If you need to run a project you've already failed

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By definition, an IT project is a temporary structure to govern and deliver a complex change (such as a new product or platform) into an organisation. However, to be truly competitive, an organisation needs to be able to deliver a continuous stream of change. Managed properly, this negates the need for a project and the associated cost overheads. This is fundamentally what #noprojects is. The approach, structure, tactics and techniques available to successfully deliver continuous change. At its core, #noprojects is predicated on the alignment of activities to outcomes, measured by value, constrained by guiding principles and supported by continuous delivery technologies. This presentation will introduce you to #noprojects. You will learn how to define an outcome and create an Outcome Profile. You will also learn how to manage change within the context of an outcome through the Activity Canvas.

Software

@eleybourn
@eleybourn
If you need to run a project – you’ve already failed
#noprojects
Evan Leybourn
Agile India 2016

@DipeshPala
@eleybourn
Come with an open mind
This is a controversial topic

@eleybourn
PART ONE
Understanding projects

@DipeshPala
@eleybourn
What exactly is a project?
A temporary structure to govern and deliver a
complex change (such as a new product)

@DipeshPala
@eleybourn
Projects are expensive
The three O’s of project cost;
1. Overheads,
2. Overruns and
3. Opportunity costs

@DipeshPala
@eleybourn
Projects fail
The definition of insanity is to “do the same thing
and expect a different result”

@DipeshPala
@eleybourn
Projects focus on the wrong thing
What is measurable not what is valuable

@DipeshPala
@eleybourn
Projects are temporary (products aren’t)
Products don’t end when the project does – don’t
artificially constrain them & lose key skills

@eleybourn
PART TWO
introducing #noprojects

@DipeshPala
@eleybourn
Continuous change is the alternative!
The approach and structure to successfully deliver
continuous change without a project

@DipeshPala
@eleybourn
What is #noprojects?
The alignment of activities to outcomes
measured by value,
constrained by guiding principles and
supported by continuous delivery technologies

@eleybourn
The continuous culture
Continuous delivery,
deployment,
monitoring,
strategy,
planning,
design,
marketing,

@DipeshPala
@eleybourn
Outcomes over outputs
Outcomes are valuable, planned, slowly changing
and define a common direction for all work

@DipeshPala
@eleybourn
Working principles
Common, agreed, and prioritised constraints that
shape all activities
(e.g. quality, communication, staff engagement,
security, or branding)

@DipeshPala
@eleybourn
Understanding the value of work
Value degrades

@DipeshPala
@eleybourn
Understanding the value of work
High value activities may come later

@DipeshPala
@eleybourn
Understanding the value of work
Local Maxima

@DipeshPala
@eleybourn
Understanding the value of work
The “So What” Factor

@DipeshPala
@eleybourn
Value delivery teams
Dedicated cross-functional teams that contain the
required skills to deliver an outcome
(e.g. developers, testers, HR, accountants,
sales/marketing)

@DipeshPala
@eleybourn
The activity canvas
An activity is any discrete work that is undertaken
as part of a change

@DipeshPala
@eleybourn
The technology of #noprojects
Automated testing, continuous integration,
continuous delivery, and DevOps

@DipeshPala
@eleybourn
Funding #noprojects
Change the question – not “how much will this
cost?”, but rather “how much is it worth?”

@eleybourn
Evan Leybourn
IBM GBS
leybourn@sg.ibm.com
@eleybourn
slideshare.net/eleybourn
sg.linkedin.com/in/evanleybourn

All too often we’ve been measuring activity and cost, not outcomes and value. And it’s important to understand that an organisation that plans for growth outcomes (without binding a team to a specific output) can fundamentally adapt to a changing market. By creating clearly defined, non-conflicting, outcomes and common working principles senior management can delegate the “how” to their teams, while retaining ownership of the “what” and “why”. This interactive presentation will help participants define the real outcomes and associated measures for their work and teams. Participants will come to understand that outcomes can be complex, interdependent and occasionally conflicting. Therefore we will create 3 elements; 1. the profile of the outcome, 2. the relationship between outcomes, and 3. the principles that align work across all outcomes

If You Need To Run A Project You've Already Failed : Presented by Evan Leybourn

oGuild .

I want to be controversial for a moment and propose an end to IT projects, project management & project managers. I propose that the entire project process is flawed from the start for one simple reason. If you need to run a project, you’ve already failed. By definition, an IT project is a temporary structure to govern and deliver a complex change (such as a new product or platform) into an organisation. However, to be truly competitive, an organisation needs to be able to deliver a continuous stream of change. Managed properly, this negates the need for a project and the associated cost overheads. This is fundamentally what #noprojects is. The approach, structure, tactics and techniques available to successfully deliver continuous change. At its core, #noprojects is predicated on the alignment of activities to outcomes, measured by value, constrained by guiding principles and supported by continuous delivery technologies. This presentation introduces you to #noprojects. You learn how to define an outcome and create an Outcome Profile. You also learn how to manage change within the context of an outcome through the Activity Canvas.

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1. @eleybourn @eleybourn If you need to run a project – you’ve already failed #noprojects Evan Leybourn Agile India 2016

2. @DipeshPala @eleybourn Come with an open mind This is a controversial topic

3. @eleybourn PART ONE Understanding projects

4. @DipeshPala @eleybourn What exactly is a project? A temporary structure to govern and deliver a complex change (such as a new product)

5. @DipeshPala @eleybourn Projects are expensive The three O’s of project cost; 1. Overheads, 2. Overruns and 3. Opportunity costs

6. @DipeshPala @eleybourn Projects fail The definition of insanity is to “do the same thing and expect a different result”

7. @DipeshPala @eleybourn Projects focus on the wrong thing What is measurable not what is valuable

8. @DipeshPala @eleybourn Projects are temporary (products aren’t) Products don’t end when the project does – don’t artificially constrain them & lose key skills

9. @DipeshPala @eleybourn

10. @eleybourn PART TWO introducing #noprojects

11. @DipeshPala @eleybourn Continuous change is the alternative! The approach and structure to successfully deliver continuous change without a project

12. @DipeshPala @eleybourn What is #noprojects? The alignment of activities to outcomes measured by value, constrained by guiding principles and supported by continuous delivery technologies

13. @eleybourn The continuous culture Continuous delivery, deployment, monitoring, strategy, planning, design, marketing,

14. @eleybourn PART THREE Where to begin

15. @DipeshPala @eleybourn Outcomes over outputs Outcomes are valuable, planned, slowly changing and define a common direction for all work

16. @DipeshPala @eleybourn

17. @DipeshPala @eleybourn Working principles Common, agreed, and prioritised constraints that shape all activities (e.g. quality, communication, staff engagement, security, or branding)

18. @DipeshPala @eleybourn Understanding the value of work Value degrades

19. @DipeshPala @eleybourn Understanding the value of work High value activities may come later

20. @DipeshPala @eleybourn Understanding the value of work Local Maxima

21. @DipeshPala @eleybourn Understanding the value of work The “So What” Factor

22. @DipeshPala @eleybourn Value delivery teams Dedicated cross-functional teams that contain the required skills to deliver an outcome (e.g. developers, testers, HR, accountants, sales/marketing)

23. @eleybourn PART FOUR Delivering work

24. @DipeshPala @eleybourn The activity canvas An activity is any discrete work that is undertaken as part of a change

25. @DipeshPala @eleybourn

26. @DipeshPala @eleybourn

27. @DipeshPala @eleybourn

28. @DipeshPala @eleybourn The technology of #noprojects Automated testing, continuous integration, continuous delivery, and DevOps

29. @DipeshPala @eleybourn Funding #noprojects Change the question – not “how much will this cost?”, but rather “how much is it worth?”

30. @eleybourn Evan Leybourn IBM GBS leybourn@sg.ibm.com @eleybourn slideshare.net/eleybourn sg.linkedin.com/in/evanleybourn

Editor's Notes

McKenna T, Whitty SJ. (2013) Agile is Not the End-Game of Project Management Methodologies. In: Proceedings of the Annual Project Management Australia Conference Incorporating the PMI Australia National Conference (PMOz), Melbourne, Australia, 17‐18 September 2013.
3:15 To eat more bacon? To order more? Double your sales?
5 whys
McKenna T, Whitty SJ. (2013) Agile is Not the End-Game of Project Management Methodologies. In: Proceedings of the Annual Project Management Australia Conference Incorporating the PMI Australia National Conference (PMOz), Melbourne, Australia, 17‐18 September 2013.
McKenna T, Whitty SJ. (2013) Agile is Not the End-Game of Project Management Methodologies. In: Proceedings of the Annual Project Management Australia Conference Incorporating the PMI Australia National Conference (PMOz), Melbourne, Australia, 17‐18 September 2013.
McKenna T, Whitty SJ. (2013) Agile is Not the End-Game of Project Management Methodologies. In: Proceedings of the Annual Project Management Australia Conference Incorporating the PMI Australia National Conference (PMOz), Melbourne, Australia, 17‐18 September 2013.
McKenna T, Whitty SJ. (2013) Agile is Not the End-Game of Project Management Methodologies. In: Proceedings of the Annual Project Management Australia Conference Incorporating the PMI Australia National Conference (PMOz), Melbourne, Australia, 17‐18 September 2013.

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