What is wrong with projects? Projects don't work in a VUCA world anymore, particulary not in IT & digital business! And "Agile" isn't the solution either... Is it #noprojects?

1. #noprojects
Fabian Kiss
@fbnkss
Innovation Lab Fribourg, April 9, 2019

2. https://www.infoq.com/minibooks/noprojects-value-culture

3. What is a project?
“a temporary endeavour undertaken to create a unique
product, service, or result”
PMI
3

4. What is a project?
“a unique, temporary, multi-disciplinary and organised
endeavour to realise agreed deliverables within predefined
requirements and constraints”
IPMA
4

5. What is wrong with
projects?

6. The truth
1. the more uncertainties, the bigger the plan
6

7. The truth
1. the more uncertainties, the bigger the plan
2. the bigger the plan, the more costs
6

8. The truth
1. the more uncertainties, the bigger the plan
2. the bigger the plan, the more costs
3. the more costs, the greater the belief in the plan
6

9. The truth
1. the more uncertainties, the bigger the plan
2. the bigger the plan, the more costs
3. the more costs, the greater the belief in the plan
4. change > willingness to change plan
6

10. The truth
1. the more uncertainties, the bigger the plan
2. the bigger the plan, the more costs
3. the more costs, the greater the belief in the plan
4. change > willingness to change plan
5. change > ability to change plan
6

11. http://www.istderberschonfertig.de (German)

12. Also the truth
projects don’t (always) work in a VUCA1
world anymore
1
https://en.wikipedia.org/wiki/Volatility,_uncertainty,_complexity_and_ambiguity
2
https://www.infoq.com/articles/standish-chaos-2015
8

13. Also the truth
projects don’t (always) work in a VUCA1
world anymore
particulary not in IT & digital business (only 29% success
rate)2
1
https://en.wikipedia.org/wiki/Volatility,_uncertainty,_complexity_and_ambiguity
2
https://www.infoq.com/articles/standish-chaos-2015
8

14. Also the truth
projects don’t (always) work in a VUCA1
world anymore
particulary not in IT & digital business (only 29% success
rate)2
not even with ”Agile” (39% success rate)2
1
https://en.wikipedia.org/wiki/Volatility,_uncertainty,_complexity_and_ambiguity
2
https://www.infoq.com/articles/standish-chaos-2015
8

15. Problem 1: metrics
“a unique, temporary, multi-disciplinary and organised
endeavour to realise agreed deliverables within predefined
requirements and constraints”
IPMA
9

16. Problem 1: metrics
even for those projects where scope, cost, schedule are
met...
10

17. Problem 1: metrics
even for those projects where scope, cost, schedule are
met...
output ̸= outcome
10

18. What does it cost?
What is it worth?

19. What does it cost?
What is it worth?

20. Problem 2: temporariness
“a unique, temporary, multi-disciplinary and organised
endeavour to realise agreed deliverables within predefined
requirements and constraints”
IPMA
13

21. Problem 2: temporariness
how often IT projects are followed by a...
14

22. Problem 2: temporariness
how often IT projects are followed by a...
”maintenance project”
”version 2 project”
etc.
14

23. Problem 2: temporariness
how often IT projects are followed by a...
”maintenance project”
”version 2 project”
etc.
beginning and end of IT projects are
defined arbitrarily!
14

24. When is it finished?
When does it start to
deliver value?

25. When is it finished?
When does it start to
deliver value?

26. What is value
When it comes to value...
17

27. What is value
When it comes to value...
not the project sponsor
17

28. What is value
When it comes to value...
not the project sponsor
nor the customer
17

29. What is value
When it comes to value...
not the project sponsor
nor the customer
nor the ”internal customer”
17

30. What is value
When it comes to value...
not the project sponsor
nor the customer
nor the ”internal customer”
nor the product manager
17

31. What is value
When it comes to value...
not the project sponsor
nor the customer
nor the ”internal customer”
nor the product manager
nor the product owner
17

32. What is value
When it comes to value...
not the project sponsor
nor the customer
nor the ”internal customer”
nor the product manager
nor the product owner
etc.
...is relevant
17

33. What is value
When it comes to value...
not the project sponsor
nor the customer
nor the ”internal customer”
nor the product manager
nor the product owner
etc.
...is relevant
only affected stakeholders are relevant!
17

34. A word about
complexity

35. Project complexity
freely adapted from the Cynefin3
framework and the Stacey Matrix4
...
3
https://en.wikipedia.org/wiki/Cynefin_framework
4
https://medium.com/the-liberators/on-complexity-why-your-software-project-needs-scrum-13c36305c866
19

36. Project complexity
Obvious / Simple
when it is obvious what is needed and how to get there
analogy: fixing a bicycle chain that has fallen off
20

37. Project complexity
Complicated
when it is not obvious what is needed or how to get there
analogy: building an airport
21

38. Project complexity
Complex
when both what is needed and how to get there are not
obvious
analogy: raising a child
22

39. Project complexity
Chaotic
no discernible relationship between cause and effect
analogy: firefighting
23

40. Project complexity
24

41. When still to run a #project
there is a defined beginning and end
25

42. When still to run a #project
there is a defined beginning and end
the ”what” can be described in detail
25

43. When still to run a #project
there is a defined beginning and end
the ”what” can be described in detail
the ”how” is not based on creativity and individuall skills
25

44. When still to run a #project
there is a defined beginning and end
the ”what” can be described in detail
the ”how” is not based on creativity and individuall skills
the more people, the sooner it is finished
25

45. When still to run a #project
there is a defined beginning and end
the ”what” can be described in detail
the ”how” is not based on creativity and individuall skills
the more people, the sooner it is finished
output ≈ outcome
25

46. Some
recommendations

47. Cost vs. value
27

48. Cost vs. value
When maximum ROI is reached?
27

49. Cost vs. value
define the right metrics
28

50. Cost vs. value
define the right metrics
implement feedback cycles
28

51. Cost vs. value
define the right metrics
implement feedback cycles
keep cycles as short as possible
28

52. Cost vs. value
define the right metrics
implement feedback cycles
keep cycles as short as possible
Recommendation:
Lean Canvas
28

53. Prioritization
rank backlog items against each other based on value
and cost
29

54. Prioritization
rank backlog items against each other based on value
and cost
continuously reassess the ranking
29

55. Prioritization
rank backlog items against each other based on value
and cost
continuously reassess the ranking
decompose high-cost items into smaller items
29

56. Prioritization
rank backlog items against each other based on value
and cost
continuously reassess the ranking
decompose high-cost items into smaller items
Recommendation:
Activity Canvas
(Impact Effort Matrix)
29

57. Customer collaboration
if possible, avoid fixed scope
30

58. Customer collaboration
if possible, avoid fixed scope
the ”How” and the ”What” should be entirely derived
from the desired outcome
30

59. Customer collaboration
if possible, avoid fixed scope
the ”How” and the ”What” should be entirely derived
from the desired outcome
Recommendation:
Impact Mapping
30

60. One final word
Never forget...
31

61. One final word
Never forget...
without trust, #noprojects doesn’t work!
31