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Organisations keep on sending project personnel to different training and education programs. Methodologies evolve and tools improve, but project performance keeps the same. There seem to be invisible obstacles on the way to success. In his speech Tapsa speculates with the possibility that it might be the management that should be trained and working habits changed. The speech includes topics like steering committee is under utilised resource, are right things measured?, why communication efforts don’t make an impact and why bold targets get diluted over the course of project execution.
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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!”
+ €
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A really long time!
Project’s business case calculation
A lots of money
Long time
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Long projects are delivered late!
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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”
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unconscious"
incompetence CAN DO
ICT-project dilemma 2: very little, if any, learning!
conscious"
incompetence
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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
