Also Top Management Needs To Be Agile!

#tad014 13.5.2014 !

Tapio Järvenpää Chief Disruption Officer, Motley Agency Ltd

@Tapsa_Jpaa

…or does it?

How often is the value of deliverables of an ICT-project measured?

• Always: 12 % • Never or almost never: 52 %

!

!

Source: TIVIA & Sofigate Oy, 7.5.2014

I think there is correlation!

How often are delivered features used?

What are your chances to make project success?

Hans Pelse, CEO, KER Oy Owner of the OneKER Transformation Program

“How do you know that a big ICT-project will fail? Kick-off meeting has been organized.”

what value?

repetition!

can do?get the good stuff done!

unconcious incompetence: we don’t know what we can’t!

concious incompetence:

we know what we need to learn!

Some people say it: “Think!”

Plan

Check Do

Act

- Arto Martonen, Cheerman of the Bored, Motley Agency Ltd

“People understand it when they see it and learn when they can try it!”

+ €

- €

A really long time!

Project’s business case calculation

A lots of money

Long time

+ €

- €

Long projects are delivered late!

+ €

- €

Late, over the budget projects don’t deliver to promise…

ICT-project dilemma 1: very little, if any, business value!+ €

- €

So called stra

tegic project

“Oh f**k, this just has

to be done

till end”

+ €

- €

unconscious"

incompetence CAN DO

ICT-project dilemma 2: very little, if any, learning!

conscious"

incompetence

+ €

- €

Plan Do" Do" Do

ICT-project dilemma 3: no space for continuous development!

How then?+ €

- €

Minimum Viable Product,

Minimum Desired Product, …

Launch - Learn -

Earn - Carry On

Oops…Sometimes it just doesn’t

stick together…

Are roles clear?Steering Committee:

• committed to success of the project and represents organisations whose success is dependent on the results of the project.

• speaks on behalf of the project in every occasion • arranges resources, mitigates risks, ensures good working conditions and performance • adapts the course according to external changes • project plan includes tasks for SteCo members also

Product Owner: • has a personal interest • service oriented • undisputed vision about what needs to get done • always available • prioritity setter • guides scrum teams, but does not manage • is the primary comms person

Project Manager: • execution follow-up (plan management) • methods and tools • escalations • time - cost - scope

VS.

1

Any signs of life in Steering Committee?

2

More meaningful agenda

• Business impact of first versions

• Feedback from users

• Maturity and readiness of next organisations / users to start benefit from the new system

• Risks beyond project’s authority / control

• Knowledge development

How is it going?http://www.agilelearninglabs.com

3

Check your assumptions!If they haven’t changed they’ve been forgotten by

majority.

4

The long line syndrome

5

Partner / Supplier Management?

6

JFDI!

!

Tapio Järvenpää Chief Disruption Officer, Motley Agency Ltd

@Tapsa_Jpaa