Two project killers<br />Martin van Borselaer<br />© 2010 Whitehorses<br />
Today’s goals<br />Create awareness<br />Recognition<br />
Fear<br />
Complexity<br />
Deadly combination<br />
My definition of fear<br />“Fear prohibits us from doing or saying we know what’s right”.<br />
Customer’s fears<br />Pay too much/receive too little<br />Bad quality<br />Wrong requirements<br />Capability/capacity to...
Supplier’s fears<br />Too much time/costs<br />Dissatisfied customer<br />Making mistakes/bad reputation<br />Scope creep<...
Project Manager’sfears<br />Dysfunctional customer<br />Dysfunctional team<br />Dysfunctional supplier<br />Dysfunctional ...
Team’s fears<br />Life/work balance<br />Making mistakes<br />…<br />
Underlying fears<br />Job/income security<br />Status<br />
Projects know lots of fears<br />Customer<br />Supplier<br />Results?<br />Project Manager<br />Team<br />
Exaggerated?<br />	Consciousness<br />Rationality<br />	Sub consciousness<br />Emotions<br />
Fear leads to poor decisions<br />
Examples<br />Fixed price/fixed date/unknown scope<br />Analysis paralysis<br />Kill the messenger, ignore the message<br ...
Solutions…<br />No culture of heroes and loosers, but …<br />together<br />
Making mistakes is normal<br />No mistakes = taking no risks = accomplish nothing<br />Mistakes are part of the learning p...
Be vulnerable<br />
Transparancy<br />Yes, we make mistakes<br />Yes, we’re not perfect<br />Mistakes are visible<br />So that we can learn an...
Choose your measurements carefully<br />You get what you measure<br />Choose the correct level of measurement<br />Measure...
Complexity<br />The past<br />More production?<br />More people!<br />
Complexity <br />Simple is stupid <br />Smart sells<br /><ul><li> Solutions are supposed to be complex
 The more complex the better</li></li></ul><li>Managers believe in brainpower<br />Anything can be analyzed and planned<br...
The T-Ford productionmodel<br />Division of design and labor<br />First design a process/product, than build<br />Speciali...
Project = production process
That’s fine if we build the same system over and over again</li></li></ul><li>Assumption: predicatability<br />Chaos<br />...
Complexity is hard to predict<br />All models are wrong, but some are useful.<br />(George E. P. Box)<br />In theory, ther...
Productdesign<br />A project is not a production process, it’s a product design process.<br />We don’t know what we want<b...
Standard method for problem solving<br />The Deming<br />problem-solving process <br />
That’s not how it’s used!<br />
The ‘agile’ Demingcircle<br />
Sequential or iteratief<br />
Focus<br />Sequential<br />Iterative<br />Create solution<br />
PRINCE2 against fear<br />Project Board is accountable<br />Project Manager is only responsible for the project’s process ...
Scrum against fear<br />Promise little, create results fast<br />Uncertainty part of the deal<br />Team results are more i...
PRINCE2 against complexity<br />Manage in stages<br />Not ‘activity based’ but ‘product based planning’<br />
Scrum against complexity<br />Simple planning process<br />Simple analysis process<br />Incremental product creation/deliv...
Conclusion<br />Projects are more successful when the ability to learn is enhanced.<br />Enhance collaboration<br />Accept...
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The two largest project killers

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The two most common reasons for project failure

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The two largest project killers

  1. 1. Two project killers<br />Martin van Borselaer<br />© 2010 Whitehorses<br />
  2. 2. Today’s goals<br />Create awareness<br />Recognition<br />
  3. 3. Fear<br />
  4. 4. Complexity<br />
  5. 5. Deadly combination<br />
  6. 6. My definition of fear<br />“Fear prohibits us from doing or saying we know what’s right”.<br />
  7. 7. Customer’s fears<br />Pay too much/receive too little<br />Bad quality<br />Wrong requirements<br />Capability/capacity to change<br />…<br />
  8. 8. Supplier’s fears<br />Too much time/costs<br />Dissatisfied customer<br />Making mistakes/bad reputation<br />Scope creep<br />Demanding too much from employees<br />…<br />
  9. 9. Project Manager’sfears<br />Dysfunctional customer<br />Dysfunctional team<br />Dysfunctional supplier<br />Dysfunctional tools<br />…<br />
  10. 10. Team’s fears<br />Life/work balance<br />Making mistakes<br />…<br />
  11. 11. Underlying fears<br />Job/income security<br />Status<br />
  12. 12. Projects know lots of fears<br />Customer<br />Supplier<br />Results?<br />Project Manager<br />Team<br />
  13. 13. Exaggerated?<br /> Consciousness<br />Rationality<br /> Sub consciousness<br />Emotions<br />
  14. 14. Fear leads to poor decisions<br />
  15. 15. Examples<br />Fixed price/fixed date/unknown scope<br />Analysis paralysis<br />Kill the messenger, ignore the message<br />Stick to the plan at all costs<br />Micromanagement<br />Punish mistakes, no learning<br />Taking no risks, making no decisions<br />Operation successful, patient killed<br />The list is endless…<br />
  16. 16. Solutions…<br />No culture of heroes and loosers, but …<br />together<br />
  17. 17. Making mistakes is normal<br />No mistakes = taking no risks = accomplish nothing<br />Mistakes are part of the learning process<br />Don’t punish<br />Create a culture of learning<br />
  18. 18. Be vulnerable<br />
  19. 19. Transparancy<br />Yes, we make mistakes<br />Yes, we’re not perfect<br />Mistakes are visible<br />So that we can learn and adapt…<br />…together<br />
  20. 20. Choose your measurements carefully<br />You get what you measure<br />Choose the correct level of measurement<br />Measurement system should enhance collaboration<br />Beware of conflicts in interests<br />
  21. 21. Complexity<br />The past<br />More production?<br />More people!<br />
  22. 22. Complexity <br />Simple is stupid <br />Smart sells<br /><ul><li> Solutions are supposed to be complex
  23. 23. The more complex the better</li></li></ul><li>Managers believe in brainpower<br />Anything can be analyzed and planned<br />First analysis than plan than act<br />Follow the plan<br />Deviation = wrong!<br />
  24. 24. The T-Ford productionmodel<br />Division of design and labor<br />First design a process/product, than build<br />Specialization creates efficiency<br /><ul><li>We still believe in this model
  25. 25. Project = production process
  26. 26. That’s fine if we build the same system over and over again</li></li></ul><li>Assumption: predicatability<br />Chaos<br />Complexity <br />determines<br />Predictability<br />Complexity environment<br />Complexity<br />Order<br />Complexity tools<br />
  27. 27. Complexity is hard to predict<br />All models are wrong, but some are useful.<br />(George E. P. Box)<br />In theory, there is nodifferencebetweentheory and practice. In practice, there is!“<br />(Chuck Reid)<br />
  28. 28. Productdesign<br />A project is not a production process, it’s a product design process.<br />We don’t know what we want<br />We don’t know how to get there<br />We need to discover and adapt<br />We need to prove our assumptions<br />Collaboration creates knowledgeSpecialization impedes knowledge<br />
  29. 29. Standard method for problem solving<br />The Deming<br />problem-solving process <br />
  30. 30. That’s not how it’s used!<br />
  31. 31. The ‘agile’ Demingcircle<br />
  32. 32. Sequential or iteratief<br />
  33. 33. Focus<br />Sequential<br />Iterative<br />Create solution<br />
  34. 34. PRINCE2 against fear<br />Project Board is accountable<br />Project Manager is only responsible for the project’s process as agreed on by the Project Board<br />Known method which gives the Project Board explicit means of control<br />Tolerances<br />Management by exception<br />
  35. 35. Scrum against fear<br />Promise little, create results fast<br />Uncertainty part of the deal<br />Team results are more important then individual results<br />Multi-skilled team<br />Strong customer collaboration<br />Mistake? No problem<br />Plan is a guideline, not written in stone<br />
  36. 36. PRINCE2 against complexity<br />Manage in stages<br />Not ‘activity based’ but ‘product based planning’<br />
  37. 37. Scrum against complexity<br />Simple planning process<br />Simple analysis process<br />Incremental product creation/delivery<br />Prove assumptions by creating software, not by creating a model.<br />
  38. 38. Conclusion<br />Projects are more successful when the ability to learn is enhanced.<br />Enhance collaboration<br />Accept uncertainties<br />Proceed iteratively in small steps<br />Create a culture of learning and adapting<br />Prove assumptions fast<br />
  39. 39. Two main impediments<br /><ul><li>Fear
  40. 40. Complexity</li></ul>Recipy for success<br /><ul><li>Collaboration
  41. 41. Small steps
  42. 42. Learn and adept</li>

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