Agility in Large Projects

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Kalle Tiihonen

Technologie Business

TO P I C S TO DAY

Me.
IBM.
My job.
My thesis.
Your questions.

M E?

Star ted programming at age 11.
Studied business, design, technology.
Graduated this year from Aalto University.
Enjoys good coffee.

I B M

425 000 employees.
12 research labs.
Consulting & Technology
We don’t sell laptops.

K A S V U HU O NE

Internal star tup at IBM Finland.
Established in January, 2012.
Three intrapreneurs.

Asko Relas Kalle Tiihonen Ville Peltola

I NT R A P R ENEU R S HI P

Intrapreneurship is the act of behaving like an
entrepreneur while working within a large
organization. *

* http://en.wikipedia.org/wiki/Intrapreneurship

M Y T HES I S

Effectiveness of Agile Project Management in
Large Projects

AGI LI TY I S NOTHI NG NEW

Coal mining & autonomous work groups in 1950s.
Lean car manufacturing in Japan in 20th century.

Just another context.

AGI LE VALUES

Interactions versus Processes
Collaboration versus Contract Negotiation
Working Software versus Holistic Documentation
Responding To Change versus Following a Plan

M Y C A S E P RO JEC T

100+ persons involved.
Stakeholders must accept agile values!
Prioritizing is difficult.
8-15 persons/team.
Scrum sprint: 3 weeks.
Use face to face communication.

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Agility in Large Projects

1. AGI LI TY I N LARGE PROJECTS Kalle Tiihonen

2. TO P I C S TO DAY Me. IBM. My job. My thesis. Your questions.

3. M E? Star ted programming at age 11. Studied business, design, technology. Graduated this year from Aalto University. Enjoys good coffee.

4. I B M 425 000 employees. 12 research labs. Consulting & Technology We don’t sell laptops.

5. K A S V U HU O NE Internal star tup at IBM Finland. Established in January, 2012. Three intrapreneurs. Asko Relas Kalle Tiihonen Ville Peltola

6. I NT R A P R ENEU R S HI P Intrapreneurship is the act of behaving like an entrepreneur while working within a large organization. * * http://en.wikipedia.org/wiki/Intrapreneurship

7. M Y T HES I S Effectiveness of Agile Project Management in Large Projects

8. AGI LI TY I S NOTHI NG NEW Coal mining & autonomous work groups in 1950s. Lean car manufacturing in Japan in 20th century. Just another context.

9. AGI LE VALUES Interactions versus Processes Collaboration versus Contract Negotiation Working Software versus Holistic Documentation Responding To Change versus Following a Plan

10. M Y C A S E P RO JEC T 100+ persons involved. Stakeholders must accept agile values! Prioritizing is difficult. 8-15 persons/team. Scrum sprint: 3 weeks. Use face to face communication.

11. S UC C ES S.

12. Your questions?