While discussing details on agile project methods only a few people recognized, that IT changed the way projects are executed. But the goal conflict between IT, Marketing & business still exists. The talk shows a way to define shared business objectives and how to form a successful project culture in your company.

1. BERATUNG
JUDITH
ANDRESEN
INTERDISCIPLINARY
SUCCESS OF PROJECTS
Your company culture is powerful
02/25/2013 | ConFoo

2. RULES FOR THIS TALK
_ Tweet @judithandresen
_ Ask, if you have questions
_ Coaching
2 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

3. BERATUNG
Project Coaching
Consulting
JUDITH
ANDRESEN Project Audits
www.judithandresen.com
@judithandresen
REMARKS
LINKS
3 BERATUNG JUDITH ANDRESEN | More Presentations INTERDISCIPLINARY SUCCESS OF PROJECTS

4. WHO IS THIS TALK FOR?
_ Knowledge / Experience: Company Culture, Agile
transitions & Change of Project Methods
=> TARGET: UNDERSTAND AGILE IDEA
(& AGILE IMPACT ON COMPANY CULTURE)
4 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

5. About company culture
About agile & classical projects
"Interdisciplinarity"
Your first steps towards interdisciplinarity projects
5 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

6. About company culture
About agile & classical projects
"Interdisciplinarity"
Your first steps towards interdisciplinarity projects
6 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

7. 3 LEVELS OF COMPANY CULTURE
Physical artifacts
Behaviour (Rituals, Stories)
Artifacts
Rituals Uniforms Products
We can talk about it!
Values
Support Loyalty "Fast"
Tacit assumptions
Nature Human beings Business
7 BERATUNG JUDITH ANDRESEN | http://en.wikipedia.org/wiki/Organizational_culture (Schein‘s Model) INTERDISCIPLINARY SUCCESS OF PROJECTS

8. It takes time
to change behaviour
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9. (CULTURAL) CHANGE IN FOUR STEPS
New structure
Old structure
Freezing Unfreezing
Change
9 BERATUNG JUDITH ANDRESEN | http://en.wikipedia.org/wiki/Kurt_Lewin INTERDISCIPLINARY SUCCESS OF PROJECTS

10. SUCCESS FACTORS FOR A CHANGE
_ Do you really want to _ No exceptions
change? (What do you
leave behind you? + / -) _ Avoid risky situations
_ Less is more
(Only small steps)
10 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

11. HOW TO CHANGE COMPANY CULTURE
Organizational change: build new teams
Processes, practices, policies: change behaviour step-by-step
Cultural beliefs: introspect the new company culture
11 BERATUNG JUDITH ANDRESEN | http://www.leadingagile.com/2013/02/in-organizational-change-culture-comes-last/ INTERDISCIPLINARY SUCCESS OF PROJECTS

12. The corporate culture is deeply rooted in
corporate behavior.
It is based on the tacit assumptions ​of all
employees.
A change takes time.
12 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

13. About company culture
About agile & classical projects
"Interdisciplinarity"
Your first steps towards interdisciplinarity projects
13 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

14. CLASSICAL PROJECTS = WATERFALL
1 Requirements (Client)
2 Analysis
3 Specifications (Contractor)
4 Creation
5 Implementation
6 Quality Assurance
7 Approval (Client)
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15. SCIENTIFIC MANAGEMENT (TAYLORISM)
I. Seperates "Plan" / "Work" (white / blue collar)
II. Specialists for discrete, unambiguous work
III. Different payment (piece rate)
IV. Time & motion studies
V. Definition of the daily workload
15 BERATUNG JUDITH ANDRESEN | Wikipedia: Scientific Mgt., http://www.morguefile.com/archive/display/569343 INTERDISCIPLINARY SUCCESS OF PROJECTS

16. MAIN INSIGHTS (SCIENTIFIC MGT.)
I. Everything can be planned
II. Complex systems are mapped to complex
plans
III. Increasing efficiency through rationalization
and standardization
A success model
Worked for more than 100 years
16 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

17. Scientific Mangement focuses on planning
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18. AGILE MOVEMENT
Interdisciplinarity Learning
Lean Team members with equal rights
18 BERATUNG JUDITH ANDRESEN | http://www.morguefile.com/archive/display/682878 INTERDISCIPLINARY SUCCESS OF PROJECTS

19. MAIN INSIGHTS (AGILE MOVEMENT)
I. IT environment is chaotic, everything can
change anytime
II. The team members have the knowledge about
the project
III. Increasing efficiency through reviewing the
team work regularly A new model
Disruptive for scientific management
19 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

20. Agile movement believes in the power of the
team. It focuses on learning and adjusting the
team behaviour.
20 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

21. About company culture
About agile & classical projects
"Interdisciplinarity"
Your first steps towards interdisciplinarity projects
21 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

22. Interdisciplinarity leads to success
Complex systems
Fast growing business
22 BERATUNG JUDITH ANDRESEN $TITEL

23. AGILE MANIFESTO
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
23 BERATUNG JUDITH ANDRESEN | http://agilemanifesto.org/ INTERDISCIPLINARY SUCCESS OF PROJECTS

24. Business people and developers must work
together daily throughout the project.
24 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

25. The most efficient and effective method of
conveying information to and within a
development team is face-to-face
conversation.
25 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

26. COMMUNICATE DIRECTLY!
"Most of us got into programming because we
prefer to deeply focus on sterile minutia, juggle
lots of concepts simultaneously, and in general
prove to ourselves that we have brains the size of a
planet, all while not having to interact with the
messy complexities of other people"
What‘s about you?
26 BERATUNG JUDITH ANDRESEN | "The Clean Coder", Robert C. Martin, Prentice Hall INTERDISCIPLINARY SUCCESS OF PROJECTS

27. Build projects around motivated individuals.
Give them the environment and support they
need, and trust them to get the job done.
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28. How complex is the business Educate interdisciplinary
situation? expertise
Do you believe that the knowledge of the
team is greater than the knowledge of the
(project) manager?
Do you appreciate How complex is your IT
management´s work? environment?
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29. Who is in the team?
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30. How does your company earn money?
What is the target of the team?
Understand the vision / mission of your company
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31. You have great experience. Use it!
Translate technical requirements into
business scenarios
Be concrete!
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32. INTERDISCIPLINAR REQUIREMENTS
# Technical Solution Scenario Business Priority Fullfilled?
Two new product categories /
1 Middle +
year (in 1 month)
Downtime for Upgrades
2 High ++
Description of technical < 30 min
solution
3 0
4
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33. Manage the project risks in the team
33 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

34. INTERDISCIPLINAR RISK MANAGEMENT
# Risk Scenario Results Tasks
Landingpages not Landingpages are down for 3
1 - 10,000 CAD Now: add tests
Unit Tested days
2 ... ... ... After launch: ....
3 ... ... ... We do nothing
4
34 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

35. About company culture
About agile & classical projects
"Interdisciplinarity"
Your first steps towards interdisciplinarity projects
35 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

36. Who is in the team?
36 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

37. CORE ELEMENTS OF AGILE PROJECTS
Daily Standup
Wall Board
Regular Retrospectives
37 BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

38. REFLECT WHAT YOU DO
I. Set the stage Learn!
II. Gather data Adjust your behavior step-by-step
III. Generate insights
IV. Decide what to do
V. Closing the retrospective
38 BERATUNG JUDITH ANDRESEN | "Making Good Teams Great", Diana Larsen & Esther Derby, Pragmatic Bookshelf INTERDISCIPLINARY SUCCESS OF PROJECTS

39. HOW TO CHANGE COMPANY CULTURE
Organizational change: build new teams
Build an Interdisciplinarity team
Define a team target
Processes, practices, policies: change behaviour step-by-step
Know the risks. Handle them.
Adjust your behaviour through retrospectives
Cultural beliefs: introspect the new company culture
39 BERATUNG JUDITH ANDRESEN | http://www.leadingagile.com/2013/02/in-organizational-change-culture-comes-last/ INTERDISCIPLINARY SUCCESS OF PROJECTS

40. BERATUNG
JUDITH
ANDRESEN
GOOD LUCK!
JOIND.IN/7856
www.judithandresen.com/blog/vortrag/
Image: http://www.morguefile.com/archive/display/771807