“Di trame e intrecci” Milan, february 16 2018 · “Di trame e intrecci” Milan, february 16th 2018. Index ... (65 percent), Lean (55 percent), Waterfall (48 percent), and Extreme

Balancing project dualities V1.1

Tiziano Villa, PMP® PMI-ACP®

“Di trame e intrecci” Milan, february 16th 2018

Index

PMI-NIC "Di trame e intrecci" - Balancing project dualities V1.1 - Copyright Tiziano Villa 2018 2

1. About project dualities

2. Waterfall VS Agile

3. Delivery VS Business

4. Explicit VS Tacit

5. Simple Vs Complex

6. Compliance VS Change

7. Summing-up

8. Contact info

1. About duality …


Rene Magritte,

La Decalcomanie, 1966

Maurits Cornelis Escher

Janus Bifrons, Vatican MuseumsThe smiling mule, reading the project charter!

Karma Kamaleon: the project soundtrack

a situation in which two opposite ideas, feelings,

concepts, aspects exist at the same time.

https://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiws5L6n9DYAhUINxQKHV2iDE0QjRwIBw&url=https://www.focus.it/ambiente/animali/10-cose-da-sapere-sui-camaleonti&psig=AOvVaw2Or6jQyz9EP4AdUFB7kBQN&ust=1515771687998810

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjQxanSsNDYAhXFXBQKHcM7BfMQjRwIBw&url=http://bora.la/2016/03/21/mulo-trieste-letimologia-della-parola/&psig=AOvVaw2LsmjWVQme4mhfA4Dczx2B&ust=1515776190903637

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwigxavgr9DYAhXGUhQKHcjbB7YQjRwIBw&url=http://www.toyota.com.cn/innovation/environmental_technology/plugin_hybrid/&psig=AOvVaw0ZGP2E0Szhb8YMVaKCnD6_&ust=1515775979518028

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&ved=0ahUKEwjErpb3odDYAhWHPxQKHTECCI0QjRwIBw&url=http://www.astronavepegasus.it/pegasus/index.php/spiritualita-e-riflessione/352-non-dualita-e-vita-sociale-eric-baret&psig=AOvVaw2R6sgiYR61GTr6UOK2zhRe&ust=1515772255186815

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwjA07zz-ZXZAhVKsxQKHVNqAFkQjRx6BAgAEAY&url=http://matdidattica.altervista.org/arte.htm&psig=AOvVaw04C15p7yW72p2CebQLtef1&ust=1518166587272838

1. From walls to bridges…


✓ Resistence to change/innovation

✓ Less options towards

problems/opportunities

✓ Oversimplification

✓ Win-Lose approach

✓ Groupthink

✓ Complacency in the confort zone

✓ Openness to exchange

✓ Learning by intrusion

✓ Win-Win approach

✓ Blend of good practices

Ponte di barche a Spessa Po, 1928

✓ Serendipity at a glance

More ✓ options to spend

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwjC74T1hJbZAhVM7RQKHTSuAt4QjRx6BAgAEAY&url=http://mindsetmtn.com/2016/01/11/where-are-your-brick-walls/&psig=AOvVaw2MkC11Rp2BTQ36oTw1jfTt&ust=1518169659267329

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwi1wemBiZbZAhXKsxQKHdYjCAwQjRx6BAgAEAY&url=http://www.lombardiabeniculturali.it/fotografie/schede/IMM-F0110-0000066/&psig=AOvVaw1jVKNqDH3dj8j3VMfWp5Io&ust=1518170758724198

1. Sketching the scene: good or bad?

5PMI-NIC "Di trame e intrecci" - Balancing project dualities V1.1 - Copyright Tiziano Villa 2018

20172014

2014

2017

2017

https://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwjDtoS385XZAhUM1RQKHR-_BjIQjRx6BAgAEAY&url=https://rimeastafrica.org/2017/05/08/knowledge-management-101/&psig=AOvVaw3eakmkF9DFbxcel66fs_PQ&ust=1518164930338920

1. The more the standards, the more the danger of…


➢ Confusion

➢ Ambiguity

➢ Analysis Paralysis

➢ Collision

➢ Standards harmony over project results

➢ Waste of time

➢ Feeling of incompetence

Balancing

project

dualities

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwiXgJbLlZbZAhWLQBQKHaQbAXwQjRx6BAgAEAY&url=http://atozstore.com.au/product/danger-sign-do-not-enter-2/&psig=AOvVaw2huX7SbNhWzhVS4BhC0klv&ust=1518174122651560

1. Five project dualities (but not limited to ...)

7PMI-NIC "Di trame e intrecci" - Balancing project dualities V1.1 - Copyright Tiziano Villa 2018

20172014

2014

2017

2017

Waterfall

VS

Agile

Delivery

VS

BusinessExplicit VS Tacit

Simple

VS

Complex

Compliance

VS

Change

https://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=2ahUKEwjDtoS385XZAhUM1RQKHR-_BjIQjRx6BAgAEAY&url=https://rimeastafrica.org/2017/05/08/knowledge-management-101/&psig=AOvVaw3eakmkF9DFbxcel66fs_PQ&ust=1518164930338920

1. Balancing dualities: a must for project managers!


Integration is

a critical skill

for project managers(PMBOK® 6th ed.)

https://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjW1cjQp5nZAhWKuBQKHdjIB64QjRwIBw&url=https://www.marketingdonut.co.uk/blog/16/10/fine-art-of-balancing-your-digital-marketing&psig=AOvVaw38knWyfRc6rBmIoLUcX-Us&ust=1518282050935595

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwiZt-2HqJnZAhUEbxQKHZZFA2kQjRwIBw&url=http://www.newlife4kokomo.org/unfazed-how-to-deal-with-opposition/&psig=AOvVaw1frkBNdYqHaCBiq6Bh4Wp7&ust=1518282170719913

2. Waterfall VS Agile: which truth?


Traditionalists say:

Waterfall is to an agilist,

what garlic is to a vampire

Agilists say:

Agile is to a traditionalist,

what wine is to a teetotaller

Waterfall

VS

Agile

http://scienzaemusica.blogspot.com/2013/02/laglio-lo-scacciavampiri.html

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjWoePWxorYAhUHUBQKHapLCksQjRwIBw&url=http://www.cruise.co.uk/onboardwithalison/the-wine-expert-was-teetotal/&psig=AOvVaw1chUEwhFiJY541BUD69D95&ust=1513376959056445

https://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwi7-vqW6qnZAhUBvhQKHYvvDiEQjRwIBw&url=https://www.investireoggi.it/fisco/notizie-false-bufale-dal-bar-ai-social-media/&psig=AOvVaw3qK6aBhEt-4WFK83TmNqsF&ust=1518849674675191

2. Waterfall guy VS Agile guys


Henry Gantt (1861-1919)

Product

Owner

Swarmer

Scrum

Master

Agile

evangelist

Self-organizing team

T-shaped

I-shaped

Oh, my

god!

http://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjF-oapuYrYAhVJuBoKHeO7AxgQjRwIBw&url=http://lacapannadelsilenzio.it/qualcuno-volo-nido-cuculo/&psig=AOvVaw1bm-Oq-6A_mp_x49hd6DK8&ust=1513373363829038

https://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwinsrTKuYrYAhUCOBoKHeYTCQMQjRwIBw&url=https://www.sinnaps.com/en/product/project-management-gantt&psig=AOvVaw1xKC5idJJ_rwDGJigWFCB9&ust=1513373441754726

2. Options for balancing the duality


➢ Agility as a common field

➢ Hybrid life cycles

➢ Roles and responsibilities

2. Agile is not agility


Reference: PMI – Pulse of the profession “Achieving greater ability”, 2017

Agile

Agility (also referred as

OA – Organizational Agility)

is the capability to quickly

sense and adapt to external

and internal changes to

deliver results in a productive

and cost-effective manner.

Agility

a way to be

a way to change

https://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjZ886W9o7YAhUFVRQKHU0tClAQjRwIBw&url=https://www.learningsolutionsmag.com/articles/1406/what-does-it-mean-to-be-agile&psig=AOvVaw0_N6Sdq6Y1K-ixIm5vpqlM&ust=1513526817356069

https://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwj4_PTh_I7YAhUJxRQKHdkfCQAQjRwIBw&url=https://leadingforlearning1.weebly.com/skills-for-leading-change.html&psig=AOvVaw0RDJb1PhecC5BqLg-ArfDn&ust=1513528875191351

2. Agility


Agility is the capability to balance:

• Stability with Flexibility,

• Order with Caos (“Chaordic” by Dee Hock 1999),

• Planning with Execution,

• Control with speed,

to deliver customer value reliably in the face of uncertainty and

change.(Sanjiv Augustine, 2005).

Agility is a balance – not a battle – of choices on condition that,

including a switch from agile to waterfall, if needed …

2. Organizational Agility


The most “agile organizations” are more likely to use several different project management approaches,

including agile/incremental/iterative project management practices (65 percent), Lean (55 percent), Waterfall (48 percent), and Extreme (37 percent).

This suggests that organizations are blending methods or using a hybrid approach by adapting aspects of proven models to the unique needs of the project, the organization, its industry, and the market.

Organizations that use more than one approach are able to reconfigure their processes and combine different techniques to cope with their own distinctive challenges.

In today’s fast-moving, perpetually changing market, a culture of organizational agility

that enables flexibility and the use of the right approach for the right project is an essential strategic competence.

PMI 2015 – “Capturing the value of project management through organizational agility”

2. Hybrid project life cycles 1/2


Agile Agile Predictive Predictive

Agile Agile Agile Agile

Predictive Predictive Predictive

Example: “Development of a new trade platform (agile) and its

rollout and training of different end-user targets (predictive)”

Example: “A cultural event with predictive workstreams such

as location, booking system, lodging and an adaptive artistic

journey”

Reference: PMI – Agile Practice Guide, 2017

2. Hybrid project life cycles 2/2


PredictiveAgile

Agile Predictive

Reference: PMI – Agile Practice Guide, 2017

Example: “A building project of a predictable facility with a

new roofing marerial (adaptive)”

Example: “Devepolment of an innovative e-learning suite

(adaptive) that must integrate a database of structured case

studies previously developed by an external supplier (predictive)”.

2. The homeless project manager


https://www.google.it/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjxj8T1l4rYAhULPRoKHWQZB7YQjRwIBw&url=https://www.youtube.com/watch?v=PJpr7L7N2Ho&psig=AOvVaw2FL4XekuC0C9l622kgVy87&ust=1513364311086273

2. PM in a full agile project


Which project management activities remain taken on PM’s responsibility,

regardless agile roles?

Design the projectzied organization (structure,roles, venues, information system),

Acquire resourses for agile teams from functional structures,

Determine and control budget,

Conduct, control and close procurements,

Manage overall project risks,

Manage project knowledge (transfer and sharing),

Managing organizational change due to the new solution carried out by the project,

Managing integration between project and operations,

Manage project benefits and address overall project decisions.

2. Two organizational project layers


SM -

Scrum

Masters

DT -

Development

Teams

APO – Area

Product

Owners

SME-

Subject

Matter

Experts

PO – Product

Owner

PM -

Project

Manager

PS –

Project

Sponsor

PS - Project Board

Governance

Execution

Documents

“Di trame e intrecci” Milan, february 16 2018 · “Di trame e intrecci” Milan, february 16th 2018. Index ... (65 percent), Lean (55 percent), Waterfall (48 percent), and Extreme