1. Agila ”projekt” - Ett nytt sätt att
standardisera?
.
Standardisering och agilt, finns det någon motsättning?
Vad är standardisering av projekt och projektverksamhet inom ett företag, och
vad fyller den för behov? Och vilka är drivkrafterna bakom denna utveckling?
Finns det någon motsättning mellan agila utvecklingsmetoder och
standardisering av projektprocessen, eller är de i själva verket bara ett nytt
kapitel i historien om projektens institutionalisering inom företagen.
En kort presentation av mitt forskningsprojekt.
Inger Bergman
Industrial PhD Student
Chalmers University of Technology
Senior PM Consultant
Semcon Project Management

2. Agenda
• Kort presentation av mig och mitt
forskningsprojekt
• Projektet som en organisation i organisationen
• Standardisering och institutionalisering – två
sidor av samma mynt
• Agila arbetssätt – vilka krav ställer det på en
organisation och dess projekt

3. Min bakgrund
10 år som lärare
15 år med projektmetodstöd på Ericsson
10 år som konsult
Och nu – forskare på deltid på Chalmers University of
Technology
Dags att summera…..
Från traditionell tillverkningsindustri till projektbaserad
utveckling:
• Vad var det som hände?
• Hur var det möjligt och vem gjorde det?
• Och vad händer sen?

4. Theoretical Framework
I approach the subject from organization theory,
rather than a traditional project management
perspective by looking at firm-based projects as:
Temporary organizations
embedded in a parent organization
with different levels of coupling to the
organization, its projects and environment

5. Analysis Model
The model makes it possible to study a firm-based project’s
coupling to its parent organization from different perspectives

6. A Project’s Coupling to Its Organization
Hypothesis:
• At least one link is decoupled (otherwise part of “business as usual”)
• At least one tight link (otherwise not “firm-based”)

7. Examples of Negative Effects from Loose Coupling
Structure Perspective
• Poor management control
Process Perspective
• Poor quality, time and cost control
People Perspective
• Poor knowledge transfer
• Loss of knowledge gained in projects
Product, Mission
• Poor control of alignment with strategies

8. Standardization
Standardization is a means to tighten
the projects’ coupling to its parent
organization (“the company”) through
formalization of project processes,
work products and competencies.
Examples of standardization
initiatives in the company’s history:
• Standardization of terminology
• Standardization of project documentation and reporting
• Standardization of project management process
• Standardization of knowledge and attitudes through certification
of project managers

9. Institutionalization
Institutionalization initiatives have
mainly been focused on tightening the
coupling by adapting the company
structure and processes
to the demands of the projects.
Examples of institutionalization
initiatives in the companys history:
• Institutionalization of project roles for line managers
• Establishment of project management offices (PMO)
• Institutionalization of project governance (project sponsor role,
fixed steering groups, project portfolio management)
• Integration of project financial planning and reporting into the
corporate financial system

11. Example 1: Internal Change Project
Typical pattern for internal change with loose coupling in the process and
structure perspective.
Success criteria: Tight coupling in the people and mission perspective

12. Example 2: A Typical Customer Project
By loose coupling in the structure perspective, the project is free to
adapt to the customer’s organization
Also processes need to adapt to the customer, but are mainly
developed to optimize the product delivery and integration
Project management teams are internal but the projects employ
subcontractors

13. Example 3: New Product (with New Technology)
Development Project
By the loose coupling in the product perspective, the project is allowed to
be innovative and explore new technology and business ideas
New technology also means exploring new processes and ways of working

14. Agile Manifesto
“We are uncovering better ways of developing software by doing it and
helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools
Working software* over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there
is value in the items on the right,
we value the items on the left more.”
* Project result??

15. Agile Development
Downloaded from Wikipedia 20111010
http://en.wikipedia.org/wiki/Scrum_(development)

16. Environment
Business
Technology
Project trends
Digital
Perspectives on the organization
1G
2G
3G
4G
Products & offerings Multimedia
Services
People
Processes
Development processes
Delivery processes Rev1 Rev2 Rev3 Rev4 Rev5
Project processes/support
Structure
M-structure Matrix Organization Centralization Globalization
Functional Organization Outsourcing/
Mergers/Growth Downsizing
Projects Customer
Projects
Infrastructure Projects
R&D Projects
Internal Change Projects
Institution- Standardiza- Project
The The First Single Project Common alization tion of PM Portfolio
“Traditional” “New” Projects Management Standardized
Terminology of Competence Management
Projects
Projects
1876
1876
1970 1975 1980 1985 1990 1995 2000 2005 2010
2010

17. Example 4: Agile Product Development Project
The development process is “built-in” and fully aligned with the organization’s way of
working, a situation that requires less need for documentation.
Fixed teams with cross-functional competence - strong coupling in the people
perspective.
The permanent organization has a structure that is well adapted to support the
development work.
Semi-tight coupling in the product perspective opens up for allowing new requirements
while at the same time ensuring full understanding of impact of suggested changes.
Tight coupling between the project benefits and the organization’s mission and value-
adding responsibility.

18. Institutionalization Supporting Agile WoW
Examples of institutionalization
initiatives in the company’s history:
• Institutionalization of project
roles for line managers
• Establishment of project
management offices (PMO)
• Institutionalization of project
governance (project sponsor role,
fixed steering groups, project portfolio management)
• Integration of project financial planning and reporting into the
corporate financial system
• Establishment of a permanent matrix organization
(legal organization vs. operational - “product-based”)
• Establishment of fixed development teams
• Introduction of fixed released dates for new releases of products

19. Consequences of the Agile Approach
for the Company’s R&D Organization
• Shorter “projects” with increasing need for integration and
coordination and eventually to program management
• Focus for project management has shifted from
planning and progress control
to
coordination, integration, and value-driven quality control
• Closer alignment between product portfolios and project
portfolios
• The project-line dilemma is almost gone – with empowered fixed
teams for which product development is “business as usual”.

20. Tack!
Frågor?