemented to manage complexity, the launch of a new product, or the implementation of a new process. Moreover, it is also used to manage projects and programs, especially the ones which require cooperation between organizational functions.		As mentioned, X_Matrix is a pillar-tool of Hoshin Kanri methodology. Hoshin Kanri is formed by the two Japanese ideograms Hoshin (policy) and Kanri (management). The term ''policy management'' doesn’t reflect the meaning and purpose of ''Hoshin Kanri'', which mostly is ''organizational learning method and competitive resource development system''<ref name="leanbook">T.L.Jackson, Hoshin Kanri for the Lean Entreprise: Developing Competitive Capabilities and Managing Profit</ref>. Hoshin Kanri was developed in Japan, to address the Japanese Industry's need for change in structure in order to be competitive in a global dimension. The term ''Hoshin Kanri'' has been used for the first time by Bridgestone Tire in 1964 and since 1980 the methodology has been adopted worldwide<ref name="story">MCTS web pag[http://mcts.com/hoshin-history.htm Hoshin Story]</ref>. "Hoshin Kanri" in the literature <ref name="lean book"> is considered a strategic management method and it is mainly applied to define company strategy from the long term to the immediate actions every time that a strategic change affects the organization. It could be also implemented to manage complexity, the launch of a new product, or the implementation of a new process. Moreover, it is also used to manage projects and programs, especially the ones which require cooperation between organizational functions.

	Hoshin Kanri systematically applies Deming Cycle (PDCA) at each organizational level. Usually, a Scan stage of the current situation is carried on before the DO stage: Thus, PDCA becomes SPDCA. Furthermore, the stages are shared and nest within the company, as can be observed in the right figure below.		Hoshin Kanri systematically applies Deming Cycle (PDCA) at each organizational level. Usually, a Scan stage of the current situation is carried on before the DO stage: Thus, PDCA becomes SPDCA. Furthermore, the stages are shared and nest within the company, as can be observed in the right figure below.

Beatrice Ranzato: /* Hoshin Kanri and X-Matrix in project management */

2021-02-27T15:43:18Z

Hoshin Kanri and X-Matrix in project management

← Older revision		Revision as of 15:43, 27 February 2021
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	===Hoshin Kanri and X-Matrix in project management ===		===Hoshin Kanri and X-Matrix in project management ===
	Hoshin Kanri methodologies and tools for strategic management could be easily applied to project management. Obviously, teams and tools would be adapted to the specific field. Regarding the four teams, the Hoshin team in the case of project management would include the project manager and its staff. The team is undertaken to set the project scope, define budget and timeline, and superintend the correct project implementation over time. The function of the other teams remains unaltered.		Hoshin Kanri methodologies and tools for strategic management could be easily applied to project management. Obviously, teams and tools would be adapted to the specific field. Regarding the four teams, the Hoshin team in the case of project management would include the project manager and its staff. The team is undertaken to set the project scope, define budget and timeline, and superintend the correct project implementation over time. The function of the other teams remains unaltered.
	~~Considering~~ the application of the Hoshin Kanri methodology to project management ~~standards~~ <ref name="STD">Project Management Institute, Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), Project Management Institute Inc., (2017)</ref> the X-Matrix tool is implemented in the Plan stage.		In the British Standard <ref name="PRINCE2GUIDE">Business Case Theme. (2018). In ''Prince2® Study Guide'' (pp. 93-95). John Wiley & Sons, Ltd. http://ebookcentral.proquest.com/lib/dtudk/detail.action?docID=4863041</ref> plan stage is defined as "A detailed proposal for doing or achieving something which specifies the what, when, how and by whom it will be achieved". X-Matrix registered all the informaton request from a plan. Thus,considering the application of the Hoshin Kanri methodology to project management <ref name="STD">Project Management Institute, Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), Project Management Institute Inc., (2017)</ref> the X-Matrix tool is implemented in the Plan stage.
	X-Matrix could be seen both as a memorandum for the '' Hoshin team '' and a visual tool to communicate and align the plans at each organizational level.		X-Matrix could be seen both as a memorandum for the '' Hoshin team '' and a visual tool to communicate and align the plans at each organizational level.

Beatrice Ranzato at 15:30, 27 February 2021

2021-02-27T15:30:13Z

← Older revision		Revision as of 15:30, 27 February 2021
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	X-Matrix is a powerful tool from Hoshin Kanri that sums up in a single document the strategies, tactics, processes, and people involved in the achievement of project success. It is a dynamic tool and the process results, financial impacts and cost could be recorded during the project execution. The main aim of this tool is to help the project manager in the communication of the project stages to the internal team and stakeholders. Moreover, it provides a visual explanation of how the different steps are correlated and how they contribute to the project's success. The implementation of this simple tool in the planning phase of a project and its subsequent monitoring during the implementation stage makes it easy to align plans and goals between each team within the organization. Considering that in the practice<ref name="unsucc">R.N.S.A. Hughes DL, "The changing landscape of IS project failure: an examination of the key factors," Journal of Enterprise Information Management, vol. 30, pp. 142-165, 2017</ref> <ref name="unsucc1">T.R.A.J.S. Dov Dvira, "An empirical analysis of the relationship between project planning and project success," PMI statics</ref> , most of the project's failure relies on not investing enough time and resources in the communication of project scope and goals, the importance of such a tool is undeniable.		X-Matrix is a powerful tool from Hoshin Kanri that sums up in a single document the strategies, tactics, processes, and people involved in the achievement of project success. It is a dynamic tool and the process results, financial impacts and cost could be recorded during the project execution. The main aim of this tool is to help the project manager in the communication of the project stages to the internal team and stakeholders. Moreover, it provides a visual explanation of how the different steps are correlated and how they contribute to the project's success. The implementation of this simple tool in the planning phase of a project and its subsequent monitoring during the implementation stage makes it easy to align plans and goals between each team within the organization. Considering that in the practice<ref name="unsucc">R.N.S.A. Hughes DL, "The changing landscape of IS project failure: an examination of the key factors," Journal of Enterprise Information Management, vol. 30, pp. 142-165, 2017</ref> <ref name="unsucc1">T.R.A.J.S. Dov Dvira, "An empirical analysis of the relationship between project planning and project success," PMI statics</ref> , most of the project's failure relies on not investing enough time and resources in the communication of project scope and goals, the importance of such a tool is undeniable.
	This article provides a brief introduction to the Hoshin Kanri methodology. Then the X-Matrix structure will be ~~expained~~ sustained by a ~~pratical~~ example of its implementation. As third point, an overview of possible variants ~~according to~~ the ~~application field~~ will be provided, ~~in fact~~ this article ~~focus~~ on the application of X-Matrix to project management but it is possible to apply it also to program management and ~~porfolio managemen~~. Finally, the ~~advantages and disadvantages~~ of its application in project management will be discussed.		This article provides a brief introduction to the Hoshin Kanri methodology. Then the X-Matrix structure will be explained sustained by a practical example of its implementation. As a third point, an overview of possible variants from the literature will be provided. In fact, this article focuses on the application of X-Matrix to project management but it is possible to apply it also to program management and portfolio management. Finally, the limitation of its application in project management will be discussed.

	==Hoshin Kanri==		==Hoshin Kanri==
	As mentioned, X_Matrix is a pillar-tool of Hoshin Kanri methodology. Hoshin Kanri is formed by the two Japanese ideograms Hoshin (policy) and Kanri (management). The term ''policy management'' doesn’t reflect the meaning and purpose of ''Hoshin Kanri'', which mostly is ''organizational learning method and competitive resource development system''<ref name="leanbook">T.L.Jackson, Hoshin Kanri for the Lean Entreprise: Developing Competitive Capabilities and Managing Profit</ref>. Hoshin Kanri was developed in Japan, to address the Japanese Industry's need for change in structure in order to be competitive in a global dimension. The term ''Hoshin Kanri'' has been used for the first time by Bridgestone Tire in 1964 and since 1980 the methodology has been adopted worldwide. "Hoshin Kanri" in the literature (cit) is considered a strategic management method and it is mainly applied to define company strategy from the long term to the immediate actions every time that a strategic change affects the organization. It could be also implemented to manage complexity, the launch of a new product, or the implementation of a new process. Moreover, it is also used to manage projects and programs, especially the ones which require cooperation between organizational functions.		As mentioned, X_Matrix is a pillar-tool of Hoshin Kanri methodology. Hoshin Kanri is formed by the two Japanese ideograms Hoshin (policy) and Kanri (management). The term ''policy management'' doesn’t reflect the meaning and purpose of ''Hoshin Kanri'', which mostly is ''organizational learning method and competitive resource development system''<ref name="leanbook">T.L.Jackson, Hoshin Kanri for the Lean Entreprise: Developing Competitive Capabilities and Managing Profit</ref>. Hoshin Kanri was developed in Japan, to address the Japanese Industry's need for change in structure in order to be competitive in a global dimension. The term ''Hoshin Kanri'' has been used for the first time by Bridgestone Tire in 1964 and since 1980 the methodology has been adopted worldwide<ref name="story">MCTS web pag[http://mcts.com/hoshin-history.htm Hoshin Story]</ref>. "Hoshin Kanri" in the literature (cit) is considered a strategic management method and it is mainly applied to define company strategy from the long term to the immediate actions every time that a strategic change affects the organization. It could be also implemented to manage complexity, the launch of a new product, or the implementation of a new process. Moreover, it is also used to manage projects and programs, especially the ones which require cooperation between organizational functions.

	Hoshin Kanri systematically applies Deming Cycle (PDCA) at each organizational level. Usually, a Scan stage of the current situation is carried on before the DO stage: Thus, PDCA becomes SPDCA. Furthermore, the stages are shared and nest within the company, as can be observed in the right figure below.		Hoshin Kanri systematically applies Deming Cycle (PDCA) at each organizational level. Usually, a Scan stage of the current situation is carried on before the DO stage: Thus, PDCA becomes SPDCA. Furthermore, the stages are shared and nest within the company, as can be observed in the right figure below.

Beatrice Ranzato: /* Limits */

2021-02-21T16:00:45Z

Limits

← Older revision		Revision as of 16:00, 21 February 2021
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	==Limits==		==Limits==
	The deployment of X-Matrix has some important limitations that could affect its effectiveness. As explained in the introductory paragraphs, this tool is a valuable memorandum that records the principal point of the project and split up the scope into four implementation levels. Its shape is in itself a limitation therefore it is not possible to break down the scope into more than four levels. This could be an important ~~limitation~~, especially for big projects with many tasks. On the other hand, managing such big projects require the use of different planning tools like [link] Gantt chart, WBS, Balance scorecard, and others. X-Matrix could be seen as integration to provide a complete overview of how the principal activities are structure. Moreover, it could be applied by a specific team to split up the key activity (strategic or tactical) to which it is assigned to.		The deployment of X-Matrix has some important limitations that could affect its effectiveness. As explained in the introductory paragraphs, this tool is a valuable memorandum that records the principal point of the project and split up the scope into four implementation levels. Its shape is in itself a limitation therefore it is not possible to break down the scope into more than four levels. This could be an important limit, especially for big projects with many tasks. On the other hand, managing such big projects require the use of different planning tools like [link] Gantt chart, WBS, Balance scorecard, and others. Thus, X-Matrix could be seen as integration to provide a complete overview of how the principal activities are structure. Moreover, it could be applied by a specific team to split up the key activity (strategic or tactical) to which it is assigned to.

	Another limitation that could affect the communication aim regards the number of activities that are possible to insert in each level. The X-Matrix shape is thought to fit in an A3 report, align with the other Lean tool. An excessive number of tasks would affect both its dimension that will exceed the A3 format and the readability of the X-Matrix of primary importance for the communication flow between the teams.		Another limitation that could affect the communication aim regards the number of activities that are possible to insert in each level. The X-Matrix shape is thought to fit in an A3 report, align with the other Lean tool. An excessive number of tasks would affect both its dimension that will exceed the A3 format and the readability of the X-Matrix of primary importance for the communication flow between the teams.



	==References==		==References==
	<references />		<references />

Beatrice Ranzato at 15:49, 20 February 2021

2021-02-20T15:49:58Z

← Older revision		Revision as of 15:49, 20 February 2021
Line 87:		Line 87:

	==Limits==		==Limits==
			The deployment of X-Matrix has some important limitations that could affect its effectiveness. As explained in the introductory paragraphs, this tool is a valuable memorandum that records the principal point of the project and split up the scope into four implementation levels. Its shape is in itself a limitation therefore it is not possible to break down the scope into more than four levels. This could be an important limitation, especially for big projects with many tasks. On the other hand, managing such big projects require the use of different planning tools like [link] Gantt chart, WBS, Balance scorecard, and others. X-Matrix could be seen as integration to provide a complete overview of how the principal activities are structure. Moreover, it could be applied by a specific team to split up the key activity (strategic or tactical) to which it is assigned to.

			Another limitation that could affect the communication aim regards the number of activities that are possible to insert in each level. The X-Matrix shape is thought to fit in an A3 report, align with the other Lean tool. An excessive number of tasks would affect both its dimension that will exceed the A3 format and the readability of the X-Matrix of primary importance for the communication flow between the teams.

Beatrice Ranzato: /* How to complete, read and monitor the X-Matrix */

2021-02-20T15:13:16Z

How to complete, read and monitor the X-Matrix

← Older revision		Revision as of 15:13, 20 February 2021
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	Considering that the principal function of this tool is to communicate graphically a project structure and share information across the organization, the tool drafting and reading follow a specific process. The X-Matrix is principally a top-down rollout process in the planning phase, thus the blocks are filled up in the following order: Strategies and Results, Tactics, People, and Processes. Due to their interdependency, Strategies Block and Results Block are completed together, setting both the high-level goals according to the budget, costs, and timeline. The correlation matrixes and the assignation ones should be implemented step by step.		Considering that the principal function of this tool is to communicate graphically a project structure and share information across the organization, the tool drafting and reading follow a specific process. The X-Matrix is principally a top-down rollout process in the planning phase, thus the blocks are filled up in the following order: Strategies and Results, Tactics, People, and Processes. Due to their interdependency, Strategies Block and Results Block are completed together, setting both the high-level goals according to the budget, costs, and timeline. The correlation matrixes and the assignation ones should be implemented step by step.
	To read the X-Matrix, the suggested order reflects the implementation ones.		To read the X-Matrix, the suggested order reflects the implementation ones.
	[[File:read08.jpg\|~~none~~\|thumb\|400 px\| Final X-Matrix, the yellow and red arrow show the reading order (own creation)]]		[[File:read08.jpg\|righ\|thumb\|400 px\| Final X-Matrix, the yellow and red arrow show the reading order (own creation)]]

	X-Matrix is also a dynamic tool that can provide initial guidelines when KPIs measurement are misaligned with the forecasted ones. A bottom-up approach occurs when individualizing a deviation from the aspect KPIs and consequentially the results are assessed and preventive actions take place to prevent a possible failure.		X-Matrix is also a dynamic tool that can provide initial guidelines when KPIs measurement are misaligned with the forecasted ones. A bottom-up approach occurs when individualizing a deviation from the aspect KPIs and consequentially the results are assessed and preventive actions take place to prevent a possible failure.

Beatrice Ranzato: /* How to complete, read and monitor the X-Matrix */

2021-02-20T15:13:00Z

How to complete, read and monitor the X-Matrix

← Older revision		Revision as of 15:13, 20 February 2021
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	Considering that the principal function of this tool is to communicate graphically a project structure and share information across the organization, the tool drafting and reading follow a specific process. The X-Matrix is principally a top-down rollout process in the planning phase, thus the blocks are filled up in the following order: Strategies and Results, Tactics, People, and Processes. Due to their interdependency, Strategies Block and Results Block are completed together, setting both the high-level goals according to the budget, costs, and timeline. The correlation matrixes and the assignation ones should be implemented step by step.		Considering that the principal function of this tool is to communicate graphically a project structure and share information across the organization, the tool drafting and reading follow a specific process. The X-Matrix is principally a top-down rollout process in the planning phase, thus the blocks are filled up in the following order: Strategies and Results, Tactics, People, and Processes. Due to their interdependency, Strategies Block and Results Block are completed together, setting both the high-level goals according to the budget, costs, and timeline. The correlation matrixes and the assignation ones should be implemented step by step.
	To read the X-Matrix, the suggested order reflects the implementation ones.		To read the X-Matrix, the suggested order reflects the implementation ones.
	[[File:read08.jpg\|~~center~~\|thumb\|400 px\| Final X-Matrix, the yellow and red arrow show the reading order (own creation)]]		[[File:read08.jpg\|none\|thumb\|400 px\| Final X-Matrix, the yellow and red arrow show the reading order (own creation)]]

	X-Matrix is also a dynamic tool that can provide initial guidelines when KPIs measurement are misaligned with the forecasted ones. A bottom-up approach occurs when individualizing a deviation from the aspect KPIs and consequentially the results are assessed and preventive actions take place to prevent a possible failure.		X-Matrix is also a dynamic tool that can provide initial guidelines when KPIs measurement are misaligned with the forecasted ones. A bottom-up approach occurs when individualizing a deviation from the aspect KPIs and consequentially the results are assessed and preventive actions take place to prevent a possible failure.