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Half Double – An Entrepreneurial Approach to Agile Projects - Implement Consulting Group, Henrik Sonnenberg | FuturePMO 2019

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Half Double – An Entrepreneurial Approach to Agile Projects - Implement Consulting Group, Henrik Sonnenberg | FuturePMO 2019

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The Half Double approach can help teams take ownership of their impact vision and deliver results much faster than normally. With just three core elements, Impact, Flow & Leadership, the method help teams and the key leadership stakeholders to focus on the essentials.

The presentation will contain case examples and tools from each element. As a conclusion we will discuss/ reflect on how you can unleash entrepreneurial power in your projects.

Henrik Sonnenberg presented at FuturePMO 2019 which is a 1 day PMO conference hosted by Wellingtone. www.FuturePMO.com

The Half Double approach can help teams take ownership of their impact vision and deliver results much faster than normally. With just three core elements, Impact, Flow & Leadership, the method help teams and the key leadership stakeholders to focus on the essentials.

The presentation will contain case examples and tools from each element. As a conclusion we will discuss/ reflect on how you can unleash entrepreneurial power in your projects.

Henrik Sonnenberg presented at FuturePMO 2019 which is a 1 day PMO conference hosted by Wellingtone. www.FuturePMO.com

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Half Double – An Entrepreneurial Approach to Agile Projects - Implement Consulting Group, Henrik Sonnenberg | FuturePMO 2019

  1. 1. 1 How to drive Growth? Half-Double Hybrid
  2. 2. 2 Does Your Company have a Growth Ambition? 2
  3. 3. 3 Plan: Create an on-line Supermarket 3
  4. 4. CRM system Business transformation Must-Win-Battle programme Next Gen Product Project planning software Strategy process Performance Management System New Service Offering 4
  5. 5. Customers will buy it We can make money We can operate the business Users think it’s a good idea We can build it We think it is interesting Many organizations are too solution focused – and learn to slow about market/ customer need 5
  6. 6. Idea The problem with product development is - that it is “Product Development” Concept Detailed Design Testing Strategy/ Market need Sales R&D* *Or “IT-Organization 6
  7. 7. Front-end (define the need) Back-end (deliver the solution) Hand-over The waste generated through hand-overs can be very significant? (thinking) (doing) 7
  8. 8. 8 30 % of all projects are successful 13 % of all employees are engaged 30% Hitrate: Standish Group Survey. 13% Engagement: Gallup Survey “State of the Global Workplace 8
  9. 9. What are the greatest Challenges in the coming years? Please discuss with the person next to you From your perspective, or the perspective of the PMO… Q #1 9
  10. 10. 10 The PMO has a unique opportunity to drive Future Growth • Problem & business finding skills • Business orientation/ investor thinking • Flexible methods & fast learning • Entrepreneurial mindset • People commitment/ centricity All companies want more of this – But who is going make it happen?
  11. 11. Half Double Hybrid Scrum Scaled Agile Lean Start-up Design Thinking • Solve user problems with new solutions • When the solution is more than software • Development, not operations • Outcome not just output • Change & communication built in • Firms with existing development set-up & process New thinking needed: AGILE Community of 1200 PMO/ project professionals 17 Pilot projects conducted – Cross industry Method impact validated by Aarhus University research
  12. 12. LeadershipFlowImpact We believe that 3 principles should be at the core of all projects Leadership & decision authority as close as possible to real insights Small sponsor teams & frequent touch points Better + Faster decisions Focus more on Impact than Deliverables. All commit to end-2-end value Frequent value demonstrations Keep the project (the value process) flowing almost at any cost X-functional teams collocated to minimize handover-loss Highly allocated (+50%) multi- skilled teams 12
  13. 13. Having a detailed and perfect plan does not work when uncertainty if high Problem/ Solution Assumptions (What needs to be true?) Prioritize assumptions (Impact vs Uncertainty) Test key assumptions (for true answers) Learn & refine (Problem/ Solution) Assumption based testing in fast iteration Desirability Feasibility Viability 13
  14. 14. 14 Double Diamond – Development model Those doing the solution must also define & understand the problem… PROBLEM SPACE SOLUTION SPACE Problem (re-) defined and quantified Concept(s) selected and ready for testing/ implementation The problem area is framed ”Identify the ‘right’ problem” ”Solve the problem correct” ”start selling/ improving” Build Learn Measure DELIVERY SPACE
  15. 15. Half Double focuses on three core elements to ensure that projects are creating value, that its carried through & that people are motivated There are tools/ thinking related to each element IMPACT FLOW LEADERSHIP Active project owners PM with impact focus Adaptable approach (Pivot) Co-locate people Fixed weekly rhythm Visual plans Impact overview & ownership Fast MVP’s (Skateboards) Pulse check with Customers Half Double 3 x 3 things to do… 15
  16. 16. How it works – and looks at Danfoss… Prioritized deliverables Focus hypothesisImpact tracking Sprint planRelease plan Core Team Project manager R&D Sponsor Mkt sponsor Solution demo Future value stream Mfg Sponsor ½ time to market 30% Engagement increase 16
  17. 17. Leadership must embrace uncertainty and make the project happen. Chose to focus on 3 value creating efforts rather than 10 efforts identified – and reduced number of lost baggage from 12 to 6 pr. 1000 in just 3 months THIS IS HOW LOST LESS TRANSFER LUGGAGE All flight planners to use same criteria to ”hold” a plane, or let it go All luggage people call flight planners 10 min before departure to ensure that the plane is still at gate Optimized plane off- loading, ensuring that the transfer storage always is opened first The 10 improvement efforts were identified by gathering people working in the baggage handling processes. Jointly they prioritized to deliver top 3 solutions as fast as possible (Skateboard model) 17
  18. 18. The new stage gates – for building business? Idea Concept Detailed Design Testing Build & sell 1 Refine & sell 10 Refine & sell 100 Refine & Sell 1000 Metered funding, if positive (real- world) validation of Desirability, Feasibility & Viability D VF New Product/ Business Development Disruptive Product/ Business Development 1 2 18
  19. 19. What could you (r PMO) do more of – to drive Growth? Please discuss with the person next to you From your perspective, or the perspective of the PMO… Q #2 19
  20. 20. 20 Inspiration Dogmas/ Viewpoints 20
  21. 21. Everybody has a plan, until they get punched in the face 21
  22. 22. 22 ●3 1 - 1 0 - 2 0 1 8 The elevator is too slow… The waiting time is boring ORIGINAL PROBLEM: RE-DEFINED PROBLEM: Tendency to lack focus on solving the “right” problem Wonderful engineering challenge, but Why is that a problem? (5 x Why) 22
  23. 23. 23 “Growth Winners” see themselves differently… Did not see themselves as an on-line bookstore Did not see themselves as a computer producer Did not see themselves as a search engine Saw themselves as producer of chemical film Saw themselves as a network of stores renting out physical movies How do you see your company? How do you see the PMO Function? How do you see yourself? 23
  24. 24. Make the real test “DO WE DELIVER CUSTOMER VALUE?” - as fast as possible 24
  25. 25. Don’t Create A Product. Create A Business. SANITY CHECK If we are indeed creating business, how come our process & project efforts does not reflect that? 25
  26. 26. Reduce The Corporate Theatre – Launch “MVPs” – fast… SANITY CHECK Do we like making monster slide decks & reports that no one reads? Could we do without the functional & political positioning at large steering group meetings? 26
  27. 27. Don’t Seek Applause, Seek Insights SANITY CHECK Are you good at talking to customers without having anything to show them? Do you prefer making your outputs spotless before presenting them to others? 27
  28. 28. What Would You Do If It Was Your Company?SANITY CHECK Do you accept bad organizational processes & habits? Is it okay to wait 6 weeks for facility service to mount a whiteboard in your project room? 28

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