Transcript - Project Half Double Unfolded (Part 1)
00:08 -you have just heard one of the biggest
00:10
paradigm shifts within pop music in the
00:14
1960s the Beatles changed the music
00:17
industry completely it's a remarkable
00:21
story about how for British guys
00:23
inspired by rock and roll from America
00:25
started playing their own music and
00:28
changed the way we think about pop music
00:30
today first of all no one really wrote
00:34
their own songs back then and secondly
00:37
it was a new way of playing music never
00:41
heard before
00:42
to put it shortly it was a radical
00:45
rethinking and they produced two new
00:48
albums each year from 1963 to 1969 so
00:54
this is actually the Beatles version of
00:56
a half-double they created a huge impact
00:59
and I'm just gonna need some help to
01:01
change the slide here there it is they
01:06
created a huge impact in just six years
01:09
so what they did was they inspired a new
01:13
generations of musicians to start
01:15
writing their own music which was the
01:18
main driver for doubling the music
01:20
industry from 1960 to 1970 secondly they
01:26
were the first band on earth to use
01:28
their superstar status to do good so now
01:31
45 years later the war is over campaign
01:36
is still running it's pretty remarkable
01:38
thinking that this is just a pop band
01:41
from so many years ago we want to do the
01:45
same thing for projects we want to
01:48
create huge impact with relatively
01:50
simple but very effective means and
01:53
that's the reason why we're all here
01:56
today my name is Michael eller's I'm the
02:00
project manager of project half-double
02:01
and I'm from implement Consulting Group
02:04
who have been working for the last 10
02:05
years now it's time to for you guys to
02:09
introduce each other we just need to
02:13
gonna take the other one the most slim
02:16
version but it works so way I would like
02:21
you to introduce yourself to the person
02:23
right next to you or close to you so who
02:26
are you and why are you here today so
02:29
I'm gonna give you three minutes to do
02:31
that
02:42
there will be a lot more interaction
02:45
later but I would like to introduce the
02:48
first speaker today it is Nils Arrancar
02:51
who's the founding father of the project
02:53
half-double together with christina sia
02:55
pillars from lentement unipeg so so Nels
03:00
is acting as the active project owner of
03:03
project half-double and as you know
03:05
that's a very important role in a
03:07
half-double perspective so without an
03:10
active project owner the project is
03:12
never going to succeed in the way that
03:14
we hope it will succeed so that's why
03:16
Anil's has a very important role besides
03:18
that Nils is also the managing partner
03:20
of implement Consulting Group where
03:22
we're about 500 consultants working with
03:24
different projects and and all that so
03:27
we've been working with projects for a
03:28
long time and Mills has a very strong
03:31
passion for projects which makes him a
03:33
very good project owner Mills machine is
03:36
yours thank you can you give me all of
03:40
you yeah this number is actually the
03:46
outset of this journey because even
03:50
though we've been working for the last
03:53
30 years on truly improving the product
03:59
environments in almost all types of
04:03
organizations around Scandinavia and it
04:08
has become a lot better but this number
04:11
is still in this range meaning that only
04:15
about one-third of all projects that we
04:20
set out for are actually perceived as a
04:23
success when you will evaluate them so
04:27
this is this is this is the problem this
04:31
is why we here we want to do something
04:34
about that and because there's reason
04:41
for that the problem is that oh let me
04:44
see if this work yeah it does because
04:47
this this number is actually a challenge
04:49
for our whole economy in the Western
04:52
world
04:54
if imagine that we are back in the
04:58
heydays of the Beatles in the 60s and
05:01
you are right now located on the
05:05
northern part of else where tempest has
05:10
its headquarters and you are back in the
05:14
1960s you're standing outside of them of
05:18
the main building and you see people
05:20
coming in in the morning and you will at
05:26
that point in time see around 90 to 95%
05:31
of the people coming into the building
05:33
wearing blue a walls doing a operations
05:41
job if you go down today and I it's
05:49
actually you know I could exercise to do
05:51
standing outside of the building
05:54
watching who's actually who's arriving
05:57
then you will see that the the amount of
06:01
people in blue walls have declined
06:05
dramatically so people are wearing
06:09
different types of clothes and people
06:13
are doing a different job they are doing
06:20
projects
06:23
so when we talk about improving the
06:27
whole Western economy we need to do
06:31
something about improving our ability to
06:34
do projects and for some reason this is
06:39
a really hard thing to communicate to
06:43
politicians actually to the whole
06:47
Western world this is what we try to do
06:51
so thank you for being here
06:54
yeah it's we simply need to do something
07:02
about this and in actually many of us in
07:10
this room has somehow embarked on this
07:15
journey and I think that's the reason
07:18
for that because I think a lot of you
07:20
people in this room I actually hear from
07:22
from Scandinavia and not that we think
07:26
we are better than others maybe some do
07:27
but I don't but one thing's for sure we
07:32
have some characteristics from our
07:37
heritage which I think can actually make
07:43
it easier for us try to somehow be a
07:47
spearhead and this in this journey we
07:51
have a very low power distance which is
07:54
a prerequisite for making this work we
07:59
are pretty highly educated which is also
08:05
important and then we have learned to
08:09
collaborate since we started in first
08:13
grade I was also me with my age I was
08:18
actually in first grade in 1966 when
08:22
beetles were you know playing the music
08:25
and already at that time I learned you
08:28
know group work etcetera that was in the
08:31
beginning of those days so I think we
08:34
had a special application
08:37
to make this happen and and I think you
08:42
know the whole idea of impact the impact
08:46
that week in this room can actually have
08:49
on the whole Western economy I know this
08:53
is dreaming but this is a big idea and
08:58
we need to do something about that so
09:01
thank you very much for being here and
09:06
and basically it's a it's simple sorry
09:12
it's simple it's about I mean it's it's
09:15
it is really simple because it's about
09:18
breaking the paradigm of how we think
09:20
about projects because the whole the
09:25
whole project knowledge base was
09:28
actually just the heart in the 50s and
09:30
the 60s Erin we'll come back to that and
09:34
the problem is that it was actually
09:36
started out in construction projects so
09:40
it's all based on contractual thinking
09:43
meaning that success is primarily a
09:48
matter of you know living up to your to
09:52
your obligations it's actually a matter
09:57
of predictability so you put your
10:01
ability to be predictable but this is
10:07
not what it's about it's not a
10:10
contractual thing it's about making
10:13
impact an impact is in the end measured
10:19
by one measure which is they call a
10:23
satisfaction and this is
10:27
this is this is the paradigm shift and
10:34
and you know the the sorry when we
10:41
didn't look into their through the
10:43
academic world it's interesting to to
10:46
see that this of course been reading
10:49
been writing a lot of articles about
10:52
project management and there's been a
10:55
lot of articles about you know how can
10:57
we actually rethink project management
11:00
but there are actually very few articles
11:06
about how to do it and that's the idea
11:10
of this journey to actually come out
11:14
with some simple tools to break this
11:20
paradigm that is the idea with product
11:24
half-double and and as you know those of
11:31
you who have been part of it which is
11:32
many of you it's it's simple it's it's
11:39
about creating another perspective on
11:45
leadership it's about which is this
11:50
figure it's about putting much more
11:54
effort into the people side of project
11:57
management meaning going from a matter
12:02
of system thinking to a mara of people
12:06
thinking it's people who actually change
12:08
the world it's not systems
12:12
it's about impact it's about having
12:21
relent
12:22
focus on impact instead of having
12:25
primary focus on deliverables and then
12:30
it's about flow it's about creating
12:34
short and fat projects making the
12:41
project move instead of optimizing
12:45
resources making the project move so so
12:52
in that sense it's really really simple
12:57
we also know that it's it's right
13:01
because a lot of these things think are
13:04
not something that has been invented you
13:06
know in the last year a lot of the
13:09
things here are topics that many of you
13:13
have worked on for years but our ability
13:19
to create this movement is based on the
13:25
fact that we can actually balance the
13:26
idea of being communicating this in a
13:29
very simple way and on the other hand
13:31
really see this working from a practical
13:37
point of view so this is this is the
13:40
idea and and obviously as we are talking
13:47
about impact we need to see this number
13:51
the 30% number change and this is the
13:57
ultimate impact that we are seeking at
14:01
to change that number to a completely
14:05
different number in your own
14:09
organizations you can choose your you
14:11
your number but but but I I think the
14:14
idea of half-double also would apply
14:18
here meaning that the 30 percent success
14:21
rate should be doubled in half the time
14:26
so this is this is this is what we try
14:30
to do and and and and our hope is of
14:33
course that
14:34
as many of us in this room can help
14:37
build this wave so to speak in our own
14:42
organizations because if we don't do it
14:45
ourselves I mean it doesn't make sense
14:46
so we use a lot of time on it in our own
14:50
organization I know you do the same and
14:53
and and then we build it from there and
14:56
to the benefit of our companies to the
14:58
benefit of our society to the benefit of
15:01
all of us so thank you very much for
15:03
being here and I'm really looking
15:05
forward to to see our thoughts and ideas
15:08
with you today thank you very much okay
15:18
so we have a small film we want to share
15:21
with you let's see if it works
16:20
all projects are initiated to create
16:24
impact that's essential the key is to
16:27
identify and focus on impact right from
16:29
the start impact changes the dialogue
16:32
from being centered around technical
16:34
deliverables to ensuring stakeholder
16:36
satisfaction flow is key when flow is
16:40
missing important project hours are lost
16:43
in coordination retrospective project
16:45
reporting and shifts between multiple
16:47
projects at the same time by focusing on
16:51
flow we're using simple methods to
16:53
intensify project work and share
16:55
progress every week and deliver results
16:57
faster we aspire to revolutionize the
17:01
way projects should be led with less
17:03
bureaucracy less formal steering
17:05
committee meetings and less contractual
17:07
focus we need less compliance and more
17:11
commitment and we need leaders who can
17:13
cope with turbulence conflicts and
17:15
complexity leaders who focus on people
17:18
work closely together handle issues and
17:21
joint force and know the project at its
17:24
core
17:35
so it's all about impact flow and
17:38
leadership and that's one of the reasons
17:41
why we're here today but let's just go
17:44
through with the purpose the purpose is
17:46
to an establish the half-double
17:48
methodology as a new project paradigm
17:51
we've been working on this paradigm for
17:53
the last or at least on the methodology
17:55
on the last three years and now we are
17:59
in a kind of a mode where we have a
18:01
ready to go live version of project
18:03
half-double we know it's gonna change
18:06
from here but at least this is the
18:08
combined learning and input and all the
18:12
great things that you've given us from
18:14
the community to to kind of bound
18:16
together a methodology that we think
18:19
will we'll be able to do projects in
18:21
half the time with double the impact so
18:24
the sub purposes is first of all to
18:27
enhance collaboration across the
18:29
community because when you talk to each
18:31
other things starts happening and this
18:33
is very much about creating the the wave
18:35
that nilz refer to just before the
18:39
second purpose is to share some of the
18:41
results from the pilot projects that
18:43
we've done so far so in the last year
18:46
we've done seven experiments trying to
18:49
apply this methodology but also to
18:51
develop it as we moved along and we've
18:53
learned a lot but we also created quite
18:55
some results out there that we would
18:57
like to share with you the third thing
19:00
is to make the methodology travel so
19:02
today we will try to dive into each of
19:05
the core elements so that you will have
19:07
an opportunity to do some of these
19:09
things in your own organizations try to
19:11
make it work back home and then lastly
19:14
giving back to the community you have
19:16
helped us a lot so far and a very
19:18
essential part of Project half-double is
19:21
to have a strong community to kind of
19:23
have these synergy going on between
19:25
great thoughts happening but also how to
19:28
make this work in real life and you have
19:30
provided that input all along so we're
19:33
hoping by inviting Erin Chen her here to
19:36
inspire you but also to share the whole
19:38
methodology that we can give a little
19:40
back to all
19:40
great thinks that you've given to the
19:42
half-double methodology so the program
19:46
of today looks something like this we're
19:48
just about to kick off the whole session
19:50
and in a short while you will have a you
19:55
will have Erin Chen her to address why
19:57
is this not just a Danish problem why is
19:59
this a global issue that we would need
20:01
to address then we'll have a short break
20:04
and after that I'm gonna introduce you
20:06
to the half-double methodology as it is
20:08
today you will have an opportunity to
20:11
dive into three out of the nine methods
20:15
after my introduction so you will have
20:17
to choose which of the nine methods you
20:19
want to get an imp depth inside to
20:22
afterwards we will do some rotations
20:24
between smaller stations where you will
20:27
have to make your own choices we'll have
20:30
lunch
20:30
and during lunch we will also do a pulse
20:34
check as you know the main principle for
20:36
creating impact is stakeholder
20:38
satisfaction so we will ask you you know
20:41
how are we doing are we on the right
20:43
track and we will summarize on those
20:45
results later on but at lunch please
20:48
remember to check your email because
20:50
there you will find a link to do the
20:52
pulse check of this conference after
20:55
lunch urn Shanghai will introduce his
20:58
perspective to project half-double
21:00
because we've had quite some discussions
21:02
and great dialogue going on and the
21:04
other things that we were doing each of
21:06
us and also Erin China has a great way
21:10
of approaching how innovation might make
21:13
or break your project based on a lot of
21:15
research done within the last twenty
21:17
years after the session with Erin we're
21:22
gonna have the opportunity to visit each
21:24
of the seven pilot projects to gain more
21:26
in-depth insight to what did we actually
21:29
do and before that session I'm going to
21:31
introduce through the main learnings and
21:33
some of the main results then we'll wrap
21:36
it all up with expert conclusions we
21:38
have six very key people to the movement
21:41
that I'm gonna ask a few questions and
21:43
we're gonna share their answers and then
21:46
we have a small surprise for you to wrap
21:48
it all up so at three o'clock we will be
21:50
joining out here in the networking area
21:52
to
21:53
have a glass of wine and celebrate how
21:55
far we've gone so far are you excited
21:59
are you at the right conference good
22:04
start this is actually interesting
22:10
because we looked into some of the
22:13
prominent researchers within project
22:15
management and we came about Aaron
22:18
shin-hye who's a professor in project
22:19
management he's also a world leader
22:21
within projects and innovation
22:23
management the interesting thing here is
22:26
that we figured that Aaron would be able
22:28
to inspire us and when we talk to Aaron
22:31
it turned out that he was actually doing
22:33
a lot of similar things that we were
22:35
doing so we were not just you know
22:38
talking to someone who might be able to
22:40
inspire us we were actually talking to
22:42
someone who was at the exact same
22:45
journey as we are and that's remarkable
22:47
and that's the reason why we have Aaron
22:49
Sheehan who are here today because there
22:50
is a remarkable overlap between the
22:52
things that we think should be done and
22:54
the thing that Aaron is will be doing in
22:56
reality so as you can see amazing
23:00
credentials having spent 20 years
23:02
actually doing projects and then as a
23:04
corporate VP and another 20 years in
23:07
academics with about 150 publications
23:10
and six books we have a very we have
23:14
actually a thought leader within project
23:16
management with us today
23:17
so Aaron will you do us the honor of
23:21
telling us why is this also a global
23:24
problem please give an applause to error
23:39
thank you Michael
23:42
it's a pleasure to be here it's an honor
23:45
to be here it's my second visit to
23:48
Denmark first visit was 30 years ago I
23:53
came back and I found the community of
23:56
very nice people friendly people and I
23:59
welcome the opportunity to be here but I
24:02
still didn't figure out what's the best
24:04
Danish food somebody can enlighten me on
24:09
that please talk to me and if you want
24:11
to talk to me about other things I'll be
24:13
here so other day I was invited by the
24:17
team of half-double and I want to thank
24:20
thank this team for the invitation
24:22
they've been very kind and very
24:24
receptive and very hosting very well so
24:29
I want to thank the Michael Ellis
24:32
project manager the owner has I met
24:36
yesterday and the rest of the team the
24:39
Christine and pear severing and the
24:43
University this collaboration and all
24:45
the other team I think you're doing a
24:47
very important job and nice job so I
24:50
congratulate you for this effort I was
24:54
asked to share with you my perspectives
24:57
about project my project management's
25:00
yesterday so a few words about myself as
25:05
you heard I had two careers both of them
25:10
on project management I'm a professor
25:12
now don't be too much impressed by the
25:16
world professor I'm like anybody else
25:18
I'm a project manager I've done projects
25:22
actually for 20 years and during this
25:25
period I've made every mistake possible
25:28
so then I decided it's time to learn why
25:31
I made all these mistakes I went to the
25:34
academic hold of course you cannot
25:37
correct mistakes of the past or at least
25:39
you can learn and after another 20 years
25:42
now I have an answer my answer
25:45
to all these difficulties problems and
25:48
struggles and challenges that the
25:50
profession is facing but that's what I
25:52
want to share with you today when I was
25:55
approached by the team we've been
25:56
walking and talking for I think now
25:59
almost more than six months when I was
26:03
approached I didn't know about this
26:04
project and I said well that's great
26:06
somebody finally is doing something
26:08
about it because that's what I was
26:10
trying to do for the last 20 years in
26:13
fact so let me begin the first thing
26:19
that I would like to say is that
26:21
projects are increasing today the amount
26:24
of projects is increasing and Lynn's
26:27
referred to this the project walk is
26:30
actually white collar walk that means if
26:33
your project manager in the right place
26:35
that's the good news but the bad news is
26:39
this okay the reality is that most
26:44
projects don't make it and I want to
26:46
address this question from my
26:47
perspective why and what's going on so
26:51
the first of all is the challenge
26:53
projects become harder they become more
26:57
complex they become faster technology is
27:00
moving very fast and competition is
27:03
stronger innovation is very critical and
27:05
time we cut shorter and I'm coming to
27:09
this in a few minutes techniques have
27:11
not changed much so we as project
27:15
managers we are facing a more and more
27:17
difficult task every day okay here's
27:21
some data of course all the studies
27:24
focus on large projects so there's a
27:26
project that studies on mega projects
27:28
you see mega projects by definition
27:31
almost don't meet their time and cost
27:34
objectives and you see the overruns here
27:35
which is tremendous you have a Danish
27:38
project here you can see okay
27:41
the other thing is the statistics the
27:44
statistics shows there's a Kaos report
27:46
every year coming out about IT and
27:49
communication projects and you see the
27:52
results are very consistent over the
27:54
years you see about 30 percent
27:58
says 22% for 20% failure and 50%
28:04
challenged challenge is a nice way to
28:07
say we don't like it but what can we do
28:12
it's a priori finished we finished
28:14
somehow it's not exactly what we have in
28:16
mind that's challenged that's not good
28:19
enough as Michael said it's good enough
28:22
if Neil said it's not good enough okay
28:24
so we have to understand before we find
28:27
solutions we have to understand okay so
28:30
let me give you an example few examples
28:32
to illustrate the point and these are
28:37
two major projects in aerospace I'm
28:41
involved in the aerospace I've been in
28:42
the aerospace industry I work now with
28:44
aerospace industry in America and I see
28:47
this all the time
28:47
huge projects suffer big overruns now
28:51
Boeing and Airbus have both suffered big
28:54
over us Airbus 380 was late to market by
28:58
two years to CEOs lost a job because of
29:01
this project
29:02
Boeing doubled the time no double the
29:07
budget I'm sorry from twenty to forty
29:09
billion dollar and a delay of say three
29:11
and a half years on a huge project okay
29:15
huge now these are not marginal project
29:19
these are central business projects
29:21
Boeing had nine hundred orders before
29:24
the project was completed a backlog big
29:28
disappointin has three project managers
29:30
were in play at the place what do you
29:32
think are they bad project managers no
29:37
they chose the best people you know so
29:41
there's something going on and they have
29:42
used the latest techniques in project
29:44
management okay and my question is could
29:48
they do better and I believe yes so I
29:51
wanna share with you my object my
29:52
objective my perspective about this
29:54
including my perspective about
29:56
half-double I want to talk about a few
29:59
other projects and the question is are
30:02
they successful on the top left side you
30:05
can see the Sydney Opera House how many
30:08
of you have been in Australia oh yeah
30:11
who you travel guys right and you have
30:14
seen this building right isn't it
30:17
beautiful
30:18
one of the most beautiful tourist
30:20
attractions in the world but there's a
30:22
project that project started with a
30:27
budget of seven million dollar in a
30:29
schedule of six years well it was
30:32
completed it was finally after 16 years
30:34
and a hundred million dollar how is that
30:38
from project matter of perspective
30:40
not so good right if you have a project
30:43
that is overrun you cannot use this
30:45
example by the way if you have a project
30:49
that has a big offer and you cannot tell
30:50
your management trust me I'm building
30:52
the Sydney Opera House I was gonna buy
30:56
it but is it a success story or not
30:59
today nobody cares okay in contrast the
31:04
bottom left is the Los Angeles subway
31:06
that project in the 90s decided we need
31:09
a subway and Metro in Los Angeles 11
31:13
miles of the first red line project set
31:17
goes meeting time cost of safety and
31:20
operations goes and they paid another
31:22
goal to win an industry Award for
31:25
Excellence in project management they
31:27
met all these goals but there was only
31:30
one problem what was the problem
31:33
anybody knows nobody is using it less
31:38
Angeles is a city of automobiles they
31:42
expected a million passengers a year
31:44
they only had 60,000 passengers they
31:48
stopped the project so it is the success
31:51
or failure from the traditional
31:53
standpoint beautiful so we have to go
31:56
further than us what is really a
31:58
successful project on the right you have
32:00
the Denver Airport on the top which was
32:03
a construction project this was delayed
32:05
by one and a half years construction my
32:08
god and an overrun of 1.5 billion dollar
32:12
why colors want component there the
32:16
automated baggage system it's supposed
32:19
to move the bags really quickly from one
32:21
point to another didn't walk
32:24
delay the whole project this project was
32:27
really high-tech I'll come to this later
32:29
the rest of the project was construction
32:32
construction and high tech they managed
32:34
it exactly like they manage the rest of
32:36
the airport and it delayed the whole
32:38
thing and on the bottom on the left you
32:41
see the Segway you know the Segway
32:43
fantastic vehicle that Megan was
32:45
supposed to revolutionize the world
32:48
paradigm shift in transportation they
32:52
assumed that this will replace
32:54
automobiles under this assumption they
32:58
built a manufacturing plant in New
33:00
Hampshire in America they didn't wanna
33:01
outsource it to build 16,000 segways a
33:07
year they only sold 60,000 so it was a
33:12
business failure the product is great
33:14
business failure didn't meet the
33:16
expectations and on the right on the
33:18
bottom you have the what's called the
33:22
forgot the name
33:23
you know the Motorola I don't know what
33:28
Iridium that's my thank you iridium is
33:32
supposed to be a satellite cell phone
33:34
they spent seven billion dollar Motorola
33:38
on this project when it was completed
33:40
iridium walked but nobody wanted to buy
33:43
it you know why because it was heavy
33:45
expensive $8 a minute while cell
33:49
technology moved so fast they continued
33:51
the project it has a successful failure
33:54
here's the question okay so under these
33:57
assumptions I would like to go on and
33:59
offer some perspective from research so
34:03
from research we know first of all that
34:07
planning and using the existing tools
34:10
doesn't guarantee success that's a fact
34:13
in fact no project failed because the
34:16
project manager didn't know how to use
34:18
Microsoft Project project failed because
34:23
of other reasons and I'll come to this
34:25
later okay
34:26
so why projects fail because of unclear
34:31
goals because of lack of leadership miss
34:36
reading the MA
34:38
and the last one is significant didn't
34:40
understand the challenges the
34:42
difficulties in this project and it's
34:44
not risk remember the world it's not
34:48
risk
34:48
don't you think boring man is risk
34:50
correctly first they did they didn't how
34:53
to address the challenges it's a big
34:55
factor in failures and I'll come to this
34:58
later it's part of innovation because
35:00
innovation can make or break your
35:02
project
35:04
that's why projects thing so what do we
35:06
know we know that the challenges keep
35:09
growing but the methodologies don't grow
35:14
so fast so I'm going to put a question
35:19
for discussion in a few minutes I'm
35:20
going to introduce the question now do
35:23
you recognize these issues around you
35:25
and your company in your projects etc
35:27
okay so we have the book on the left
35:34
side you have the pimp book in English
35:37
on the right you have the pimp book in
35:39
Hebrew if you still don't know I'm in
35:42
Israeli my accent is not Copenhagen
35:45
accent it's not an American accent I
35:48
grew up in Israel and my first career
35:50
was in Israel and I live in America now
35:53
so they have the pimp book in in Hebrew
35:56
do you have a pin book of Danish
35:57
yeah you have translation yeah not yet
36:01
send me the picture I need okay so the
36:05
pin book is like the Bible right so I
36:08
ask you a question this is all the
36:10
knowledge combined in one book and it's
36:14
big 600 pages keeps growing by the way
36:18
fifth editions they're preparing now the
36:21
sixth edition is going to be 800 players
36:23
oh now this is big it's bigger than the
36:27
Bible
36:29
okay so I ask you a question this is the
36:33
knowledge and here's the question so we
36:36
have the book and suppose you manage the
36:39
book the your project by the book
36:41
exactly by the book will you project be
36:45
successful what do you think
36:49
yes no maybe not always right it's not
36:55
the book I don't say the book is bad
36:58
don't get me wrong the book is the good
37:01
thing because it includes all the
37:03
knowledge and stuff but I only said
37:06
something else about the book it's it's
37:11
kind of I want to argue two things okay
37:18
maybe the book is too much let me
37:21
address this and then the second
37:23
question maybe something is missing in
37:25
the book why is the book so much because
37:28
imagine that you are managing a project
37:32
and you want to follow the book I want
37:35
to show you a picture from the pin book
37:44
this is the whole story right hold up
37:48
can you imagine one project that is
37:51
using all these things not even one
37:54
that means you don't need the whole book
37:58
okay when you go to a doctor you have
38:02
stomach problems you want the doctor to
38:05
treat your stomach your pain you don't
38:08
want them to open all the medical books
38:11
that they study to find what's wrong
38:13
with you when you go to a lawyer you
38:16
have a dispute with your neighbor you
38:18
want him to solve your problem you don't
38:20
want them to lose all the law books that
38:22
he'll and the same thing this project we
38:25
don't need to hold this huge book to
38:27
manage project we need much less how do
38:29
we know that's part of the problem okay
38:32
so I believe in the statement that says
38:40
less is more
38:43
okay
38:45
you buy into this good that's a great
38:50
great philosophy simplicity less is more
38:56
we teach young project managers the
38:58
whole book when they come to the to all
39:01
they open the book and say all right I
39:03
gotta follow this and this and this and
39:04
this and then they they try to be very
39:06
very precise and then they spend a lot
39:08
of time the wisdom is to learn and know
39:11
what you have to find in the book I said
39:13
the book is good it's the knowledge you
39:16
got to know the knowledge but is not a
39:17
guide it's called guide but it's not a
39:20
guide how to manage projects so we have
39:22
to take the book in the right way in the
39:24
right perspective okay and now we have
39:27
used the rule that says the diamond
39:29
principle a diamond is something they're
39:31
driving me for years in my company we
39:34
have a consulting and training company
39:36
it's a young company and the diamond
39:40
this guiding a lot of philosophy that
39:42
says everything has to be less than four
39:44
like the diamond shape has less than
39:47
four elements and which is that we try
39:49
to simplify everything I'll show you
39:51
what I mean okay
39:55
but I said in most project managers
39:59
mother you don't need the whole book you
40:01
got to select and you gotta learn to
40:03
tailor and that's an art at this stage
40:07
but we would like to turn it into a
40:09
science what does it mean experienced
40:12
project man that just know how to tailor
40:16
but it takes twenty twenty-five years of
40:18
experience to know and we want to
40:21
educate the young generation to learn
40:22
this really faster and right now we
40:28
don't have a formal accepted way so I'm
40:33
continuing with the research the second
40:36
question is what's missing in the book
40:41
okay so I want introduce here a
40:44
conceptual picture of the knowledge
40:46
growth in the world you have here two
40:49
graphs one is the growth in technology
40:51
and science that means we want to learn
40:56
faster
40:58
and we keep learning faster she's me so
41:06
the knowledge in technology and science
41:08
is exponentially growing huge we double
41:12
our knowledge every two years and it's
41:15
exponential and the blue and the red
41:18
shows the growth in project management
41:22
knowledge okay it's not that it is not
41:26
growing it's too slow
41:28
that means the gap increases and that is
41:32
the problem that's the problem that I've
41:34
been coping all this year that's a
41:36
problem that you guys and half-double
41:38
are coping the knowledge is not growing
41:40
fast enough okay how do we fill in the
41:44
gap and that comes me to the question of
41:52
what's missing in the book and I'm
41:55
looking at every profession made of two
41:57
parts science and art the science is the
42:03
formal way so it's in the books the
42:05
guidelines etc the art I just think that
42:08
people do under their own experience
42:10
their own way and like anything else the
42:13
iceberg is 20% above the water and 80%
42:17
below the water and I believe that in
42:20
project management 20% is the science
42:22
and 80% what does it mean it means that
42:25
these are the things that are important
42:27
for success as you've seen in my
42:29
previous slide when projects don't make
42:31
it they don't make it because of the
42:34
books other things so here we go the
42:39
science part includes all the technical
42:42
terms like work breakdown structure the
42:44
pill chance and and the the pin book
42:47
everything and the arts part includes
42:50
other things like managing uncertainty
42:51
mending change managing business
42:54
managing the challenge managing
42:56
innovation complexity all these things
43:01
are not in the book
43:02
so in my research over the last 2025
43:04
years we have been trying to turn the
43:08
art in
43:09
science learned from great project
43:11
managers and make this into a more
43:14
structured way and I'm gonna ask you a
43:17
simple question how much time do you
43:19
spend today on each path and usually you
43:24
realize you spend most of the time on
43:26
the top today because you followed the
43:29
rules but these are more important
43:32
things on the bottom but you cannot make
43:34
this into a science by looking at this
43:36
we went further so we studied as a
43:39
Michael mentioned we had a lot of
43:41
studies we studied failures by project
43:43
failure blah blah and then we looked at
43:46
the study said this doesn't give me an
43:48
answer why projects fail let's look the
43:50
other way
43:51
well projects succeed what did the best
43:55
projects in the world have in common
43:56
okay so I want to introduce one study
44:02
why some projects make it big the
44:05
biggest successes it's the good - great
44:11
study on project management and we found
44:17
that that research was published some
44:20
years ago at MIT Sloan and we found
44:23
seven elements that they have in common
44:25
okay
44:27
the elements are found in all the
44:30
greatest projects seven so here we go
44:33
they create the unique competitive
44:35
advantage and unique value they took a
44:40
long time until they started to walk in
44:42
the projects to prepare usually we
44:45
rushed the execution in the Western
44:47
society just do it you will know what we
44:50
have to do let's start doing it now wait
44:53
make sure spend a long time to prepare
44:56
the vision the plan the commitment the
44:59
people number three unique project
45:02
culture number four highly qualified
45:05
leader unconditional support good
45:09
leaders with high support from the top
45:11
at key doesn't always happen
45:16
number five using use the knowledge I
45:20
mean use what you have and adapt to what
45:22
you have number six the teams are
45:25
flexible change quickly the decisions
45:28
adapt to market technology and change
45:30
they are not rigid on number seven pride
45:35
okay
45:37
strong partnership on the ship and pride
45:39
now look at this list fantastic list
45:43
right can you do it I want them you know
45:50
there have been tons of study what's
45:52
called critical success factors started
45:55
thirty thirty five years ago it didn't
45:57
do anything to the profession because
45:59
you cannot learn anything from a list
46:03
because these are the secrets of the
46:05
stars and honestly you cannot learn from
46:09
the stars to illustrate this let's say
46:13
you want to be a good leader so look
46:15
around say who's a good leader judge I'm
46:18
going to read the book about Churchill
46:19
you read the book and now you know how
46:21
Churchill was a leader can you become
46:23
Churchill after you read the book of
46:26
course not
46:27
so it's not enough to have a list so we
46:30
went further in this research and we try
46:32
to see how we can combine this into
46:34
something more tangible and we have
46:36
created cluster analysis and we have
46:40
created three groups three groups
46:42
emerged of this seven elements the first
46:45
group is the business and the business
46:47
value the second group is the adapting
46:52
quickly adapting to circumstances
46:55
technology changes leadership and team
46:59
pride now these things can be turned
47:01
into a science ok and with this mindset
47:05
we have developed a methodology we call
47:09
it SPL strategic project leadership
47:12
later today I will describe it briefly
47:16
or everything goes fast here you know
47:18
half the time and I will also give you
47:22
my perspective about half-double and
47:26
here's here's what we do
47:28
I didn't introduce you at the SP
47:30
but this is what we found that the
47:32
elements are not in the book yet okay
47:36
it's the element of business the
47:38
strategy business value the leadership
47:41
the team spirit and the innovation
47:43
tailoring the project to the challenge
47:45
understanding and tailoring the project
47:47
so I'm coming back now to my questions
47:49
to you okay I'm repeating whatever we
47:52
learned from research okay
47:57
why projects don't make it and here's
48:01
the question do you recognize these
48:05
issues in your project so take a few
48:07
minutes talk your friend you've just got
48:09
to know your friends talk to each other
48:11
and talk about your issues and that's
48:14
the beginning of a break after that five
48:16
minutes we take a break
48:17
thank you
Learn about the Half Double Methodology & Literature.
