When Project Management is not enough.

1. KYIV, 13.10.2018
WHEN PROJECT MANAGEMENT
IS NOT ENOUGH
VOLODYMYR OROS
HYBRID DELIVERY DIRECTOR
ITERA

2. ITE
TICKER
EMPLOYEES
430
29+
500+
ITERA
COMMUNICATION
AND TECHNOLOGY
COMPANY
Bergen

3. A NORDIC FULL SERVICE PROVIDER
Examples of services and expertise areas:
• Analytics
• Digital transformation
• Business models
• Innovation
• Concept development
• Communication strategy
• Project and program management
• QA and test advisory
Examples of services and expertise areas:
• Hosting & Hybrid Cloud Computing
• Infrastructure Design & Implementation
• Operations & Application Management
• Software Asset Management
• Application Performance Monitoring
DESIGN &
DEVELOPMENT
CONSULTING
& STRATEGY
OPERATIONS &
MANAGEMENT
In order to create good
solutions, we make sure we
understand what affects our
customer’s business
We combine communication
and technology skills. Our
multidisciplinary approach
contributes to innovation.
We take life-cycle responsibility
for our customers’ solutions,
embracing cloud and data
protection issues.
Examples of services and expertise areas:
• Service Design & UX
• System Dev. & Application Maintenance
• BI/Big Data /DWH
• Websites & CMS
• Visual Identity & Branding
• Collaboration Solutions
• Testing as a Service (TaaS)
• Robotics Process Automation
Resource Solutions / Business Solutions / Organizational Solutions

4. NEARSHORE DELIVERY CENTERS
2008
First nearshore office
opened (Kyiv)
2018
45% of Itera, driver for
organizational
changes and growth
220+
EMPLOYEES
OFFICE
LOCATIONS
Ukraine (160+)
Slovakia (60+)
YEARS OF SEAMLESS
NEARSHORING10
2014
Office in
Bratislava
opened

5. ORGANIZATION GROWTH
2008 –
2009
2010 –
2011
2011 –
2014
2014 –
now
Years
Company
size, persons 5 to 15 15 to 30 30 to 100 100 to 223
Org. model StartUp Functional Matrix Divisional matrix
Main
characteristics
Everyone can do
anything.
Mutual agreement
as main
collaboration
mechanism.
Department are clearly
separated.
Most work is done by
teams inside
department.
Project teams.
Birth of PMO.
Best practices formalized.
Collaboration clearly
specified.
Most projects are
international, cross-
department and cross-
location.
2-level PMO.
New mandate for PMO.

6. How we have defined our reality
► Everything we do for customer is Project
► Contract has start & end dates
► Scope is listed in contract
► Budget is normally defined or limited
► 2 main methodologies – PMBoK & Scrum
► PMBoK for fixed-price projects (and similar)
► Scrum for Time and Material (or flex budget)
► Several universal KPIs (SPI, CPI, Utilization, Quality)
► Any specifics to be implemented with tailoring of one
of main methodologies
IDEAL
WORLD OF
PMO

7. MANDATORY BEST PRACTICES

8. Most team members and
customers liked our model

9. KPI DASHBOARD
AS OF 2011
• Schedule performance (SPI)
• Cost performance (CPI)
• Utilization
• Quality factor

10. WHEN YOU FEEL YOU’RE READY

11. BUT THERE WERE
SCEPTICS
• Not efficient, too much tailoring
• Too much bureaucracy to manage
• Non-standard terminology
• No one wants to pay for “extra time”

12. WE PROVIDE
FULL CYCLE
DELIVERY
CONSULTING AND
STRATEGY
• Business Transformation
• Organizational Development
• IT Strategy
• Project & Portfolio Management
• Digital & Communication
Strategy
• QA & Test Advisory
• Cloud Readiness Assessment
DESIGN AND
DEVELOPMENT
• Service Design & UX
• Development & Maintenance
• BI/ BigData/ DWH
• Mobile
• Collaboration Solutions
• Testing as a Service (TaaS)
• Editorial and Campaigns
• Visual Identity & Branding
OPERATIONS AND
MANAGEMENT
• Infrastructure Services
• Hybrid & Public Cloud
• Platform management & DevOps
• Service Desk 24/7
• Service Operations
• Application Operations
• Computing
Projects, Teams and Individual Resources

13. CLASSICAL PROJECTS ARE EASY TO
UNDERSTAND AND MANAGE

15. APPROACH TO NEW PRODUCTS AND SERVICES
Our "two-speed" approach combines service design with lean
startup to quickly outline features of new product or service
Service Design
Lean startup

16. SOME PROJECTS REQUIRE VERY
SPECIFIC PROCEDURES,
TOOLS AND BEST PRACTICES
For example:
• Information and Data Security
• Personal data protection
• GDPR compliance

17. CUSTOMER LIFECYCLE IN IT OUTSOURCING
Time
Efforts
Main Development or
Implementaiton
SERVICE DESIGN
DESIGN SPRINTS
LEAN STARTUP,
SCRUM (1 week iter.)
(MVP, MMP)
Hand-
over
Maintenance or
Operaiton
SCRUM
PMBoK
Prince2
Prosjektveiviseren
ITPP
SCRUMBAN
KANBAN
ITIL
Prince2
NO
SILVER
BULLET

18. Classical project
management or
service
management

19. WHAT’S WRONG WITH CUSTOM METHODOLOGIES?
Newcomers have issues with custom-made processes
- Longer knowledge transfer
- More mistakes
- Wrong interpretation of terms and procedures
- Resistance on individual level (habits!)
You have lower chances to sell such project
- Many tenders will score methodology low
- Hard to embed into customer environment
- You make impression as “not from this eco-system”

20. WE MUST ACCEPT AND SUPPORT ALL OF THEM
Service Design
Design Sprints
Lean Startup
PMBoK
Prince2
ITPP & AgilePM
Scrum
ScrumBan
Kanban
ITIL

21. How to ensure bright future?
How to keep Delivery Excellence?
• Standard product or service
• Standard processes
• Standard qualification

22. Position
Classification
System for
Delivery
Management
Level 1 - N/A
Level 2 - Project
Coordinator
Know Prince2 &
Scrum. Able to
use and tailor.
Level 3 - Project
Manager
In addition:
AgilePM, ITPP or
Prosjectvieviseren.
Non-project:
Kanban &
ScrumBan or
SDSL
Level 4 - Program
Manager
All variations of
methodologies +
Program
Management
Level 5 - Portfolio
Manager
+ Portfolio
Management

23. PORTFOLIO DASHBOARD – RAG STATUS
Manage by
exception

24. Volodymyr https://www.linkedin.com/in/voros/
Oros Volodymyr.oros@gmail.com