Video - Project Half Double Unfolded (Part 2)

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Session 2: The Half Double methodology – Unfolded and explained in its ready to go live version (Michael Ehlers)

Transcript - Project Half Double Unfolded (Part 2)


00:00

for the last year we've done seven

00:02

real-life experiments on real pilot

00:05

projects so a lot of your learnings from

00:07

those projects is what you see in the

00:10

final methodology or the ready to go

00:12

live with ethology that I'm about to

00:14

tell more about having said that the

00:17

essential the whole core of project

00:20

half-double is still the same so it's

00:23

still very much about focus on the

00:24

impact rather than the actual

00:26

deliverables of the project it's still

00:29

about creating flow in the project

00:31

rather than optimizing operational

00:34

business and it's very much about

00:35

creating leadership and not thinking

00:38

this is just management of systems so

00:40

those core thoughts have followed all

00:43

along but there's been a lot of changes

00:45

in the actual image of how to do it and

00:48

that's why I'm gonna use a little

00:49

efforts on explaining how does it apply

00:52

today so before I get you to that slide

00:56

I want to make one thing very unclear

01:00

because we're not using a lot of efforts

01:02

to make this clear but I just want to

01:04

say very directly we're not trying to

01:07

discard the current project paradigm we

01:12

think it works as you can see it works

01:14

of 30% of projects so we're not saying

01:17

forget about it don't do it what we're

01:19

saying is that you should choose wisely

01:20

what you want to use from that paradigm

01:22

and you then add you know the extreme

01:25

focus of impact flow and leadership in

01:28

fact we have discovered that if you know

01:31

nothing of the classic paradigm with the

01:33

traditional paradigm to start with

01:35

you're in trouble so you want to have

01:38

that foundation with you so I think

01:40

that's a bird essential thing to

01:42

communicate because it's not really

01:44

written anywhere but that's our approach

01:46

so when you know that you can build upon

01:49

impactful and use you okay here it is

01:54

and it's it's called a methodology and

01:58

not a method we've been discussing this

02:01

quite quite a lot because in Danish we

02:03

really haven't got this discrete

02:04

distinction but in

02:06

you will find this distinction and it's

02:08

pretty important a method would be a

02:13

prescriptive directive normative

02:16

one-two-three approach for how to do

02:18

things

02:19

whereas a methodology will be a a

02:22

concept that would gather principles it

02:25

would gather ideas it would gather tools

02:29

and methods into one and then you would

02:32

have to apply that in a way that will

02:35

make sense

02:36

they wherever you apply it so that's the

02:38

main reason why we call it a methodology

02:41

this is this requires people who can

02:44

think reflective while they're actually

02:46

doing the project and that's a very

02:49

essential part of project half-double

02:50

because one thing is that you have to

02:53

reflect upon the way you work but you

02:55

also have to create a change in mindset

02:57

you know with the people you work with

02:59

because they're used to do a traditional

03:01

kind of project approach so it requires

03:04

a lot of reflection as you move along so

03:07

that's also the idea of calling it a

03:09

methodology we don't think that this

03:11

will work just you know out of the box

03:13

in any project we need people to to

03:16

think brightly about how to apply it

03:18

through the individual project in the

03:20

individual organization that you're part

03:22

of okay so that's why it's a methodology

03:24

long speech but it's very important to

03:26

say that because otherwise we it's hard

03:28

to make it work if we look at the

03:32

concept as it is it's it's built up with

03:36

a core where we have three core elements

03:38

of impact flow and leadership and the

03:42

core elements are very where we're

03:46

actually we're non-negotiable on the

03:48

core elements so if you want to make

03:50

half-double work we will have to do

03:52

impacts on the ocean

03:54

and we will have to stick to the

03:55

principle that's bound into each of the

03:58

core elements so for instance for impact

04:01

the main principle is that stake on

04:03

satisfaction is the ultimate success

04:06

criterion we are non-negotiable

04:09

on that part we are very firm that

04:12

that's the way we want to manage or did

04:14

the project however the further out we

04:17

get from core elements into the method

04:20

part into the tools and further on to

04:22

the local translation the more flexible

04:25

we become so the core is firm and the

04:29

further you get out the more flexible

04:31

okay so for each core element there will

04:35

be three methods associated to make that

04:38

principle happen in real life so for

04:41

instance for impact we have a method

04:43

which would be kind of you know a way to

04:45

approach a big impact happen in real

04:48

life

04:48

that would say you need to have a

04:50

business impact described or an

04:53

organizational impact described and you

04:56

would need that to work together with a

04:58

behavioral change that's the method you

05:01

would need to identify what behavioral

05:03

change will drive the change and create

05:07

the business impact or the business

05:09

value so the idea that's the method and

05:12

we have a tool called the impact case

05:14

that can do that if you have a tool

05:17

called

05:17

business case that would also embrace

05:20

behavioral change that's the one that

05:22

we're going to use so again the further

05:25

we get to the local translation the more

05:28

we want to use what you're already doing

05:29

we just want to make sure that that tool

05:32

or that approach would actually embrace

05:35

the behavioral change as well as the

05:38

organizational impact or the business in

05:40

fact that you want to create okay so

05:43

that's how it's built up and I think

05:45

it's important to understand that the

05:47

distinction is because we become more

05:49

and more flexible because we really want

05:51

this to work in the local environment

05:54

because we figured out that translating

05:58

it into where you are is the key to

06:00

actually have the half-double impact

06:03

good okay so what I'm gonna do now is

06:06

I'm gonna run through first of all

06:07

impact then flow then leadership

06:09

each of the three methods that we would

06:12

use to make

06:12

principle happening good the first one

06:16

is the impact case so the first method

06:20

is as I said to use the impact case to

06:22

drive behavioral change and to get the

06:24

business impact you can know a little

06:27

more you can get more in-depth into -

06:29

there's a tool station over here when we

06:31

get to that part but because I've

06:33

already talked a little about it I'm

06:35

gonna go to the next one the next method

06:37

which is to design your project to

06:40

deliver impact as soon as possible with

06:43

end-users close to the actual solution

06:45

so we call it the impact solution design

06:48

and I would argue that this element is

06:51

the one that we've been changing a lot

06:53

along the way we start out with with

06:56

some thoughts and we've ended up with

06:58

this and it turns out to be very

07:00

offensive the idea of the impact

07:03

solution design is to design an overall

07:05

kind of plan for your for your project

07:08

on how you will deliver value early on

07:11

so reduce the time to impact so for

07:14

instance if you're doing a website and

07:16

it takes you four months to create all

07:18

the concept for that website why not

07:20

launch a launch page which is just a

07:24

one-page thing after a month with the

07:26

most important information so that you

07:29

can start trading the impact as you do

07:31

the rest of the project that's the core

07:33

idea so to get to the impact solution

07:36

design in more complex projects usually

07:39

you would have to invite subject matter

07:41

experts people who wouldn't know

07:42

something about this solution to discuss

07:45

very early on how can we approach this

07:48

in a value trading mindset to make it

07:51

units who make the ballot come true in a

07:53

very early phase so what you're looking

07:55

for here is that core idea that would

07:58

drive the impact or the value of the

08:01

project very early on so one learning

08:03

that we have in terms of pilot projects

08:05

is if we get into late is too late to

08:08

create that core idea to gain the impact

08:10

burden so we've put up a five-step

08:14

process for how to find that core idea

08:16

and how to actually create that impact

08:19

solution

08:20

sign which initially becomes your

08:21

overall plan okay third method is the

08:26

pulse check the pulse check is about

08:29

being in touch with your key

08:31

stakeholders at least monthly so we have

08:34

this online tool that will that will ask

08:37

you six basic questions so for instance

08:39

are we creating impact we

08:42

collaboratively are we collaborating

08:44

effectively are you getting the support

08:47

you need and there will be similar

08:49

questions like that and we will ask each

08:52

key stakeholder at least monthly what

08:55

they think so this is kind of Bureau

08:57

taking the pulse of whether the stake or

09:00

satisfaction is on the right track but

09:03

the important part of this tool is not

09:05

really to take the pulse the important

09:08

part is having the dialogue with

09:09

stakeholders about this so when we have

09:12

the results it's important always to get

09:14

back and have the dialogue about so what

09:16

can we make differ what can we do

09:17

different here what should be the

09:19

approach for this project or further so

09:22

this is actually the tool to keep you on

09:23

track with stakeholder satisfaction so

09:28

now that was the effect it's very

09:29

procore and now I'm going to talk about

09:32

the flow core elements the principle of

09:36

flow is to have high intensity in your

09:39

project and frequent interactions

09:42

because that will help you to continue

09:45

to create continues to question in the

09:47

project what we look for here is for the

09:50

project to progress every week we want

09:53

to create a feeling that the project

09:55

progresses every week because that

09:57

creates motivation that's why it's so

09:59

important so high intensity should be

10:02

what we will try to go for so the first

10:04

method and probably a lot of you have

10:06

heard about this before is to make sure

10:09

that you have a core team that will be

10:11

allocated about 50% or more so so that

10:15

your 8 likes you to create an intensity

10:17

to make project move and then it's about

10:19

you know defining who is the court

10:21

even with those resources be worth

10:24

fighting all right so get those on board

10:26

and then you create a collocation for

10:29

these people to meet so this method

10:33

would include a way to design a room

10:35

which could be virtual if you have the

10:37

teams in different setups to design a

10:40

room that would support the

10:42

collaboration of the project or team to

10:45

work as good as possible so we want to

10:47

make sure that we reduce complexity in

10:50

time and space which is you know

10:52

coordinating when to be because most

10:54

projects use too much time to do that

10:56

and actually use the time to solve the

10:58

the complex problem in the project

11:00

that's what they are there for so we use

11:03

so so that's the core idea and we use

11:06

the rhythm in events which is the second

11:08

method within flow to define a fixed

11:11

project heartbeat for stakeholder

11:13

interaction to make the project for

11:16

present sprints so what we do here is

11:18

that we set up a fixed pace which is

11:21

kind of what we call the heartbeat that

11:23

would be the same each month each week

11:25

each day so when we were allocated 50%

11:29

we wouldn't know that the core team

11:30

would meet for instance Monday Tuesday

11:33

and then at Wednesday we will go into

11:35

the review of what we've done so far

11:37

okay so everyone will be at the end of

11:39

project Monday and Tuesday because

11:41

otherwise it just won't work so we

11:43

create this fixed heartbeat and we have

11:46

your sprint sprint planning going on in

11:48

the store the month in the end of the

11:50

month every thirst for instance we will

11:52

do the sprint planning for the next

11:54

sprint and there's an essential part

11:56

here in each of these heartbeats which

11:59

is the last thing that we will do in in

12:02

a week will be to invite a a solution

12:06

feedback to you people that were not

12:08

able to get on board in this project and

12:10

we will show them what we have produced

12:12

during the last week and they will give

12:14

us feedback how can we improve it is it

12:17

great as it is and if we even invite

12:19

users it will be even better think about

12:21

what would happen if we read by

12:23

customers to those kind of meetings so

12:25

that's what we want to try to do invite

12:27

people in to give us feedback and

12:31

and what we're actually doing and we

12:33

would have a what we call a review

12:35

sprint meeting in the end of the month

12:37

where the project owner would

12:39

participate and we would show what we've

12:41

done this month and he or she will give

12:44

us feedback on what we've actually done

12:46

whether we're on the right track

12:48

and we will have a discussion about is

12:50

this really creating business impact

12:52

okay so the idea here is to meet the

12:55

project in its raw form not too many

12:58

literate presentations in PowerPoint and

13:00

stuff like that we want to see what

13:02

we've actually produced

13:03

have a real dialogue about what we're

13:05

really delivering and also look into the

13:08

challenges and issues that we see while

13:10

we do that to support all of this we

13:13

have the third method which is to

13:15

increase in side and commitment by using

13:18

visual tools and also the initial plan

13:21

to support the progression you would

13:23

know this from agile concepts such as

13:26

scrum or other concepts but it's very

13:29

much about you know putting things on

13:31

the wall making a face tangible because

13:33

what happens when you put your posters

13:35

for your posted activity on the big

13:38

poster is that you create commitment

13:40

because it's you know when I put it on

13:41

it's my responsibility to fix it so the

13:45

visual part is very important here and

13:47

we can deep dive into how does the post

13:49

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

14:01

include what we called fast prototyping

14:02

we would draw produce index cards we

14:06

would put things on the walls to

14:08

simulate some of that product or

14:10

whatever the project is going to end up

14:12

with so using visualization to drive the

14:15

flow of the project now I'll go into the

14:21

leadership domain a core element and and

14:24

here you will find a principle that

14:27

we've been thinking a lot about and

14:29

which we really think works because let

14:31

me start with with the last part of the

14:32

principle

14:33

that you want to make the project happen

14:36

if you want to choose a CEO for your

14:40

company usually you will not look for

14:43

how will certified that CEO would be you

14:47

would look for whether this person would

14:49

be able to create results making things

14:51

happening those are the people who want

14:54

to have you know the leading projects as

14:56

well so we think it's very much about

14:58

making the project happening instead of

15:01

everything else so pick the bells to you

15:04

know the project owner at the end the

15:05

project leader in terms of who can make

15:08

it happen and then we need to embrace

15:10

the uncertainty in the project all

15:13

projects are bound and grown up with an

15:15

uncertainty because it's all unknown

15:18

what we're doing so instead of trying to

15:20

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

15:29

you know acknowledging that that's the

15:31

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

15:37

because that's not possible

15:38

ok so that's the main principle so how

15:41

do we make that happen in reality what's

15:43

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

16:00

setups but also account for being the

16:02

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

16:11

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

16:25

this happen in your project it's what we

16:27

put out there so what we'd like the

16:29

first method is to have a big and an

16:32

accent committed and engaged project

16:35

owner and this means because because

16:38

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

16:44

you have to show up so there's been a

16:48

lot of studies about critical success

16:51

factors for what projects are successful

16:53

and one of the common denominators in

16:57

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

17:21

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

17:40

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

17:48

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

22:50

have the visual planning just by the bar

22:53

outside the room and then in this corner

22:55

down there number six will have the

22:57

project heart beat and rhythm which is

22:59

this one and inside the little door down

23:02

there will

23:03

the active project owner and the next

23:05

the collaborative project leader over

23:08

there by the other door the customized

23:11

to the uniqueness of the project so

23:16

let's try it we're going to use this in

23:19

a you know in a minute we're gonna start

23:22

up flow to where you want to go

23:37

you

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