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Starting a project                                     Craig Brown                     Speaking at Swinburne University   ...
I was invited to talk to Jim Burrow’s projectmanagement class at Swinburne University.It occurred to me that when I came i...
PART 1WHY
Business Model Canvas    Alex Osterwalder
Cynevin - Dave Snowden
Michael porter – 5 Forces
Michael porter – Value Chain
Strategy Map - Kaplan + Norton
Organisation MissionStrategy 1    Strategy 2     Strategy 3     Strategy 4                       Money                    ...
Organisation Mission        Strategy 1    Strategy 2   Strategy 3   Strategy 4MoneyCustomersEfficiency and EffectivenessAd...
Organisation Mission        Strategy 1    Strategy 2   Strategy 3   Strategy 4        projectsMoneyCustomers              ...
PART 2WHAT
Financial Process                                            Customer                         Scorecardefficiency         ...
The Quadruple Constraint                  Time                 Quality         Scope             CostWarning: Quality has ...
Jim Highsmith
Who are the stakeholders?•   Who is in charge?•   Who makes the decisions?•   Who can veto decisions?•   Who has local exp...
What does Done look like?What will it look like when it’s done?
T he marketing mixPrice Promotion Product Place              People          Process PhysicalsPersonalization    Peer to P...
Lean Start-up
PART 3HOW
Understand                     Look at the                 Identify potential                     market – are            ...
Should it be a project?
Cross                        Time, Cost and A target      A defined life                                organisational   N...
Plans are    useless.  Planning isindispensable.   Dwight Eisenhower
No plan  survivescontact with the enemy Helmuth von Moltke
Process GroupsInitiate              Plan                           Monitor &                            Control           ...
Figure 1.1 Project Life Cycle(Gray & Larson, 2006, p6)
Structuring the team
S     SpecificM   MeasurableA    AchievableR     RelevantT   Time-bound
Work Breakdown Structure    T he right way                    T he wrong way   Focus on physical deliverables    Focus on ...
Product Breakdown Structure
Story Map
Agile delivery
BEYOND THE PROJECT
projects               projects                                      projects  projects                        projects   ...
PortfolioProgramme     Programme           Projects   Project                                              Project        ...
Different views from senior management     on what (and how) should be done
Capacity      Competition for (& effective utilisation of) resources
T eam Design Principles• T eams work best when they understand each       • Competition for scarce resources wastes those ...
Credits
@brown_noteBetterProjects.netCraig.Brown@BetterProjects.netau.linkedin.com/in/craigwbrown
How to Start a Project
How to Start a Project
How to Start a Project
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How to Start a Project

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What should you consider when starting a project? What models and aprpaoches can help get you off to a good start?

Published in: Business, Technology

Transcript of "How to Start a Project"

  1. 1. Starting a project Craig Brown Speaking at Swinburne University 2 April 2010 @brown_note
  2. 2. I was invited to talk to Jim Burrow’s projectmanagement class at Swinburne University.It occurred to me that when I came into the ITindustry as an analyst one of the most usefulexperience I brought with me were acollection of modelling techniques I hadlearned about in business school.Furthermore, while there is plenty ofmodelling going on in the IT world, I continueto see an absence of business models in ITcontexts. So I thought I would talk about somemodels, how I used them and how they cancontribute to successful project outcomes.The theme here is “Know what done looks likeby using models that your business clients andpartners are familiar with.”
  3. 3. PART 1WHY
  4. 4. Business Model Canvas Alex Osterwalder
  5. 5. Cynevin - Dave Snowden
  6. 6. Michael porter – 5 Forces
  7. 7. Michael porter – Value Chain
  8. 8. Strategy Map - Kaplan + Norton
  9. 9. Organisation MissionStrategy 1 Strategy 2 Strategy 3 Strategy 4 Money Customers Efficiency and Effectiveness Adaptability
  10. 10. Organisation Mission Strategy 1 Strategy 2 Strategy 3 Strategy 4MoneyCustomersEfficiency and EffectivenessAdaptability
  11. 11. Organisation Mission Strategy 1 Strategy 2 Strategy 3 Strategy 4 projectsMoneyCustomers projects projectsEfficiency and EffectivenessAdaptability projects
  12. 12. PART 2WHAT
  13. 13. Financial Process Customer Scorecardefficiency satisfaction Learning and innovation Balance Scorecard - Kaplan & Norton
  14. 14. The Quadruple Constraint Time Quality Scope CostWarning: Quality has many definitions
  15. 15. Jim Highsmith
  16. 16. Who are the stakeholders?• Who is in charge?• Who makes the decisions?• Who can veto decisions?• Who has local expertise?• Who can (and is likely to) say no?
  17. 17. What does Done look like?What will it look like when it’s done?
  18. 18. T he marketing mixPrice Promotion Product Place People Process PhysicalsPersonalization Peer to Peer Participation Predictive models
  19. 19. Lean Start-up
  20. 20. PART 3HOW
  21. 21. Understand Look at the Identify potential market – are their wantsand existing their needs and needs customers being met? How do Can you Can you do customersdeliver the it well, fast feel about goods? or cheap? your brand image? Look at Mobilize Build and specific your sell your customer resources product stories
  22. 22. Should it be a project?
  23. 23. Cross Time, Cost and A target A defined life organisational New or unique performance outcome span participation requirements One team or Creating the No constraints Go onExplorations one person same thing on time, cost or indefinitely working alone multiple times performance
  24. 24. Plans are useless. Planning isindispensable. Dwight Eisenhower
  25. 25. No plan survivescontact with the enemy Helmuth von Moltke
  26. 26. Process GroupsInitiate Plan Monitor & Control Close Implement
  27. 27. Figure 1.1 Project Life Cycle(Gray & Larson, 2006, p6)
  28. 28. Structuring the team
  29. 29. S SpecificM MeasurableA AchievableR RelevantT Time-bound
  30. 30. Work Breakdown Structure T he right way T he wrong way Focus on physical deliverables Focus on processes, phases and that are meaningful and valuable project activities to the clientMeasure progress in terms that are meaningful to the client.
  31. 31. Product Breakdown Structure
  32. 32. Story Map
  33. 33. Agile delivery
  34. 34. BEYOND THE PROJECT
  35. 35. projects projects projects projects projects projects projects projectsprojects projects projects projects
  36. 36. PortfolioProgramme Programme Projects Project Project Projects Project Project Project Project Projects Projects
  37. 37. Different views from senior management on what (and how) should be done
  38. 38. Capacity Competition for (& effective utilisation of) resources
  39. 39. T eam Design Principles• T eams work best when they understand each • Competition for scarce resources wastes those other and are focused on the same goals. T his resources applies most importantly to understanding the – Isolate dependencies as much as possible by customer’s motivations and goals creating self sufficient delivery teams – So align teams with clients for best • Our ability to deliver is only as good as the results weakest link• Focus trumps utility by orders of magnitude – Ensure that all teams are staffed with – So model teams around focused goals rather sufficient capability. Manage structural than maximum utility and systematic deficiencies as an operations• Cross functional teams can overcome most risk. problems on their own • Success relies on meeting or exceeding – So staff teams sufficiently to do the work expectations. and get out of their way – So ensure you know your demand and capacity. Do this by gathering empirical data.
  40. 40. Credits
  41. 41. @brown_noteBetterProjects.netCraig.Brown@BetterProjects.netau.linkedin.com/in/craigwbrown
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