Craig Brown was invited to speak at Swinburne University about project management. He wanted to discuss how business models can help with successful project outcomes. In his talk, Brown covered several topics:
In part 1, he discussed various business modeling techniques like the Business Model Canvas, Cynevin framework, Porter's five forces and value chain models, and the Strategy Map. These models help define goals and strategies.
In part 2, he talked about performance measurement models like the Balanced Scorecard and Quadruple Constraint. Models help define what "done" looks like.
In part 3, Brown discussed how to apply the models through various steps and frameworks like lean startup and agile delivery. Planning
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How to Start a Project
1. Starting a project
Craig Brown
Speaking at Swinburne University
2 April 2010
@brown_note
2. I was invited to talk to Jim Burrow’s project
management class at Swinburne University.
It occurred to me that when I came into the IT
industry as an analyst one of the most useful
experience I brought with me were a
collection of modelling techniques I had
learned about in business school.
Furthermore, while there is plenty of
modelling going on in the IT world, I continue
to see an absence of business models in IT
contexts. So I thought I would talk about some
models, how I used them and how they can
contribute to successful project outcomes.
The theme here is “Know what done looks like
by using models that your business clients and
partners are familiar with.”
16. Who are the stakeholders?
• Who is in charge?
• Who makes the decisions?
• Who can veto decisions?
• Who has local expertise?
• Who can (and is likely to) say
no?
17. What does Done look like?
What will it look like
when it’s done?
18. T he marketing mix
Price Promotion Product Place
People Process Physicals
Personalization Peer to Peer Participation Predictive models
22. Understand Look at the
Identify
potential market – are
their wants
and existing their needs
and needs
customers being met?
How do
Can you Can you do customers
deliver the it well, fast feel about
goods? or cheap? your brand
image?
Look at
Mobilize Build and
specific
your sell your
customer
resources product
stories
24. Cross Time, Cost and
A target A defined life
organisational New or unique performance
outcome span
participation requirements
One team or Creating the No constraints
Go on
Explorations one person same thing on time, cost or
indefinitely
working alone multiple times performance
25. Plans are
useless.
Planning is
indispensable.
Dwight Eisenhower
26. No plan
survives
contact with
the enemy
Helmuth von Moltke
30. S Specific
M Measurable
A Achievable
R Relevant
T Time-bound
31. Work Breakdown Structure
T he right way T he wrong way
Focus on physical deliverables Focus on processes, phases and
that are meaningful and valuable project activities
to the client
Measure progress in terms that are meaningful to the client.
40. Capacity
Competition for (& effective utilisation of) resources
41. T eam Design Principles
• T eams work best when they understand each • Competition for scarce resources wastes those
other and are focused on the same goals. T his resources
applies most importantly to understanding the – Isolate dependencies as much as possible by
customer’s motivations and goals creating self sufficient delivery teams
– So align teams with clients for best • Our ability to deliver is only as good as the
results weakest link
• Focus trumps utility by orders of magnitude – Ensure that all teams are staffed with
– So model teams around focused goals rather sufficient capability. Manage structural
than maximum utility and systematic deficiencies as an operations
• Cross functional teams can overcome most risk.
problems on their own • Success relies on meeting or exceeding
– So staff teams sufficiently to do the work expectations.
and get out of their way – So ensure you know your demand and
capacity. Do this by gathering empirical data.