If You Need to Run a Project You've Already Failed
•
1 like•185 views
If You Need to Start a Project, You've Already Failed #noprojects
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (18)
Similar to If You Need to Run a Project You've Already Failed
Similar to If You Need to Run a Project You've Already Failed (20)
More from AgileNZ Conference
More from AgileNZ Conference (20)
Recently uploaded
Recently uploaded (20)
If You Need to Run a Project You've Already Failed
- 1. @eleybourn @shanehastie If You Need to Run a Project – You’ve Already Failed #noprojects Evan Leybourn & Shane Hastie
- 2. WE’RE EVAN & SHANE http://theagiledirector.com/about/ https://www.linkedin.com/in/shanehastie
- 3. @eleybourn @shanehastie THIS IS A (POTENTIALLY) CONTROVERSIAL TOPIC! COME WITH AN OPEN MIND
- 5. @eleybourn @shanehastie WHAT EXACTLY IS A PROJECT? A temporary endeavor undertaken to create a unique product, service or result.
- 6. @eleybourn @shanehastie BUT WE HAVE A PROBLEM…
- 7. @eleybourn @shanehastie PROJECTS FOCUS ON THE WRONG THING What is measurable not what is valuable
- 8. @eleybourn @shanehastie PROJECTS ARE TEMPORARY (PRODUCTS AREN’T) Products don’t end when the project does – don’t artificially constrain them & lose key skills
- 9. @eleybourn @shanehastie PROJECTS FAIL The definition of insanity is to “do the same thing and expect a different result”
- 10. @eleybourn @shanehastie PROJECTS ARE EXPENSIVE The three O’s of project cost; Overheads, Overruns and Opportunity costs
- 12. @eleybourn @shanehastie CONTINUOUS CHANGE IS THE ALTERNATIVE! The approach and structure to successfully deliver continuous change without a project
- 13. @eleybourn @shanehastie THE ALIGNMENT OF ACTIVITIES TO OUTCOMES MEASURED BY VALUE, CONSTRAINED BY GUIDING PRINCIPLES AND SUPPORTED BY CONTINUOUS DELIVERY TECHNOLOGIES What is #noprojects?
- 14. @eleybourn @shanehastie FUNDING #NOPROJECTS Change the question – not “how much will this cost?”, but rather “how much is it worth?”
- 16. @eleybourn @shanehastie THE CONTINUOUS CULTURE Continuous delivery, deployment, monitoring, strategy, planning, design, marketing, feedback, business, finance, …
- 17. @eleybourn @shanehastie KNOWING WHEN TO STOP Itn 1 Itn 2 Itn 3 Itn 4 Itn 5 Itn 6 Itn 7 Itn 8 Itn 9 Itn 10 Int 11 Value vs Points Delivered Value Story Points Trim this Save this
- 19. THIS NEEDS AN ADAPTIVE MINDSET • The tactical result of an engagement forms the basis for new strategic decisions • Helmuth Moltke the Elder (1800-1891) • (with thanks to Erwin van der Koogh – Agile Australia talk) • Build - measure – learn at all levels • Initiatives need to be small and focused on delivering value and getting feedback quickly
- 20. @eleybourn @shanehastie OUTCOMES OVER OUTPUTS Outcomes are valuable, planned, slowly changing and define a common direction for all work
- 22. @eleybourn @shanehastie WORKING PRINCIPLES Common, agreed, and prioritised constraints that shape all activities (e.g. quality, communication, staff engagement, security, or branding)
- 23. @eleybourn @shanehastie VALUE DELIVERY TEAMS Dedicated, stable cross-functional teams that contain the required skills to deliver an outcome (e.g. developers, testers, HR, accountants, sales/marketing)
- 25. @eleybourn @shanehastie THE ACTIVITY CANVAS An activity is any discrete piece of work that is undertaken as part of a change
- 31. @eleybourn @shanehastie THE TECHNOLOGY OF #NOPROJECTS Automated testing, continuous integration, continuous delivery, and DevOps
- 32. @eleybourn @shanehastie FUNDING #NOPROJECTS Change the question – not “how much will this cost?”, but rather “how much is it worth?”
- 33. @eleybourn @shanehastie IT DOESN’T MATTER WHAT THE WORK IS. NOTHING THAT WE’VE DISCUSSED HERE IS SPECIFIC TO SOFTWARE DEVELOPMENT (OR ACCOUNTING OR MANUFACTURING FOR THAT MATTER). As long as there is a level of unpredictability in the outcome, the teams are trusted to make operational decisions, and value can be continuously created, a #noprojects approach works
- 34. @eleybourn @shanehastie IN THE LONG RUN, THE ONLY SUSTAINABLE SOURCE OF COMPETITIVE ADVANTAGE IS YOUR ORGANISATION’S ABILITY TO LEARN FASTER THAN YOUR COMPETITION. Peter Senge
- 35. @eleybourn @shanehastie JOIN THE CONVERSATION http://noprojects.org/ Join #NoProjects on Slack @shanehastie @eleybourn
- 36. @eleybourn @shanehastie Thanks for listening Any Questions?
- 37. 2 days of authentic short stories and facilitated deep dives on business agility; focusing on organisational design, market disruption and product innovation, agile outside IT and next-gen leadership. http://businessagility2017.com
Editor's Notes
- Hard to do, but vital – by having a Value focus we can stop in adequate time.
- Activities in the ‘Do’ quadrant are relatively easy to perform and make measurable progress towards the outcome. Those in the ‘Defer’ quadrant are important, but complex, and need to be planned appropriately. The ‘Limit’ quadrant, usually your hygiene processes, should still be undertaken but only when needed or as time permits. At the bottom right is the ‘Avoid’ quadrant, and it would be rare for you to undertake any activities here. Activities that you know are coming up, but you’re not ready to plan yet can be placed beside the canvas in the ‘Upcoming’ section. This allows you to keep track of anticipated work without overloading the board.
- Sequence generally upper left to lower right The reason we have some “avoid” is because things will change
- http://blackswanfarming.com/cost-of-delay/ http://agilebuddah.blogspot.co.nz/2014/02/5-steps-to-using-weighted-shortest-job.html Urgency diagram - http://blackswanfarming.com/urgency-profiles/