If you need to run a project you ve already failed #noprojects

Transcription

1 If you need to run a project you ve already failed #noprojects Evan Leybourn Agile Business Conference, 2016

2 Come with an open mind This is a controversial topic

3 PART ONE Understanding projects

4 What exactly is a project? A temporary endeavor undertaken to create a unique product, service or result.

5 A brief history 1697 Daniel Defoe An Essay upon Projects I shall trace the original of the projecting humour that now reigns no farther back than the year 1680, dating its birth as a monster then, though by times it had indeed something of life in the time of the late civil war. I allow, no age has been altogether without something of this nature, and some very happy projects are left to us as a taste of their success; as the water-houses for supplying of the city of London with water, and, since that, the New River both very considerable undertakings, and perfect projects, adventured on the risk of success. After the Fire of London the contrivance of an engine to quench fires was a project the author was said to get well by, and we have found to be very useful. But about the year 1680 began the art and mystery of projecting to creep into the world.

6 A brief history 1765 Joseph Priestley Chart of Biography

7 A brief history 1786 William Playfair The Commercial and Political Atlas

8 A brief history 1776 Adam Smith [a pin-maker who] could not An Inquiry into the make twenty [pins in a day]. But in the way in which this Nature and Causes of business is now carried on I the Wealth of Nations have seen a small manufactory where ten men only were employed. Those ten persons could make among them upwards of fortyeight thousand pins in a day.

9 A brief history 1896 Karol Adamiecki Harmonogram & Henry Gantt Gantt Chart

10 A brief history 1911 Frederick Winslow Taylor The Principles of Scientific Management

11 A brief history 1930s Project Management emerges Line of Balance / Flow Line Scheduling Empire State Building

12 A brief history 1950s Project Management emerges CPM / PERT DuPont ( the first project ) Apollo missions

13 A brief history 1960s The Software Crisis NATO Conference on Software Engineering

14 A brief history 1970s Project Management as a profession PMI (1969) Iron Triangle (Dr. Martin Barnes, 1969) Waterfall (Winston Royce, 1970) PROMPT/PRINCE2

15 A brief history 1980s Agile

16 but we have a problem

17 Projects focus on the wrong thing What is measurable not what is valuable

18 Projects are temporary (products aren t) Products don t end when the project does don t artificially constrain them & lose key skills

19 Projects fail The definition of insanity is to do the same thing and expect a different result

20 Projects are expensive The three O s of project cost; 1. Overheads, 2. Overruns and 3. Opportunity costs

21 PART TWO introducing #noprojects

22 Continuous change is the alternative! The approach and structure to successfully deliver continuous change without a project

23 What is #noprojects? The alignment of activities to outcomes measured by value, constrained by guiding principles and supported by continuous delivery technologies

24 The continuous culture Continuous delivery, deployment, monitoring, strategy, planning, design, marketing,

25 PART THREE Where to begin

26 Outcomes over outputs Outcomes are valuable, planned, slowly changing and define a common direction for all work

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28 Working principles Common, agreed, and prioritised constraints that shape all activities (e.g. quality, communication, staff engagement, security, or branding)

29 Understanding the value of work Value degrades

30 Understanding the value of work High value activities may come later

31 Understanding the value of work Local Maxima

32 Understanding the value of work The So What Factor

33 Value delivery teams Dedicated cross-functional teams that contain the required skills to deliver an outcome (e.g. developers, testers, HR, accountants, sales/marketing)

34 PART FOUR Delivering work

35 The activity canvas An activity is any discrete work that is undertaken as part of a change

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39 The technology of #noprojects Automated testing, continuous integration, continuous delivery, and DevOps

40 Funding #noprojects Change the question not how much will this cost?, but rather how much is it worth?

41 2 days of authentic short stories and facilitated deep dives on business agility; focusing on organisational design, market disruption and product innovation, agile outside IT and next-gen leadership.

42 Evan Leybourn IBM GBS slideshare.net/eleybourn sg.linkedin.com/in/evanleybourn