How to Start a Project
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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.”
- 3. PART 1 WHY
- 4. Business Model Canvas Alex Osterwalder
- 5. Cynevin - Dave Snowden
- 6. Michael porter – 5 Forces
- 7. Michael porter – Value Chain
- 8. Strategy Map - Kaplan + Norton
- 9. Organisation Mission Strategy 1 Strategy 2 Strategy 3 Strategy 4 Money Customers Efficiency and Effectiveness Adaptability
- 10. Organisation Mission Strategy 1 Strategy 2 Strategy 3 Strategy 4 Money Customers Efficiency and Effectiveness Adaptability
- 11. Organisation Mission Strategy 1 Strategy 2 Strategy 3 Strategy 4 projects Money Customers projects projects Efficiency and Effectiveness Adaptability projects
- 12. PART 2 WHAT
- 13. Financial Process Customer Scorecard efficiency satisfaction Learning and innovation Balance Scorecard - Kaplan & Norton
- 14. The Quadruple Constraint Time Quality Scope Cost Warning: Quality has many definitions
- 15. Jim Highsmith
- 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
- 19. Lean Start-up
- 21. PART 3 HOW
- 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
- 23. Should it be a project?
- 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
- 27. Process Groups Initiate Plan Monitor & Control Close Implement
- 28. Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)
- 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.
- 33. Story Map
- 35. Agile delivery
- 37. projects projects projects projects projects projects projects projects projects projects projects projects
- 38. Portfolio Programme Programme Projects Project Project Projects Project Project Project Project Projects Projects
- 39. Different views from senior management on what (and how) should be done
- 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.
- 43. Credits