PM Club Tampere hosted an event focused in project experiences. I shared learnings from my quarter of a century career in project management. Good discussions. The event ended with little workshopping where attendees analysed tops and flops of project work. My presentation has 3 parts: 1) Typical failure mechanisms or trigger points in project execution: - vision not shared - vision not understood - corporate rules and policies - problem solving by acquiring licenses - team dynamics - organisational misalignment - complicated, fat governance model 2) Weaknesses or even destructive steering group work - old working paradigms compared to actual project methods - too long, didn't read; highest paid persons opinion - indecisiveness - no will to reset red traffic light, no clue how to improve situation - surprises during meetings - conflicts of interest slowing down project work 3) Keys to success: - progress and development is not linear - minimum viable product strategy accelerates learning - there are always viable work arounds - change adaptation is function of time - projects need to be connected to external world, use simple and visual tools - test your ideas, pivot one factor of your hypothesis at a time - Deming's P-D-C-A is an useful tool for learning too - steering group is responsible of enabling project success, one of the main tools is risk mitigation by stopping potential domino effects - risks are not isolated by nature - skunkworks principles are still valid

1. Projektikokemuksia
(arpikudosta ja onnistumisen euforiaa)
#pmclubtampere
11.02.2015
Tapio Järvenpää
Chief Disruption Officer, Motley Agency Ltd
@Tapsa_Jpaa @MotleyAgency

4. Kaikki menee verkkoon ja
siksi jokaiseen
tuotteeseen sekä
palveluun liittyy
digitaalinen komponentti.

11. The Change Readiness Equation D x V x F > R
Peter Killing’s Change Curve
John Kotter’s Eight-Step Approach
Jim Collin’s Good-to-Great Flywheel

12. We trained hard, but it seemed that every
time we were beginning to form up into
teams, we would be reorganized.
I was to learn later in life that we tend to meet
any new situation by reorganizing; and a
wonderful method it can be for creating the
illusion of progress while producing
confusion, inefficiency, and demoralization."
Gaius Petronius Arbiter, 66 AD
(controversial)

14. A"ributes* Tradi.onalists*(1925745)* Baby*Boomers*(1946764)* Gen*X*(1965780)* Gen*Y/*Gen**(1981*and*aDer)*
AEre* Formal' Business'–'Casual'(High'end)' Business'–Casual'(Low'end)' Whatever'feels'comfortable'
Work*Environment* Office'only' Long'hours'–'office'only' Office,'home,'desires'flexible'
schedule'
Office,'home'D'desires'flexible'
schedule'
Mentoring* Not'necessary' Does'not'handle'negaGve'
feedback'
Not'necessary'to'receive'feedback' Constant'feedback'needed'
Reten.on* Loyalty' Salary' Security/'Salary' Personal'relaGonship'
Client*Orienta.on* Personal'contact' Telephone' Email' Email/'IM/'Text'
Technology* Dictates'documents,'eDmail'
only'in'the'office,'use'of'library'
instead'of'web,'limited'phone'
use'
Documents'prepared'by'the'
Associates,'eDmail'primarily'in'the'
office,'web'use'to'“google”'
Creates'own'documents,'uses'
mobile'and'laptop,'uses'web'to'
research,'review'etc.,'eDmail/'
mobile'24/7'
Creates'own'documents,'creates'
databases,'uses'web'to'research'
and'
network,'use'of'email/'IM/text'
24/7'
Career*Goals* Build'a'legacy,'a'lifeDGme'
career'with'one'company'
Build'a'perfect'career,'excel' Build'a'transferable'career,'variety'
of'skills'and'experiences'
Build'several'parallel'careers,'have'
several'jobs'simultaneously'
Training** The'hard'way' Too'much'and'I’ll'leave' Required'to'keep'me' ConGnuous'and'expected'
Learning*style* Classroom' Facilitated' Independent' CollaboraGve'and'networked'
Problem7solving* Hierarchical' Horizontal' Independent' CollaboraGve'
Decision7making* Seeks'approval' Team'informed' Team'included' Team'decided'
Leadership*style* Command'and'control' Get'out'of'the'way' Coach' Partner'
Feedback* No'news'is'good'news' Once'per'year' Weekly/Daily' On'Demand'

15. + €
- €
Pitkä aikaPitkä aika
Tosi pitkä aika
Arvolupauksen toteuman valvonta
kuuluu ohjausryhmälle
Paljon rahaa

22. Ohjausryhmä on osa
projektiorganisaatiota.
Ei valvontakomissio.

23. MISTÄ TUNNISTAA
HUONOSTI
TOIMIVAN
OHJAUSRYHMÄN?

25. TLDR
HiPPO

29. Johannes Jansson
Nordic Co-operation website
(norden.org)

31. “Varma business
case”
Todellisuusvs.

32. + €
- €
Minimum Viable Product,
Minimum Desired Product, …
Aloitetaan ja viedään tuotantoon sellaisina paloina
kuin osataan. Ja matkan varrella opitaan lisää!

33. MVP? "Lockheed SR-71 Blackbird" by Judson
Brohmer/USAF - NASA Website (Image)This
image or video was catalogued by
Armstrong Flight Research Center of the
United States National Aeronautics and
Space Administration (NASA) under Photo
ID: EC94-42883-4.

34. - Arto Martonen, Cheerman of the Bored, Motley
Agency Ltd
“Ihminen ymmärtää kun näkee
ja oppii kun kokeilee.”

38. Hyvät ideat näyttävät
alussa kovin samanlaisilta
kuin huonot ideat!

39. © 2012 Lean Startup Machine. You are free to use it and earn money with it as an entrepreneur, consultant, or executive, as long as you are not a software company (the latter need to license it from us).www.ValidationBoard.com
Validation Board
Track Pivots
1st Pivot 2nd Pivot 3rd Pivot 4th PivotStart
Riskiest
Assumption
Method
Core Assumptions
Any assumption that, if invalidated, will break the business
Which Core Assumption has the
highest level of uncertainty?
Solas Bar
232 E. 9th Street
What is the lowest cost way to
test the Riskiest Assumption?
Choose: Exploration,
Pitch, or Concierge
Only put the Riskiest
Assumption from an
experiment in these boxes
Record data &
learnings separately
If Invalidated, pivot at least
one Core Hypothesis
If Validated, brainstorm and
test the next Riskiet Assumption
What is the weakest outcome
we will accept as validation?
Minimum
Success
Criterion
1
3
5
2
4
6
1
3
5
2
4
6
Project Name: Team Leader Name:
Customer
Hypothesis
Problem
Hypothesis
Solution
Hypothesis
Design Experiment
Track Pivots
Tip: For two-sided markets,
always validate the riskier side first
Tip: Clear all post-its from this area after each experiment is completed
Invalidated Validated
GET
OUT
OF THE
BLDG
Results
Tip: Do NOT define a solution
until you’ve validated the problem
Remember:
Limit one sticky-note per box
Write in ALL CAPS
Do not write more than 5 words on any sticky-note

40. Plan
Check Do
Act

41. Muutoksessa onnistumisen
tärkeimmät tekijät: projektitiimin
itseluottamus ja sidosryhmien
usko tiimin osaamiseen!

42. Osaamista on kolmea sorttia:
Tiedetään,
että osataan.
Tiedetään,
ettei osata.
Ei tiedetä,
ettei osata.
Bonus: ei tiedetä, että osataan!

44. 1. The manager must be delegated practically complete control of
his program in all aspects. He should report to a division president or
higher.
2. …
3. The number of people having any connection with the project must be
restricted in an almost vicious manner. Use a small number of good
people (10% to 25% compared to the so-called normal systems).
4. …
5. There must be a minimum number of reports required, but
important work must be recorded thoroughly.
…
14. …

47. Projekteissa on ihmisiä töissä ja
kyseessä on heidän
työskentelyolosuhteensa eli
työssä viihtyminen ja jaksaminen!

49. MOTLEY

50. Motley is a business design and innovation agency: With our growing team of 30+
daring designers, developers and strategists, we solve first-world problems.
We specialize in helping companies make the leap to the next phase of digital
business: Growth. In the past year, using our e-commerce solutions, we have
brought several local companies to the global marketplace and increased their brand
value, market share and revenue.
Our services include outside-the-box business strategy, omnichannel design, and
lean, flexible development on a full stack of open-source technologies.
Founded in 2009 in Helsinki, we have roughly doubled our headcount and turnover
year-on-year, and in 2015 we intend to heighten our public profile, solidify our
position in e-commerce, and apply our learnings from e-commerce to other market
opportunities.

51. Motley promise
”We find and build a new scalable Business Model for our
partners within the first year of co-operation.”

52. Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building
Customer development process
Pivot until you
can prove it works.
SEARCH EXECUTION

53. Our Tools
#2 #3 #4
Acquisistion How do users find you?
Do users come back?
How do you make money?
Do users tell others?
Do users have a great
experience?
Activation
Retention
Revenue
Referral
REVIEW THE BUSINESS
ENVIRONMENT OUTLOOK
INNOVATE NEW
BUSINESS MODELS
CLARIFY GROWTH &
VALUE HYPOTHESIS
Suppliers & other
value chain actors
New entrants
(insurgents)
Substitute products
& services
Stakeholders
Competitors
(incumbents)
Market segments
Market issues
Needs & demands
Revenue
a ractiveness
Switching costs
Current state &
areas of development
#1 RECOGNISE THE BIGGEST
RISKS FOR FAILURE
Evaluation of development
& business concspts
Evaluate concepts
viability & feasibility
Strategy profile:
Elminate, Reduce, Raise, Create

54. Niko Jyränoja
Commercial Director
+358 40 710 86 93
niko.jyranoja@motleyagency.com
Arto Martonen
Founder
+358 40 195 9003
arto@motleyagency.com