Innovative IT Project Management Practices                – Faster, Better, Cheaper 2.0                       Tathagat Var...
2   5/2/11
Disclaimer  These are my personal opinions on the subject, and in no   way represent that of my employer                 ...
Work then…Blue-collar, Manual, Repetitive, Worker exploitation, Long hours,Unsafe work conditions, Individual productivity...
…and now!White-collar, Knowledge-worker, Gender equality, Work-life balance,Virtual teams, Globalised, Gen Y, Diversity, M...
Computers then…Specialized equipment, Voluminous, Very costly, Not user-friendly,Required experts to operate, Forklift upg...
…and now!Multi-device, Kids to Old users, Business to Entertainment toLifesaving, Portable, User-friendly, Affordable, Rap...
Adoption of computers                  8     5/2/11
Cycle time today                   9   5/2/11
Component cost today                 10    5/2/11
Incomes and Consumption today                 11             5/2/11
Nokia Timeline (number of handsets)                   12                 5/2/11
500                                             400                                       300                             ...
iPod, iPhone, iPad – first 3 years sales4030                                      28.0             40.0                   ...
Growth in Social Network Patents                   15              5/2/11
Where are we headed with all this? The world is your consumer – ›  rare   use-cases to be the norm Innovate at light-spe...
Faster, Better, Cheaper (FBC) 1.0 The real Holy Grail  of Software  Development Pick any two! Pick any one!!           ...
How do we deliver software Faster? By cutting quality? By cutting features? By cutting process? By latest technology a...
How do we deliver software Better? Formal methods? ISO / CMM / CMMi? PMP / PRINCE2? Open Source? Agile / Scrum? Hire...
How do we deliver software Cheaper? Outsourcing? Quick and dirty methods? Reuse? Cloud?                  20           ...
Cost Overrun over the Years                      21      5/2/11
Schedule Overrun over the Years                       How does a                       project get                        ...
Chaos Report 2009  The most authoritative and comprehensive survey on IT project   performance since last 15+ years  "Th...
Chaos Report over the years   Successful: deliver on-time, on-budget, with required    features and functions   Challeng...
Is there a ‘Silver Bullet’?   No Silver Bullet (NSB): there is no single development,    in either technology or manageme...
Why is it, considering that… We improved the process from waterfall days Individuals are smarter than ever before Teams...
Where is the missing piece? People     Process        Tech    ???                      27          5/2/11
The missing piece is...the Interlock                                       SUCCESSPeople      Process        Tech         ...
Faster, Better, Cheaper 2.0 Tighter alignment of People, Process  and Technology ›  Program management vs. Delivery Manag...
Process Ideas to achieve BFC 2.0 Agile Scrum Lean TOC Kanban Scrum-ban Program Management …let’s discuss them…    ...
31   5/2/11
Scrum        32   5/2/11
Lean Principles Identify customers and specify value Identify and map the value stream Create flow by eliminating waste...
Wastes (“muda”) in Lean Identified by Taiichi Ohno, these are: ›  Overproduction ›  Delay ›  Transporting ›  Over-process...
Kanban-based production  Limit WIP (Work in Progress, aka “Inventory”)  Move from ‘monolithic releases’ to ‘phased relea...
Kanban-based software engineering Identify product’s MMF (Minimum Marketable  Features) Prioritize their value Plan you...
Kanban Board               37   5/2/11
Scrum-ban  Software production model based on   Scrum and Kanban ›    Scrum practices + Kanban workflow  Especially suit...
Theory of Constraints (TOC) in PM                   39               5/2/11
Program Management  Centralized coordinated management of a program to   achieve program’s strategic objectives and benef...
Project Management Office (PMO)  A PMO is an organizational body assigned various   responsibilities related to the centr...
Primary Functions of PMO Managing shared resources across all projects  administered by PMO Identify and develop PM meth...
Project Manager vs. PMO  PMs and PMOs pursue different objectives and, as such,   are driven by different requirements. A...
Right-size the process for innovation?                    44               5/2/11
Conclusions Your Customers expect top-quality  innovative solutions in less time and  lesser dollars than ever before! C...
References  http://www.poppendieck.com/  www.lean.org  https://scholarsbank.uoregon.edu/xmlui/bitstream/handle/1794/780...
References    http://www.infoq.com/articles/hiranabe-lean-agile-kanban    http://blogs.imeta.co.uk/tquinn/archive/2009/0...
Questions  Mail: tathagatvarma@yahoo.co.in  Blog: http://managewell.net                                 48   5/2/11
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Innovative it project management practices

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Innovative it project management practices

  1. 1. Innovative IT Project Management Practices – Faster, Better, Cheaper 2.0 Tathagat Varma, Sr. Director Corp PMO and Business Ops 30-Apr-2011
  2. 2. 2 5/2/11
  3. 3. Disclaimer  These are my personal opinions on the subject, and in no way represent that of my employer 3 5/2/11
  4. 4. Work then…Blue-collar, Manual, Repetitive, Worker exploitation, Long hours,Unsafe work conditions, Individual productivity driven, Huge capex 4 5/2/11
  5. 5. …and now!White-collar, Knowledge-worker, Gender equality, Work-life balance,Virtual teams, Globalised, Gen Y, Diversity, Multiple careers 5 5/2/11
  6. 6. Computers then…Specialized equipment, Voluminous, Very costly, Not user-friendly,Required experts to operate, Forklift upgrades, Hardware-heavy 6 5/2/11
  7. 7. …and now!Multi-device, Kids to Old users, Business to Entertainment toLifesaving, Portable, User-friendly, Affordable, Rapid upgrade cycles 7 5/2/11
  8. 8. Adoption of computers 8 5/2/11
  9. 9. Cycle time today 9 5/2/11
  10. 10. Component cost today 10 5/2/11
  11. 11. Incomes and Consumption today 11 5/2/11
  12. 12. Nokia Timeline (number of handsets) 12 5/2/11
  13. 13. 500 400 300 200 100 0 Feb-04 Jul-04 Dec-04 May-05 Oct-05 Mar-06 Aug-06 Jan-0713 Jun-07 Nov-07 Apr-08 Sep-08 Feb-09 Jul-09 Dec-09 Facebook timeline (users in millions) May-105/2/11
  14. 14. iPod, iPhone, iPad – first 3 years sales4030 28.0 40.0 14.8 iPod20 1.4 11.6 20.7 iPhone10 iPad iPad 0.4 iPhone 0 0.9 4.4 iPod Year1 Year2 Year3 14 5/2/11
  15. 15. Growth in Social Network Patents 15 5/2/11
  16. 16. Where are we headed with all this? The world is your consumer – ›  rare use-cases to be the norm Innovate at light-speed or die – ›  obsolescence at unprecedented rate Faster, Better, Cheaper – ›  this is serious this time! 16 5/2/11
  17. 17. Faster, Better, Cheaper (FBC) 1.0 The real Holy Grail of Software Development Pick any two! Pick any one!! 17 5/2/11
  18. 18. How do we deliver software Faster? By cutting quality? By cutting features? By cutting process? By latest technology and tools? By shortchanging user experience? 18 5/2/11
  19. 19. How do we deliver software Better? Formal methods? ISO / CMM / CMMi? PMP / PRINCE2? Open Source? Agile / Scrum? Hire smart engineers, build smart teams? 19 5/2/11
  20. 20. How do we deliver software Cheaper? Outsourcing? Quick and dirty methods? Reuse? Cloud? 20 5/2/11
  21. 21. Cost Overrun over the Years 21 5/2/11
  22. 22. Schedule Overrun over the Years How does a project get late by a month ??? 22 5/2/11
  23. 23. Chaos Report 2009  The most authoritative and comprehensive survey on IT project performance since last 15+ years  "This years results show a marked decrease in project success rates, with 32% of all projects succeeding which are delivered on time, on budget, with required features and functions" says Jim Johnson, chairman of The Standish Group, "44% were challenged which are late, over budget, and/or with less than the required features and functions and 24% failed which are cancelled prior to completion or delivered and never used." "These numbers represent a downtick in the success rates from the previous study, as well as a significant increase in the number of failures", says Jim Crear, Standish Group CIO, "They are low point in the last five study periods. This years results represent the highest failure rate in over a decade" 23 5/2/11
  24. 24. Chaos Report over the years   Successful: deliver on-time, on-budget, with required features and functions   Challenged: late, overbudget, and/or with less then the required features and functions   Failed: cancelled prior to completion or delivered and never used 2009 2006 2004 2002 2000 1998 1996 1994 Successful 32% 35% 29% 34% 28% 26% 27% 16% Challenged 44% 19% 53% 15% 23% 28% 40% 31% Failed 24% 46% 18% 51% 49% 46% 33% 53% 24 5/2/11
  25. 25. Is there a ‘Silver Bullet’?   No Silver Bullet (NSB): there is no single development, in either technology or management technique, which by itself promises even one order-of-magnitude improvement within a decade in productivity, in reliability, in simplicity – Fred Brookes, 1986   High-level languages ?   4GL?   OOP?   Reuse?   Offshoring?   Rapid Prototyping?   What next ? 25 5/2/11
  26. 26. Why is it, considering that… We improved the process from waterfall days Individuals are smarter than ever before Teams are highly empowered Tools have never been better Languages support faster development QA automation levels are all-time high Customers are highly ‘educated’ Why…why…why…??? 26 5/2/11
  27. 27. Where is the missing piece? People Process Tech ??? 27 5/2/11
  28. 28. The missing piece is...the Interlock SUCCESSPeople Process Tech ??? !!! 28 5/2/11
  29. 29. Faster, Better, Cheaper 2.0 Tighter alignment of People, Process and Technology ›  Program management vs. Delivery Management ›  Empowered teams vs. guided teams ›  Situational Leadership vs. Command and Control Optimize Whole, not just the Parts alone ›  Lean vs. Agile Fail fast to succeed faster ›  Innovate, Iterate, Improve 29 5/2/11
  30. 30. Process Ideas to achieve BFC 2.0 Agile Scrum Lean TOC Kanban Scrum-ban Program Management …let’s discuss them… 30 5/2/11
  31. 31. 31 5/2/11
  32. 32. Scrum 32 5/2/11
  33. 33. Lean Principles Identify customers and specify value Identify and map the value stream Create flow by eliminating waste Respond to customer pull Pursue perfection 33 5/2/11
  34. 34. Wastes (“muda”) in Lean Identified by Taiichi Ohno, these are: ›  Overproduction ›  Delay ›  Transporting ›  Over-processing ›  Inventory ›  Motion ›  Making Defective Parts 34 5/2/11
  35. 35. Kanban-based production  Limit WIP (Work in Progress, aka “Inventory”)  Move from ‘monolithic releases’ to ‘phased releases’ 35 5/2/11
  36. 36. Kanban-based software engineering Identify product’s MMF (Minimum Marketable Features) Prioritize their value Plan your releases around them Release highest-value features first to maximize ROI To accelerate delivery, have the entire team collaborate on one feature at a time and perform releases as often as possible 36 5/2/11
  37. 37. Kanban Board 37 5/2/11
  38. 38. Scrum-ban  Software production model based on Scrum and Kanban ›  Scrum practices + Kanban workflow  Especially suited for maintenance projects with frequent and unexpected user stories or programming errors  Major difference between Scrum and Kanban are derived from the fact that in Scrum work is divided into timeboxed sprints whereas in Kanban, the workflow is continuous 38 5/2/11
  39. 39. Theory of Constraints (TOC) in PM 39 5/2/11
  40. 40. Program Management  Centralized coordinated management of a program to achieve program’s strategic objectives and benefits that are not available from managing the sub-projects individually  Focuses on the project interdependencies and helps to determine the optimal approach for managing them. Action related to these interdependencies may include: ›  Resolve resource constraints and/or conflicts that affect multiple projects within the system ›  Align organizational/strategic direction that affects project and program goals and objectives ›  Resolve issues and change management within a shared governance structure
  41. 41. Project Management Office (PMO)  A PMO is an organizational body assigned various responsibilities related to the centralized and coordinated management of those projects under its domain  Responsibilities can range from providing project management support to actually being responsible for the direct management of project  Project supported or administered by PMO may not be related, other than being managed together 41 5/2/11
  42. 42. Primary Functions of PMO Managing shared resources across all projects administered by PMO Identify and develop PM methodology, best practices and standards Coaching, mentoring, training and oversight Monitor compliance with PM standard policies, etc. Develop and manage project policies, etc. Coordinate communication across projects
  43. 43. Project Manager vs. PMO  PMs and PMOs pursue different objectives and, as such, are driven by different requirements. All of these efforts, however, are aligned with the strategic needs of the organization. Differences: ›  PM focuses on the specified project objectives, while the PMO manages major program scope changes which may be seen as potential opportunities to better achieve business objectives ›  PM controls the assigned project resources to best meet project objectives while the PMO optimizes the use of shared organizational resources across all projects ›  PM manages the constraints (scope, schedule, cost, and quality, etc.) of the individual projects while the PMO manages the methodologies, standards, overall risk/productivity, and independencies among projects at the enterprise level 43 5/2/11
  44. 44. Right-size the process for innovation? 44 5/2/11
  45. 45. Conclusions Your Customers expect top-quality innovative solutions in less time and lesser dollars than ever before! Competing on ‘cost arbitrage’ or ‘part quality’ is necessary but not enough! Your project management processes must mirror the real world Process improvement is a journey, not a destination 45 5/2/11
  46. 46. References  http://www.poppendieck.com/  www.lean.org  https://scholarsbank.uoregon.edu/xmlui/bitstream/handle/1794/7807/2005- tatum.pdf?sequence=1  http://www.lean.org/common/display/?JimsEmailId=63  http://ectd.du.edu/source/uploads/12702675.pdf  http://leansoftwarepractices.com/  http://scalingsoftwareagility.wordpress.com/2008/08/30/enterprise-agility-the-big- picture-9-the-agile-product-manager/  http://leansoftwareengineering.com/2007/10/27/kanban-bootstrap/  http://www.slideshare.net/RossC0/kanban-for-software-engineering-apr-242  http://jamesshore.com/Articles/Business/Software%20Profitability%20Newsletter/ Phased%20Releases.html  http://softwarebynumbers.org/ 46 5/2/11
  47. 47. References  http://www.infoq.com/articles/hiranabe-lean-agile-kanban  http://blogs.imeta.co.uk/tquinn/archive/2009/08/19/kanban-board.aspx  http://leansoftwareengineering.com/ksse/scrum-ban/  http://en.wikipedia.org/wiki/Scrum_(development)  http://cb.hbsp.harvard.edu/cb/web/ product_detail.seam;jsessionid=8D8BACDD4CC4F2F87B3CD58D2ED10332? R=86116-PDF-ENG&conversationId=22181&E=48834  http://javamaster.wordpress.com/2009/07/24/scrum-based-task-management/  http://aaron.sanders.name/agile/naked-planning-explained-kanban-in-the-small  http://www.dennisstevens.com/2010/06/07/kanban-and-when-will-this-be-done/  http://availagility.co.uk/tag/kanban/  http://managewell.net 47 5/2/11
  48. 48. Questions  Mail: tathagatvarma@yahoo.co.in  Blog: http://managewell.net 48 5/2/11

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