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. It is often futile, under such condition, to plan specific results, deliverables, and milestones. The VUCA reality quickly tosses such plans out of the window. Does this sound like your enterprise? ESP can help! What you can do is, plan the capacity of your services to sense, respond and deliver the right levels of service that meet customers' purpose. You can plan the mechanisms of feedback to keep your network of services balanced and capable to execute your strategy. You can plan to avoid risks your enterprise can't take and to manage the risks it chooses to take. That's what we mean by "planning."
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.
(This is a brief overview. The detailed agenda is near the bottom of the page.)
Executive Track material plus:
Executive Track and Product Manager's Track material plus:
|Toronto - Full Program|
|June 4-8||Frankfurt - Full Program|
|July 12-13||Toronto (Executive Track only)|
|Nov 5-9||Washington - Full Program (registration opening soon)|
|Nov 2018 or 2019||Mexico City (Executive Track only)|
|Dec 2018 or 2019||Amsterdam|
Alexei Zheglov - he is one of the key contributors to ESP and has more experience applying and teaching it than anyone except the ESP originator David J Anderson. Alexei is a co-author of the new business book, Fit-for-Purpose: How Modern Businesses Find, Satisfy & Keep Customers.
Participants receive standard Lean Kanban University (LKU) certificates of class completion. Executive Track participants are credited with ESP Modules I and II; Product Manager Track participants, Modules I-III; Expert Track participants, Modules I-V.
The ESP training 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)|
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|
|Executive Track ends|
|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, prioritizing market segments|
|Product Manager Track ends|
|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|