Transcript - Project Half Double Unfolded (Part 2)
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for the last year we've done seven
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real-life experiments on real pilot
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projects so a lot of your learnings from
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those projects is what you see in the
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final methodology or the ready to go
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live with ethology that I'm about to
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tell more about having said that the
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essential the whole core of project
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half-double is still the same so it's
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still very much about focus on the
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impact rather than the actual
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deliverables of the project it's still
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about creating flow in the project
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rather than optimizing operational
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business and it's very much about
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creating leadership and not thinking
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this is just management of systems so
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those core thoughts have followed all
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along but there's been a lot of changes
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in the actual image of how to do it and
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that's why I'm gonna use a little
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efforts on explaining how does it apply
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today so before I get you to that slide
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I want to make one thing very unclear
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because we're not using a lot of efforts
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to make this clear but I just want to
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say very directly we're not trying to
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discard the current project paradigm we
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think it works as you can see it works
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of 30% of projects so we're not saying
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forget about it don't do it what we're
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saying is that you should choose wisely
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what you want to use from that paradigm
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and you then add you know the extreme
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focus of impact flow and leadership in
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fact we have discovered that if you know
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nothing of the classic paradigm with the
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traditional paradigm to start with
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you're in trouble so you want to have
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that foundation with you so I think
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that's a bird essential thing to
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communicate because it's not really
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written anywhere but that's our approach
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so when you know that you can build upon
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impactful and use you okay here it is
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and it's it's called a methodology and
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not a method we've been discussing this
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quite quite a lot because in Danish we
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really haven't got this discrete
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distinction but in
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you will find this distinction and it's
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pretty important a method would be a
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prescriptive directive normative
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one-two-three approach for how to do
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things
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whereas a methodology will be a a
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concept that would gather principles it
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would gather ideas it would gather tools
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and methods into one and then you would
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have to apply that in a way that will
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make sense
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they wherever you apply it so that's the
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main reason why we call it a methodology
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this is this requires people who can
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think reflective while they're actually
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doing the project and that's a very
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essential part of project half-double
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because one thing is that you have to
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reflect upon the way you work but you
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also have to create a change in mindset
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you know with the people you work with
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because they're used to do a traditional
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kind of project approach so it requires
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a lot of reflection as you move along so
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that's also the idea of calling it a
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methodology we don't think that this
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will work just you know out of the box
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in any project we need people to to
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think brightly about how to apply it
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through the individual project in the
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individual organization that you're part
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of okay so that's why it's a methodology
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long speech but it's very important to
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say that because otherwise we it's hard
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to make it work if we look at the
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concept as it is it's it's built up with
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a core where we have three core elements
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of impact flow and leadership and the
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core elements are very where we're
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actually we're non-negotiable on the
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core elements so if you want to make
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half-double work we will have to do
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impacts on the ocean
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and we will have to stick to the
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principle that's bound into each of the
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core elements so for instance for impact
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the main principle is that stake on
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satisfaction is the ultimate success
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criterion we are non-negotiable
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on that part we are very firm that
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that's the way we want to manage or did
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the project however the further out we
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get from core elements into the method
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part into the tools and further on to
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the local translation the more flexible
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we become so the core is firm and the
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further you get out the more flexible
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okay so for each core element there will
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be three methods associated to make that
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principle happen in real life so for
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instance for impact we have a method
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which would be kind of you know a way to
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approach a big impact happen in real
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life
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that would say you need to have a
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business impact described or an
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organizational impact described and you
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would need that to work together with a
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behavioral change that's the method you
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would need to identify what behavioral
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change will drive the change and create
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the business impact or the business
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value so the idea that's the method and
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we have a tool called the impact case
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that can do that if you have a tool
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called
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business case that would also embrace
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behavioral change that's the one that
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we're going to use so again the further
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we get to the local translation the more
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we want to use what you're already doing
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we just want to make sure that that tool
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or that approach would actually embrace
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the behavioral change as well as the
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organizational impact or the business in
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fact that you want to create okay so
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that's how it's built up and I think
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it's important to understand that the
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distinction is because we become more
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and more flexible because we really want
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this to work in the local environment
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because we figured out that translating
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it into where you are is the key to
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actually have the half-double impact
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good okay so what I'm gonna do now is
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I'm gonna run through first of all
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impact then flow then leadership
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each of the three methods that we would
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use to make
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principle happening good the first one
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is the impact case so the first method
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is as I said to use the impact case to
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drive behavioral change and to get the
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business impact you can know a little
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more you can get more in-depth into -
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there's a tool station over here when we
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get to that part but because I've
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already talked a little about it I'm
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gonna go to the next one the next method
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which is to design your project to
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deliver impact as soon as possible with
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end-users close to the actual solution
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so we call it the impact solution design
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and I would argue that this element is
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the one that we've been changing a lot
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along the way we start out with with
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some thoughts and we've ended up with
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this and it turns out to be very
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offensive the idea of the impact
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solution design is to design an overall
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kind of plan for your for your project
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on how you will deliver value early on
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so reduce the time to impact so for
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instance if you're doing a website and
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it takes you four months to create all
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the concept for that website why not
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launch a launch page which is just a
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one-page thing after a month with the
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most important information so that you
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can start trading the impact as you do
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the rest of the project that's the core
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idea so to get to the impact solution
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design in more complex projects usually
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you would have to invite subject matter
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experts people who wouldn't know
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something about this solution to discuss
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very early on how can we approach this
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in a value trading mindset to make it
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units who make the ballot come true in a
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very early phase so what you're looking
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for here is that core idea that would
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drive the impact or the value of the
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project very early on so one learning
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that we have in terms of pilot projects
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is if we get into late is too late to
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create that core idea to gain the impact
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burden so we've put up a five-step
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process for how to find that core idea
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and how to actually create that impact
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solution
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sign which initially becomes your
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overall plan okay third method is the
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pulse check the pulse check is about
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being in touch with your key
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stakeholders at least monthly so we have
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this online tool that will that will ask
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you six basic questions so for instance
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are we creating impact we
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collaboratively are we collaborating
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effectively are you getting the support
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you need and there will be similar
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questions like that and we will ask each
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key stakeholder at least monthly what
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they think so this is kind of Bureau
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taking the pulse of whether the stake or
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satisfaction is on the right track but
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the important part of this tool is not
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really to take the pulse the important
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part is having the dialogue with
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stakeholders about this so when we have
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the results it's important always to get
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back and have the dialogue about so what
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can we make differ what can we do
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different here what should be the
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approach for this project or further so
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this is actually the tool to keep you on
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track with stakeholder satisfaction so
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now that was the effect it's very
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procore and now I'm going to talk about
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the flow core elements the principle of
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flow is to have high intensity in your
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project and frequent interactions
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because that will help you to continue
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to create continues to question in the
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project what we look for here is for the
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project to progress every week we want
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to create a feeling that the project
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progresses every week because that
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creates motivation that's why it's so
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important so high intensity should be
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what we will try to go for so the first
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method and probably a lot of you have
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heard about this before is to make sure
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that you have a core team that will be
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allocated about 50% or more so so that
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your 8 likes you to create an intensity
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to make project move and then it's about
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you know defining who is the court
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even with those resources be worth
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fighting all right so get those on board
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and then you create a collocation for
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these people to meet so this method
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would include a way to design a room
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which could be virtual if you have the
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teams in different setups to design a
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room that would support the
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collaboration of the project or team to
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work as good as possible so we want to
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make sure that we reduce complexity in
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time and space which is you know
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coordinating when to be because most
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projects use too much time to do that
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and actually use the time to solve the
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the complex problem in the project
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that's what they are there for so we use
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so so that's the core idea and we use
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the rhythm in events which is the second
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method within flow to define a fixed
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project heartbeat for stakeholder
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interaction to make the project for
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present sprints so what we do here is
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that we set up a fixed pace which is
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kind of what we call the heartbeat that
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would be the same each month each week
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each day so when we were allocated 50%
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we wouldn't know that the core team
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would meet for instance Monday Tuesday
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and then at Wednesday we will go into
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the review of what we've done so far
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okay so everyone will be at the end of
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project Monday and Tuesday because
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otherwise it just won't work so we
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create this fixed heartbeat and we have
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your sprint sprint planning going on in
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the store the month in the end of the
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month every thirst for instance we will
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do the sprint planning for the next
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sprint and there's an essential part
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here in each of these heartbeats which
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is the last thing that we will do in in
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a week will be to invite a a solution
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feedback to you people that were not
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able to get on board in this project and
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we will show them what we have produced
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during the last week and they will give
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us feedback how can we improve it is it
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great as it is and if we even invite
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users it will be even better think about
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what would happen if we read by
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customers to those kind of meetings so
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that's what we want to try to do invite
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people in to give us feedback and
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and what we're actually doing and we
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would have a what we call a review
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sprint meeting in the end of the month
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where the project owner would
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participate and we would show what we've
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done this month and he or she will give
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us feedback on what we've actually done
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whether we're on the right track
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and we will have a discussion about is
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this really creating business impact
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okay so the idea here is to meet the
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project in its raw form not too many
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literate presentations in PowerPoint and
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stuff like that we want to see what
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we've actually produced
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have a real dialogue about what we're
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really delivering and also look into the
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challenges and issues that we see while
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we do that to support all of this we
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have the third method which is to
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increase in side and commitment by using
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visual tools and also the initial plan
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to support the progression you would
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know this from agile concepts such as
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scrum or other concepts but it's very
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much about you know putting things on
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the wall making a face tangible because
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what happens when you put your posters
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for your posted activity on the big
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poster is that you create commitment
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because it's you know when I put it on
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it's my responsibility to fix it so the
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visual part is very important here and
13:47
we can deep dive into how does the post
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of it but but it's it's about rating
13:51
that disability that will make it easy
13:54
to follow up and discuss coordination
13:57
issues and have an overview of the
13:59
project so this method would also
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include what we called fast prototyping
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we would draw produce index cards we
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would put things on the walls to
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simulate some of that product or
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whatever the project is going to end up
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with so using visualization to drive the
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flow of the project now I'll go into the
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leadership domain a core element and and
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here you will find a principle that
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we've been thinking a lot about and
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which we really think works because let
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me start with with the last part of the
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principle
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that you want to make the project happen
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if you want to choose a CEO for your
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company usually you will not look for
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how will certified that CEO would be you
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would look for whether this person would
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be able to create results making things
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happening those are the people who want
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to have you know the leading projects as
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well so we think it's very much about
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making the project happening instead of
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everything else so pick the bells to you
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know the project owner at the end the
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project leader in terms of who can make
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it happen and then we need to embrace
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the uncertainty in the project all
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projects are bound and grown up with an
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uncertainty because it's all unknown
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what we're doing so instead of trying to
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reduce it and try to avoid it and talk
15:22
about predictability we have to embrace
15:24
the actual uncertainty and try to make
15:27
it work in the best possible way
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you know acknowledging that that's the
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conditions that we're working with not
15:33
trying to discard it thinking we can
15:35
surely engineer our way out of this
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because that's not possible
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ok so that's the main principle so how
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do we make that happen in reality what's
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the method this is hard because within
15:46
leadership you know this something is so
15:48
big this so many books has been written
15:50
about this it's impossible to so you can
15:53
go into it
15:54
so the approach here is that what house
15:57
for normal leadership in operational
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setups but also account for being the
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leader of a project so let's take all
16:04
the knowledge that we have and let's
16:07
just say this that's just now now let's
16:09
this point play with the idea that you
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know that what's that specific for
16:15
making it happen with the project
16:16
half-double approach that's the things
16:18
that we've put up here because and so
16:20
we've kind of left the other 60% out of
16:22
it and the last 40% of kind of making
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this happen in your project it's what we
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put out there so what we'd like the
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first method is to have a big and an
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accent committed and engaged project
16:35
owner and this means because because
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this is a very essential point that you
16:40
need to support
16:41
approach and insure stakeholder
16:42
satisfaction this actually means that
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you have to show up so there's been a
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lot of studies about critical success
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factors for what projects are successful
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and one of the common denominators in
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all those studies is that the project
16:59
owner were actually active so that's how
17:02
simple it is you want someone who will
17:05
have a certain management level who will
17:08
be active and willing to look into the
17:11
eyes of the project it is wrong for and
17:15
have a dialogue about how to solve all
17:16
those issues and we think then the
17:19
active project owner approach is about
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four levels you have first of all the
17:23
organizational level of removing
17:25
idiocracy making it easier for the
17:28
project to proceed it's about leaving
17:29
the project to impact
17:31
it's about facilitating the team and
17:33
lead the individual so the project owner
17:35
should be more focused on the overall
17:36
things the organizational and the
17:38
overall project whereas the
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collaborative project leader should be
17:42
focusing on leading the individual be
17:44
able to facilitate the team but also to
17:46
lead the project towards impact so this
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is a teamwork and that's very important
17:51
we want a project owner and what a
17:53
project leader were very closely
17:55
associated and would base their
17:57
relationship on trust not a contractual
17:59
you know engagement so this this breaks
18:03
it to the second method which is to be a
18:04
collaborative project leader with a
18:06
people first approach to drive the
18:09
project forward and people first
18:13
approach all projects consistently all
18:19
projects are made of people and yet most
18:23
project management theory which sells by
18:25
about how to set systems up for this we
18:28
need project managers or leaders who are
18:31
able to force on the human system and
18:32
make that collaboration work usually
18:36
that will require someone who actually
18:38
has a domain inside to the actual
18:41
project knowledge you know to to to if
18:44
we're doing an IT project I just have to
18:46
know a few
18:47
things about that IT system to post the
18:49
great questions and being able to
18:51
facilitate a dialogue that's really
18:53
relevant for the project however I do
18:56
not need to be the expert at this I need
18:59
to be the expert at Indy you know in
19:02
facilitating all those people who would
19:04
know more than I so that's our facility
19:07
in the team I have to chew I have to
19:10
answer break ask great pressures but I
19:12
should also be the qualifier of stupid
19:15
things right and that would leave just a
19:17
little inside but I want to have a lot
19:19
of focus on how to make sure that all
19:21
the knowledge that are there in the room
19:22
I kind of feel put into the project to
19:24
make it happen so that's the kind of
19:26
people we're looking for and that's why
19:28
we put the facilitate that seem and
19:29
individual in the focus of the project
19:31
leaders approach the other things are
19:34
just as important but if you cannot
19:36
facilitate a team you have a problem
19:38
good last thing is to customize the
19:42
project to the uniqueness of the project
19:45
this is just what Aaron talked about
19:47
before you need to make sure what kind
19:51
of project do you really have in your
19:52
hands so how can I make sure that this
19:55
project and the uniqueness of this
19:56
project is actually tailored or
19:59
customized to the governance that we
20:01
have in the organization that we're
20:03
about to approach to do the project if
20:04
so usually you will find that the actual
20:07
governance or the best practice of
20:09
project models that we're using put to
20:11
some extent be help your project but it
20:14
could also sometimes be a barrier for
20:16
making more iterations if you have a
20:17
very complex project it can be a barrier
20:19
for having a very active project owner
20:21
and not really using the governance
20:23
board that much so you need to make sure
20:26
that you customize that project and what
20:28
it needs to the overall organizational
20:30
governance and you need to think about
20:33
very early on in in the project I would
20:35
approach that because it's got to come
20:37
up sooner or later that's the experience
20:39
from each of the pilot projects okay
20:42
so those are the those are the features
20:44
related to that our methods related to
20:47
that and then we have the last of the
20:49
local translation and the
20:52
part about the local translation is
20:54
that's actually the key you can be very
20:57
good with all of these methods and tools
20:59
if you're not able to translate it into
21:02
something that is of relevance for the
21:04
people in the organization that you're
21:06
in it will never happen so you need to
21:09
first of all create that changed mindset
21:12
of Orkut differently but you also need
21:14
to be able to leave that whole team and
21:18
make the project happen and where you
21:20
are with the conditions that you're
21:22
given and that's the local translation
21:24
it's not easy but it certainly is
21:26
important okay so so far so good
21:32
those were the nine methods so far and
21:35
you now have the opportunity to go out
21:38
and explore each three of these methods
21:42
and we will give you a introduction of
21:44
the method by each of the stands here
21:47
and then you can ask questions and we'll
21:49
start a dialogue we'll have 15 minutes
21:52
with each station and then we're going
21:55
to play loud music again
21:57
which will kind of you know make it
21:58
impossible to talk more and that would
22:01
mean that you would have to flow to a
22:02
new station and we really haven't made a
22:05
great setup for this you will figure it
22:07
out we're pretty sure so when the music
22:09
starts go to the next you know tool
22:11
stand where you want to dive and ask
22:14
questions into some of these methods so
22:18
to get there you would have cost me to
22:20
know where are the stations there you
22:23
have them so the impact case is right
22:25
behind this corner we're going to put
22:27
this away you will find the impact
22:29
solution design over here so if you kind
22:32
of take your wheel like this you'll see
22:34
that it's going this direction that
22:36
could be your guide for later so we'll
22:38
have the pulse check in the room by the
22:41
water we will have the before the plus
22:45
50% application echolocation design on
22:47
the small stage by the park we would
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have the visual planning just by the bar
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outside the room and then in this corner
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down there number six will have the
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project heart beat and rhythm which is
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this one and inside the little door down
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there will
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the active project owner and the next
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the collaborative project leader over
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there by the other door the customized
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to the uniqueness of the project so
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let's try it we're going to use this in
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a you know in a minute we're gonna start
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up flow to where you want to go
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you
