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Interdisciplinary Success of Projects
The talk by Judith Andresen focuses on the importance of company culture and interdisciplinary success in project management, emphasizing the transition from classical to agile methods. It outlines strategies for cultural change, including the need for new structures, team building, and step-by-step behavior modifications. The presentation highlights the significance of direct communication, teamwork, and the alignment of technical requirements with business objectives as key factors in fostering an effective agile environment.
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Interdisciplinary Success of Projects
- 1. BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS Your company culture is powerful 02/25/2013 | ConFoo
- 2. RULES FOR THISTALK _ Tweet @judithandresen _ Ask, if you have questions _ Coaching 2 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 3. BERATUNG Project Coaching Consulting JUDITH ANDRESEN Project Audits www.judithandresen.com @judithandresen REMARKS LINKS 3 BERATUNG JUDITH ANDRESEN | More Presentations INTERDISCIPLINARY SUCCESS OF PROJECTS
- 4. WHO IS THISTALK FOR? _ Knowledge / Experience: Company Culture, Agile transitions & Change of Project Methods => TARGET: UNDERSTAND AGILE IDEA (& AGILE IMPACT ON COMPANY CULTURE) 4 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 5. About company culture About agile & classical projects "Interdisciplinarity" Your first steps towards interdisciplinarity projects 5 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 6. About company culture About agile & classical projects "Interdisciplinarity" Your first steps towards interdisciplinarity projects 6 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 7. 3 LEVELS OFCOMPANY CULTURE Physical artifacts Behaviour (Rituals, Stories) Artifacts Rituals Uniforms Products We can talk about it! Values Support Loyalty "Fast" Tacit assumptions Nature Human beings Business 7 BERATUNG JUDITH ANDRESEN | http://en.wikipedia.org/wiki/Organizational_culture (Schein‘s Model) INTERDISCIPLINARY SUCCESS OF PROJECTS
- 8. It takes time to change behaviour 8 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 9. (CULTURAL) CHANGE INFOUR STEPS New structure Old structure Freezing Unfreezing Change 9 BERATUNG JUDITH ANDRESEN | http://en.wikipedia.org/wiki/Kurt_Lewin INTERDISCIPLINARY SUCCESS OF PROJECTS
- 10. SUCCESS FACTORS FORA CHANGE _ Do you really want to _ No exceptions change? (What do you leave behind you? + / -) _ Avoid risky situations _ Less is more (Only small steps) 10 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 11. HOW TO CHANGECOMPANY CULTURE Organizational change: build new teams Processes, practices, policies: change behaviour step-by-step Cultural beliefs: introspect the new company culture 11 BERATUNG JUDITH ANDRESEN | http://www.leadingagile.com/2013/02/in-organizational-change-culture-comes-last/ INTERDISCIPLINARY SUCCESS OF PROJECTS
- 12. The corporate cultureis deeply rooted in corporate behavior. It is based on the tacit assumptions of all employees. A change takes time. 12 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 13. About company culture About agile & classical projects "Interdisciplinarity" Your first steps towards interdisciplinarity projects 13 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 14. CLASSICAL PROJECTS =WATERFALL 1 Requirements (Client) 2 Analysis 3 Specifications (Contractor) 4 Creation 5 Implementation 6 Quality Assurance 7 Approval (Client) 14 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 15. SCIENTIFIC MANAGEMENT (TAYLORISM) I. Seperates "Plan" / "Work" (white / blue collar) II. Specialists for discrete, unambiguous work III. Different payment (piece rate) IV. Time & motion studies V. Definition of the daily workload 15 BERATUNG JUDITH ANDRESEN | Wikipedia: Scientific Mgt., http://www.morguefile.com/archive/display/569343 INTERDISCIPLINARY SUCCESS OF PROJECTS
- 16. MAIN INSIGHTS (SCIENTIFICMGT.) I. Everything can be planned II. Complex systems are mapped to complex plans III. Increasing efficiency through rationalization and standardization A success model Worked for more than 100 years 16 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 17. Scientific Mangement focuseson planning 17 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 18. AGILE MOVEMENT Interdisciplinarity Learning Lean Team members with equal rights 18 BERATUNG JUDITH ANDRESEN | http://www.morguefile.com/archive/display/682878 INTERDISCIPLINARY SUCCESS OF PROJECTS
- 19. MAIN INSIGHTS (AGILEMOVEMENT) I. IT environment is chaotic, everything can change anytime II. The team members have the knowledge about the project III. Increasing efficiency through reviewing the team work regularly A new model Disruptive for scientific management 19 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 20. Agile movement believesin the power of the team. It focuses on learning and adjusting the team behaviour. 20 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 21. About company culture About agile & classical projects "Interdisciplinarity" Your first steps towards interdisciplinarity projects 21 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 22. Interdisciplinarity leads tosuccess Complex systems Fast growing business 22 BERATUNG JUDITH ANDRESEN $TITEL
- 23. AGILE MANIFESTO Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan 23 BERATUNG JUDITH ANDRESEN | http://agilemanifesto.org/ INTERDISCIPLINARY SUCCESS OF PROJECTS
- 24. Business people anddevelopers must work together daily throughout the project. 24 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 25. The most efficientand effective method of conveying information to and within a development team is face-to-face conversation. 25 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 26. COMMUNICATE DIRECTLY! "Most of us got into programming because we prefer to deeply focus on sterile minutia, juggle lots of concepts simultaneously, and in general prove to ourselves that we have brains the size of a planet, all while not having to interact with the messy complexities of other people" What‘s about you? 26 BERATUNG JUDITH ANDRESEN | "The Clean Coder", Robert C. Martin, Prentice Hall INTERDISCIPLINARY SUCCESS OF PROJECTS
- 27. Build projects aroundmotivated individuals. Give them the environment and support they need, and trust them to get the job done. 27 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 28. How complex isthe business Educate interdisciplinary situation? expertise Do you believe that the knowledge of the team is greater than the knowledge of the (project) manager? Do you appreciate How complex is your IT management´s work? environment? 28 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 29. Who is inthe team? 29 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 30. How does yourcompany earn money? What is the target of the team? Understand the vision / mission of your company 30 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 31. You have greatexperience. Use it! Translate technical requirements into business scenarios Be concrete! 31 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 32. INTERDISCIPLINAR REQUIREMENTS # Technical Solution Scenario Business Priority Fullfilled? Two new product categories / 1 Middle + year (in 1 month) Downtime for Upgrades 2 High ++ Description of technical < 30 min solution 3 0 4 32 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 33. Manage the projectrisks in the team 33 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 34. INTERDISCIPLINAR RISK MANAGEMENT # Risk Scenario Results Tasks Landingpages not Landingpages are down for 3 1 - 10,000 CAD Now: add tests Unit Tested days 2 ... ... ... After launch: .... 3 ... ... ... We do nothing 4 34 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 35. About company culture About agile & classical projects "Interdisciplinarity" Your first steps towards interdisciplinarity projects 35 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 36. Who is inthe team? 36 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 37. CORE ELEMENTS OFAGILE PROJECTS Daily Standup Wall Board Regular Retrospectives 37 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS
- 38. REFLECT WHAT YOUDO I. Set the stage Learn! II. Gather data Adjust your behavior step-by-step III. Generate insights IV. Decide what to do V. Closing the retrospective 38 BERATUNG JUDITH ANDRESEN | "Making Good Teams Great", Diana Larsen & Esther Derby, Pragmatic Bookshelf INTERDISCIPLINARY SUCCESS OF PROJECTS
- 39. HOW TO CHANGECOMPANY CULTURE Organizational change: build new teams Build an Interdisciplinarity team Define a team target Processes, practices, policies: change behaviour step-by-step Know the risks. Handle them. Adjust your behaviour through retrospectives Cultural beliefs: introspect the new company culture 39 BERATUNG JUDITH ANDRESEN | http://www.leadingagile.com/2013/02/in-organizational-change-culture-comes-last/ INTERDISCIPLINARY SUCCESS OF PROJECTS
- 40. BERATUNG JUDITH ANDRESEN GOOD LUCK! JOIND.IN/7856 www.judithandresen.com/blog/vortrag/ Image: http://www.morguefile.com/archive/display/771807