Enterprise Services Planning (ESP) is a framework of tools that leaders of 21st Century knowledge-work enterprises can apply to their strategic and capacity planning. ESP is often described as the equivalent of MRP for a professional services business. Such businesses employ many educated professionals, who think for a living, perform largely invisible work, and deliver mostly intangible products and services to customers. Such businesses are increasingly exposed to VUCA - the conditions of volatility, uncertainty, complexity and ambiguity. Does this sound like your enterprise? ESP can help!
ESP complements the delivery capabilities generated by Kanban "from the middle" and agile approaches "from the bottom up" and connects them "at the top" with the models and tools you need to manage on enterprise level. When our firm delivers this training program, your instructor will be one of the ESP originators and a co-author of the new book, Fit-for-Purpose: How Modern Businesses Find, Satisfy & Keep Customers.
(This is a brief overview. The detailed agenda is near the bottom of the page.)
Executive Track material plus:
Toronto full price is $6000 + HST for the full-week Expert Track. The two-day Executive Track, $3000 + HST. Early-bird 25% discount ends Friday, March 16.
Toronto venue: Le Germain Hotel Maple Leaf Square
75 Bremner Blvd
Toronto, Ontario M5J 0A1
Note: this hotel is right next to the Union Station and Air Canada Centre. There is another Le Germain in Toronto on Mercer Street, please don't go there.
Registration for ESP training in Amsterdam will be handled largely by our Dutch partner. Dates to be announced later, likely in May or June 2018. Registration page, specific dates, venue, prices TBD.
Dates are tentative yet very likely. Prices and venue TBD, registration page to follow.
This training class is certified by Lean Kanban University as ESP level training. Participants receive standard LKU certificates of class completion.
The ESP approach is not to impart large bodies of knowledge or complicated process solutions for you to implement. Instead, we bring in stories and exercises to give you many opportunities to reflect and discover options for what you could be managing differently and better in your enterprise. Like all of the Lean Kanban curriculum was created through collaboration of leading experts and validated many training classes around the world. As a result, you get pragmatic, actionable guidance you can implement in your organization next week - because it doesn't require permission, a large budget or getting others to change.
Each day includes four intensive 90-minute sessions. With proper breaks between the "quarters" as well as the lunch breaks, it takes about eight hours to complete each day's agenda. Here's the approximate schedule:
|9:00-10:30||Class session (Q1)|
|11:00-12:30||Class session (Q2)|
|1:30-3:00||Class session (Q3)|
|3:30-5:00||Class session (Q4)|
The schedule doesn't have to be 9 to 5. We adapt to local conditions and shift this eight-hour frame accordingly.
Here's the approximate day-to-day agenda of the five days of Enterprise Services Planning training.
|Q1||Introductions, Overview of strategy|
|Q2||Organizational risk categorization, corporate identity, fragility, resilience, robustness, antifragility, organizational dilemma|
|Q3||Fit-for-Purpose framework: core concepts|
|Q4||Fit-for-Purpose framework: managing for F4P, F4P cards and box scores, from insights to action, integrations|
|Q5||Custom risk assessment frameworks: visualizing risks, cost of delay, sequencing|
|Q6||Custom risk assessment frameworks: design your own,|
|Q7||Alignment of strategy and capability|
|Q8||Strategy review and survivability assessment|
|Q9||Cost of delay in depth: market payoff functions, delay cost functions, probable cost of delay in starting, urgency, optimal start date and class of service guidance|
|Q10||Real options, using options to manage under conditions of uncertainty, implications of uncertainty and options on organizational design|
|Q11||Embedded options, complex sequencing, custom risk assessment frameworks in more depth, shaping demand with policy|
|Q12||Shaping demand with capacity allocation|
|Q13||Risk hedging, dynamic WIP constraints|
|Q15||Mathematical properties of time in process, probabilistic forecasting of deliveries and projects|
|Q16||Labour pool liquidity, system liquidity|
|Q17||Volatility, turbulence, squeezes, Fit-for-Purpose case study, scaling, contrasting approaches to managing dependencies|
|Q18||Enabling capacity planning with Kanban cadences, options for dealing with irrefutable demand|
|Q19||Dependencies: summarizing various types of dependencies and various options for managing them (learned throughout the class)|
|Q20||Dynamic capacity reservation systems|