Playbook: real people managing projects

Service'Innovation'|'Dr'Shaun'West
Playbook:)real)people)managing)projects)
From)developing)the)idea)to)measuring)success)
Business)and)design)working)together)to)find)a)better)way)to)lead)projects))
Inspired)by)‘Design)Thinking’)and)‘Agile)Project)Management’)to)create)a)“Visual)Project)
Management”)framework)
) ))
Authors:)Renate)Akerhielm,)Hannes)Felber)and)Shaun)West)
!
! !
! !
Playbook:)real)people)managing)projects
Visual'project'management'– our'solution'to'an'old'problem
Shaun'West,'Renate'Åkerhielm,'Hannes'Felber
May'2016
Dr Shaun'West

Playbook:'real'people'managing'projects
The)authors)and)the)Chief)Idea)Killer
Renate'Åkerhielm,'Chief'Idea'Promoter'
renate.akerhielm@sh.se
Shaun'West,'Chief'Idea'Builder'
shaun.west@hslu.ch
Hannes'Felber,'Chief'Idea'Designer
hannes.felber@hslu.ch

Outline
Project)management)has)become)a)painful)administration)process
What'did'we'see'as'the'problem?
What'do'others'say?
What'do'’users’'think'and'say?
The'playbook'is'our'attempt'
to'focus'on'project'
management'and'ensure'
that'nonTspecialists'are'able'
to'deliver'projects'efficiently'
and'effectively'
Our'solution:'a'project'management'playbook

WHAT)DID)WE)SEE)AS)THE)PROBLEM

What'did'we'see'as'the'problem
Projects)are)poorly)defined
What'is'the'problem'and'what'is'the'desired'outcome?
T What'is'the'difference' between'the'aim,'objectives'
deliverables,' milestones,' work'streams'and'tasks?
T The'customer'does'not'know'what'they'want!
T Why'don’t'they'tell'us'what'they'want?
24)page)document)– no)project)title
http://www.slideshare.net/Samuel90/projectTcharterT4397483

What)is)a)project)plan?
What'are'the'measures'of'success'for'the'project?
T The'project'plan'is'not'just'the'schedule'or'Gantt'
chart
T MS'Project'is'not'the'project'plan
T Creating' the'schedule' too'soon'means'we'focus'on'
the'detail' rather'than'the'project'outcome
T The'plan'sits'hidden'from'view

Project)documentation)and)process)is)more)important)than)the)project)outcome
What'is'the'minimum'we'need'to'do'at'each'stage?
T Project'management' process'and'documents'
become'more'complex' over'time
T Project'templates' try'to'cover'all'bases
T We'end'up'with'a'missTmatch'of'documents
T We'use'process'for'large' complex'projects'for'
simple'projects

Progress)meetings)become)ineffective
How'do'we'get'review'meetings'to'focus'on'the'real'outcomes?
T Bogged'down'in'detail
T Loss'of'focus'on'the'aim'and'objectives
T Lack'of'understanding' of'dependencies
T Reporting' upward'rather'than'sharing'with'team'
T Focus'on'the'negative' and'pass'the'buck…

Project)are)not)closed)out)
How'can'we'be'more'open'with'the'project'close'out?
T Unwilling'to'share'lessons'learnt
T No'budget'to'pull'the'team'together
T Moving'to'the'next'project…

WHAT)DO)OTHERS)SAY?

What'do'others'say?
NASA)has)a)project)management)problem)and)are)trying)to)find)better)ways)to)work
How'do'we'simplify'their'project'management'processes'and'make'it'more'effective?
MIT)SLOAN)MANAGEMENT)REVIEW)http://mitsmr.com/1EkWUru'

What'do'others'say?'
Twentyeighty’s list)of)top)trends)in)project)management
T The'need'for'design'thinkers'
T The'significance' of'portfolio'and'program'
management'
T Diversity' matters'
T Colocation,'global' teams'and'distributed' work'
T The'spread'of'into'nonTPM'arenas'
T The'permanency' of'agile'project'management
T Broadening' strategic' role'of'the'project'manager'
T Turn,'turn,'turn'— the'fundamentals' of'change'
management'
T Mastering' modernTday'complexity'
T Upskilling'talent'
How'can'we'learn'to'deal'with'these'challenges?

What'do'others'say?'
We)need)both)creativity)and)discipline)to)deliver)projects
How'do'we'balance'these'to'opposing'requirements?

WHAT)DO)’USERS’)THINK)AND)SAY?

Students)input)T overview
T Confusion'with'expectations
T Roles,'what'is'expected' from'a'project'manager?
T Dealing' with'uncertainty/change
T How'to'plan'when'you'don’t'have'all'the'answers?
T Is'a'project'more'than'a'Gantt'chart?
T Dealing' with'creativity' and'project'discipline
How'do'we'make'it'easier'for'novices'to'deliver'projects'successfully?
Most confusing with PM is to
understand correctly what the
customer needs and what he
expects from us.
…it is analogous to orchestra conducting. To
manage all the available resources in order to
deliver what our customer needs and to create
value…

Students)input)T visuals
Project Aim
The aim is to design a performance cockpit
infrastructure and interface based on creating
customer value. It should be cloud based with
an interactive view which runs on different
(mobile) devices. This cockpit should bring
benefits (faster problem solving process and
forecasting ) for the customer (customer
process thinking) and Bystronic in the Industry
4.0 revolution and should be easy and simple
to use.
Project Objectives
Cockpit Concept
Customer Feedback: Integration and Testing
Information and Interface Requirements of
the Customer (specific to OEE/CPE
standards)
Design of Service and Infrastructure to
support above Requirements
Deliverables & Workstreams
W3 Time Plan
W4 Literature Research
W4 Cockpit Mock-up
W5 Personas & Project Idea Canvas
W6 Customer process & Customer Journey:
Service Blueprinting
W8 Customer requirements
W10 Concept Draft
W12 Final Concept
W14 Business Plan (customer value &
benefits)
W15 Final Documentation
W15/16 Final Poster & Flyer
project effectiveness
project efficiency
Organisation Promoters/Opponent
influence
- +
HSLU
Risks (Top five)
Not knowing the risks-
Not fully understand what is expected from
the project
-
Just working on project without
documentation
-
Too less meetings with customers-
Losing time with graphical perfection
(although CI/CD is not created from
Bystronic side)
-
Bystronic
Shaun West Ronald Egli
Stefanie Hirsiger
week 4 - Visualisation Mock-up
Input of GUI from Petra Müller
Revision of Cockpit Mock-ups > Create
Basis Template
Literature Research: User Interface, User
Experience
Repetition of Service Innovation
Document Literature Research
week 5 - Customer Need
(internally)
Customer Need (internally)
User, Task & Context Analysis
Personas & Scenarios
Update Project Idea Canvas
Testing Mock-up
Document Mock-up-Phase
Day off work Thursday & ill
week 6 - Data Requirements
Data Requirements (to fulfill needs)
Customer Process & Customer Journey:
Service Blueprint
Testing Mock-up
Document Customer process & Customer
journey
Day off work Tuesday
week 7 - Data Infrastructure (Requirements)
Data Infrastructure (Requirements)
Analysis of where does the data come from
Testing Mock-up
week 8 - User Interface
User Interface (Evaluate Customers'
Requirements)
Design Interface with Mock-up
Document Data/Customer Requirements
Preparation Kundenworkshop Cockpit
Mid-term presentation
week 9 - Concept Draft
Design Interface with Mock-up
Concept Draft (Cockpit Storyboard)
Design Storyboard with Interface
week 10 - Concept Draft
Concept Draft (Cockpit Storyboard)
Design Storyboard with Interface
Document Concept Draft
week 11 - Verification of Concept
Verification of Concept (Internal Customers)
Testing Interface
Day off work Thursday
week 12 - Concept: Final Storyboard
Concept: Final Storyboard (BlechExpo 2016)
Document Concept
week 13 - Business Plan: Finalise Customer
Value and Benefits
Business Plan: Finalise Customer Value and
Benefits
week 14 - Business Plan: Finalise Customer
Value and Benefits
Business Plan: Finalise Customer Value and
Benefits
Feedback and Evaluation
Document Business Plan
Documentation: Proof Reading
Day off work Thursday
week 15/16 - Documentation &
Finalisation
Documentation: Proof Reading
Correction
Print Documentation & Burning CD
Create Poster & Flyer
Proof Reading: Poster & Flyer
Myself
Bystronic
Shaun West
week 1 - Introduction
System Analysis
Internal Training: Product Training Laser
Literature Research: OEE
Research of Visualising Data
Reading the "Lastenheft"
week 2 - Literature Research
Internal training: Global Marketing, Project
Cockpit, Remote/Predictive Maintenance, Big
Data
Identify Stakeholder (Workshop Bystronic)
Literature Research: UI, UX, Industry 4.0
week 3 - Project Management
Internal Training: Remote Maintenance
for Hotline
Visualisation of Cockpit: First
Drafts/Mock-ups of How Leading the
Customer Through the Cockpit
Time Plan
Project Idea Canvas: Update it based on
stakeholder
Literature Research:Usability
means that the task is delayed
Time Plan (Project Canvas)
Dienstag, 8. März 2016
09:06
Project Management (Project Canvas) Seite 1

Students)input)–individual)responses

Some)managers)express)dread)with)managing)projects
How'can'we'make'managing'projects'intuitive?
T We'have'more'and'more'nonTprofessional'project'
managers'managing' projects
T The'tools'we'have'don’t'deal'well'with'change
T We'make'a'plan'and'put'it'into'the'draw
T Project'management' is'about'control'and'reporting
T Our'people'don’t'understand'delivery' and'budgets
http://goo.gl/ZJ0lMB

OUR)SOLUTION:)
A)PROJECT)MANAGEMENT)PLAYBOOK
•! throughout!the!project!
•! in!all!processes!
•! within!the!team.!
!
Figure'3'The'idealised'project'value'chain'showing'loops'(or'iterations)'between'
and'within'different'phases'
Why!is!this!helpful?!!Projects!often!work!through!these!four!phases,!although!n
always!as!clearly!as!described!here!as!phases!can!be!mixed,!particularly!during
the!idea!and!create!phases.!

Idea:)what)is)the)problem)and)the)possible)solutions
Consider'the'problemTsolution'fit'and'share'your'vision
Basics
T We'need'to'understand'the'problem
T We'can'then'develop' a'solution
T Can'you'describe' the'value'proposition'clearly?
Communication
T What'should'we'communicate,' to'whom'and'when?
Reporting
T What'is'the'appropriate' level'of'reporting?
Team
T Who'should'be'in'the'team
T What'do'the'team'members'do?
t*
!
a!form!that!your!
ery!fragile!and!they!
before#and#it#did#not#
re#analysis…”#
e#not#clear…”#
not#aligned…”#
a#mature#market…”!
!
Lessons!from!experience!
•! If!someone!says!“no”!they!must!add!“because”!
•! Always!give!feedback!when!you!involve!others!
•! Never!criticize!
•! People!hardly!ever!prepare!–!so!assume!zero!!
!
Figure'16'The'idea'phase'in'detail'
This!phase!considers!how!to!convert!your!initial!idea/problem!in
customer!value!proposition!where!the!customer!is!put!first.!!Firm
idea/problem!into!a!wellAdefined!idea!is!an!iteration's!task!of!“ide
create”.!!We!have!split!the!process!up!into!the!following!parts:!
25%'of'the'project'duration

Create)the)project)and)how)you)will)deliver)it
Remember'that'a'plan'is'only'a'best'guess
Basics
T Clear'aim,'3T5'objectives' and'deliverables
T Team'and'interfaces
T Schedule' with'work'streams,'effort'and'spend
T Risk!
Communication
Reporting
Team
ating)projects)with)impact))
ting*projects*with*impact*
pter!is!designed!to!help!you!to!create!your!project!from!your!
er!value!proposition!canvas.!!Most!of!the!work!here!is!based!on!
!the!‘normal’!project!plan.!!The!aim!has!to!be!to!drive!the!creativity!of!
m!rather!than!to!drive!them!to!despair!with!over!analysis!and!over!
g.!!The!final!plan!you!create!must!be!flexible!and!adaptive.!
he'Chief'Idea'Killer'is'
'for'
!
“your#project#is#poorly#defined…”#
“we#tried#it#before…”!
“there!are!no!measurable!
objectives…”!
“you!have!no!project!risks…”!
“your!schedule!is!too!optimistic…”!!
ences!
Clearly!define!the!idea!and!market!test!it.!
Understand!the!boundaries!of!your!idea.!
Know!who!supports!your!idea.!!
Find!out!what!has!been!done!before.!!
!
•! Draft!clearly!using!straightAforward!English.!
•! Be!concise.!
•! Be!as!detailed!as!needed!–!not!going!into!the!same!detail!at!all
So!now!you!have!a!good!idea!and!you!need!to!convert!it!into!a!project.!
organisations!use!terms!like!“project!charter”!to!define!the!project.!!All
often!they!run!into!100s!of!pages!and!are!poorly!described.!!This!does!
support!effective!and!efficient!communications.!
!
Figure'30'The'create'phase'in'detail'
The!project!definition!in!this!book!is!based!on!the!‘project!canvas’!and!
shown!in!Figure!31.!!To!draft!the!canvas!you!will!need!to!complete!the
following!tasks:!
•! Confirm!the!context!of!the!project!
•! Agree!the!title,!aim!and!objective!
•! Check!the!available!resources!(including!the!budget)!
•! Build!up!the!project!plan!(deliverables,!tasks,!resources/costs
structure!and!risks)!
•! Agree!your!project!with!your!customer.!

Deliver)your)project)by)effective)sharing)of)status
We'often'focus'on'reporting'up'rather'than'sharing'what'we’re'doing
Basics
T 6'questions'to'be'asked'every'day
T Use'to'drive'the'project
T Any'team'member'can'(must)'use'the'red'flag
T How/when'do'we'review'a'project?
Communication
Reporting
Team
*projects*with*impact*
!
esigned!to!help!you!deliver!projects!for!internal!and!external!
o!so!requires!directed!energy!to!ensure!that!work!is!done!on!
project!is!efficient!(to!time,!to!budget,!to!quantity)!and!
creates!customer!value).!!!
dea'Killer'is'looking'for'
!
“your#project#is#late…”#
“your#project#is#over#budget…”!
“you!keep!changing!plan…”!
“you!have!many!problems…”!
“you!don’t!make!decisions…”!!
parent!with!the!project!communications!–!don't!hide!
mal!and!informal!communication!routes!
hat!the!team!share!the!project’s!status!!
and!schedule.!!Agree!changes!but!always!make!sure!that!you
you!need!‘x’,!I!need!‘y’!–!and!manage!risks.!!The!rule!is!‘no!sur
To!help!you!deliver!the!project!you!already!have!the!project!
your!longArange!planning!tool.!!To!help!you!on!a!dayAtoAday!o
basis!the!project!status!canvas!works!as!a!more!detailed!tool
•! Keep!the!energy!level!up!–!weekly!or!daily!meetings
•! Share!the!good!and!learn!from!the!bad.!!
•! Keep!the!message!consistent.!
!
Figure'46'The'delivery'phase'in'detail'
The!canvas!is!a!very!simple!tool!that!helps!you!and!the!team!
the!project.!!To!help!you!with!this!minefield!this!chapter!has!
into!the!following!sections:!
•! creating!action!through!active!followAup!
•! looking!at!the!bigger!picture!
•! data,!information!and!action!
•! dealing!with!uncertainty!through!problemAsolving!

Close)your)project)and)share)the)lessons
We'often'forget'to'celibarate the'completion'of'a'project
Basics
T Did'we'deliver' what'the'customer'needed?
T Did'we'deliver' the'project'efficiently?
T What'would'we'do'next'time'differently?
Communication
Reporting
Team
close!your!project!out!successfully.!!
!‘we!are!too!busy!to!invest!time!in!this!
r!customer!the!final!deliverable!the!
ional!is!considered!a!‘cost’.!!This!
this!project!phase.!
our#project#finished#late…”#
ou#did#not#complete#the#project…”#
our#project#cost#too#much…”#
our#customer#did#not#like#your#
oject…”!
nally!and!externally.!
any!from!the!impact!of!the!project.!
•! Share!what!you!have!all!learned.!
•! Explain!the!highlights!and!learnings!to!each!team!member.!
•! Make!sure!of!both!efficiency!(internal)!and!impact!(externa
effectiveness).!
You!must!consider!your!internal!and!external!stakeholders!and!prov
with!information!that!is!valuable!to!them.!!For!the!future,!you!must!a
the!project!learning!and!impact.!!Why?!!This!means!next!time!the!pro
could!be!duplicated!quicker,!cheaper!and!with!higher!quality.!
!
Figure'53'The'close'out'phase'in'detail'
This!phase!is!broken!up!into:!
•! Hard!facts!A!project!efficiency!and!customer!impact!
•! Soft!facts!–!was!it!well!managed!and!what!would!we!do!diffe
time?!

CLOSING
tomer’s!agreement?!!Talk!them!through!the!proposal!using!the!project!
vas!!
!
ure'43'Stand'up'meeting'with'the'customer'at'the'project'canvas'
Meetings'with'energy'create'results'
Use!your!project!canvas!as!the!way!to!get!agreement!on!

Closing
Link)to)our)book)– you)many)find)some)new)insights)and)tools
goo.gl/t4DpL6 T goo.gl/Ceit4d

Closing
Project)management)needs)a)simpler,)more)active)approach)to)deliver)success
Our'project'management'
playbook'is'way'we'drive'
innovation'projects
Four'distinct'project'phases
We'need'to'send'more'time'framing'the'problem
we'need'to'learn'to'be'creative'and'disciplined
We'need'communication'and'sharing'rather'than'reporting

Thanks)for)your)time!

Playbook: real people managing projects

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