PM Club Tampere hosted an event focused in project experiences. I shared learnings from my quarter of a century career in project management.
Good discussions. The event ended with little workshopping where attendees analysed tops and flops of project work.
My presentation has 3 parts:
1) Typical failure mechanisms or trigger points in project execution:
- vision not shared
- vision not understood
- corporate rules and policies
- problem solving by acquiring licenses
- team dynamics
- organisational misalignment
- complicated, fat governance model
2) Weaknesses or even destructive steering group work
- old working paradigms compared to actual project methods
- too long, didn't read; highest paid persons opinion
- indecisiveness
- no will to reset red traffic light, no clue how to improve situation
- surprises during meetings
- conflicts of interest slowing down project work
3) Keys to success:
- progress and development is not linear
- minimum viable product strategy accelerates learning
- there are always viable work arounds
- change adaptation is function of time
- projects need to be connected to external world, use simple and visual tools
- test your ideas, pivot one factor of your hypothesis at a time
- Deming's P-D-C-A is an useful tool for learning too
- steering group is responsible of enabling project success, one of the main tools is risk mitigation by stopping potential domino effects - risks are not isolated by nature
- skunkworks principles are still valid
4. Kaikki menee verkkoon ja
siksi jokaiseen
tuotteeseen sekä
palveluun liittyy
digitaalinen komponentti.
5.
6.
7.
8.
9.
10.
11. The Change Readiness Equation D x V x F > R
Peter Killing’s Change Curve
John Kotter’s Eight-Step Approach
Jim Collin’s Good-to-Great Flywheel
12. We trained hard, but it seemed that every
time we were beginning to form up into
teams, we would be reorganized.
I was to learn later in life that we tend to meet
any new situation by reorganizing; and a
wonderful method it can be for creating the
illusion of progress while producing
confusion, inefficiency, and demoralization."
Gaius Petronius Arbiter, 66 AD
(controversial)
32. + €
- €
Minimum Viable Product,
Minimum Desired Product, …
Aloitetaan ja viedään tuotantoon sellaisina paloina
kuin osataan. Ja matkan varrella opitaan lisää!
33. MVP? "Lockheed SR-71 Blackbird" by Judson
Brohmer/USAF - NASA Website (Image)This
image or video was catalogued by
Armstrong Flight Research Center of the
United States National Aeronautics and
Space Administration (NASA) under Photo
ID: EC94-42883-4.
34. - Arto Martonen, Cheerman of the Bored, Motley
Agency Ltd
“Ihminen ymmärtää kun näkee
ja oppii kun kokeilee.”
42. Osaamista on kolmea sorttia:
Tiedetään,
että osataan.
Tiedetään,
ettei osata.
Ei tiedetä,
ettei osata.
Bonus: ei tiedetä, että osataan!
43.
44. 1. The manager must be delegated practically complete control of
his program in all aspects. He should report to a division president or
higher.
2. …
3. The number of people having any connection with the project must be
restricted in an almost vicious manner. Use a small number of good
people (10% to 25% compared to the so-called normal systems).
4. …
5. There must be a minimum number of reports required, but
important work must be recorded thoroughly.
…
14. …
45.
46.
47. Projekteissa on ihmisiä töissä ja
kyseessä on heidän
työskentelyolosuhteensa eli
työssä viihtyminen ja jaksaminen!
50. Motley is a business design and innovation agency: With our growing team of 30+
daring designers, developers and strategists, we solve first-world problems.
We specialize in helping companies make the leap to the next phase of digital
business: Growth. In the past year, using our e-commerce solutions, we have
brought several local companies to the global marketplace and increased their brand
value, market share and revenue.
Our services include outside-the-box business strategy, omnichannel design, and
lean, flexible development on a full stack of open-source technologies.
Founded in 2009 in Helsinki, we have roughly doubled our headcount and turnover
year-on-year, and in 2015 we intend to heighten our public profile, solidify our
position in e-commerce, and apply our learnings from e-commerce to other market
opportunities.
51. Motley promise
”We find and build a new scalable Business Model for our
partners within the first year of co-operation.”
53. Our Tools
#2 #3 #4
Acquisistion How do users find you?
Do users come back?
How do you make money?
Do users tell others?
Do users have a great
experience?
Activation
Retention
Revenue
Referral
REVIEW THE BUSINESS
ENVIRONMENT OUTLOOK
INNOVATE NEW
BUSINESS MODELS
CLARIFY GROWTH &
VALUE HYPOTHESIS
Suppliers & other
value chain actors
New entrants
(insurgents)
Substitute products
& services
Stakeholders
Competitors
(incumbents)
Market segments
Market issues
Needs & demands
Revenue
a ractiveness
Switching costs
Current state &
areas of development
#1 RECOGNISE THE BIGGEST
RISKS FOR FAILURE
Evaluation of development
& business concspts
Evaluate concepts
viability & feasibility
Strategy profile:
Elminate, Reduce, Raise, Create