Video - Thought Leader Dr. Aaron Shenhar

A selection of Half Double Institute Videos covering a wide range of topics including the methodology, research, literature and case studies.
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HALF DOUBLE CERTIFICATION AND TRAINING

Dr. Aaron Shenhar's perspective on the Half Double methodology and how innovation could make or break your project.

00:04

welcome back did you have a good lunch

00:04

I'm very happy to talk after lunch you

00:10

know why because they say the only way

00:12

to stay awake during after lunch speech

00:15

is to deliver it and the best definition

00:23

I had about what is a professor

00:25

they say professor somebody who speaks

00:27

with other people sleep so today this

00:32

section I am going to address two topics

00:36

that based on the background that I

00:38

presented in the earlier we set the

00:42

stage actually for how to change how to

00:44

improve so the first part of my

00:47

presentation I will talk about the

00:50

health double project what is my

00:52

perspective we spent yesterday the whole

00:56

day to talk about it with the team and

00:58

we mentioned to very high tips so I'll

01:01

give you a very high level over you but

01:04

I'll give you the major impression and I

01:08

think the major impression know where

01:12

that finds another place it's not from

01:15

the beginning ok go to the slide where

01:19

it says the questions all right so I'm

01:25

going to start by saying that it is a

01:32

system that is walking that is they the

01:36

good thing about it ok and I was very

01:39

impressed because in the short time you

01:41

have shown something that they're really

01:44

good and creating value so I would

01:48

actually try to break it down and self

01:51

impressions and I was quite open with

01:56

the team and I told them my impression

01:58

so I will share with you my general

02:00

overview ok overall it's the step in the

02:06

right there

02:06

there's no question about it and I've

02:09

been waiting for other people to join me

02:11

and my team and my colleagues in this

02:13

direction the world is huge we can find

02:16

many many ways to improve this what

02:18

everyone this way and I'm coming to

02:21

distil is the project it's the correct

02:24

concept first of all and I support the

02:26

elements of the message so these are the

02:30

three major points that are at the

02:34

background of what I think about it and

02:36

that's why I came here very very hopeful

02:39

and open to really help and happy to be

02:43

part of it but we have to remember it

02:46

still new we cannot deny it and like

02:50

everything new is still experimental in

02:54

a way and I just want to say one warning

02:57

world there's no magic bullet there's no

02:59

perfect solution there's no one best way

03:02

never been never will be and all of us

03:06

have to realize this and we have to look

03:08

at it with hope is optimism but yet with

03:13

you know critical eyes and say good

03:16

maybe will you to go on fix things okay

03:22

and how do you think it will change it's

03:25

not the end it's not this knowing of the

03:29

next methodology of project management

03:31

and you know there are a lot of open

03:35

questions still we shouldn't deny them

03:37

for example does this fit all kinds of

03:40

projects everywhere in the world I don't

03:43

have an answer I don't know

03:44

it needs proof needs to be part of a

03:48

discussion okay so let me go into more

03:51

specifics

03:52

okay the major components I like the

03:56

ideas of the three components the impact

04:01

here is the most critical the most

04:04

important idea because we work on

04:08

project to deliver value and doesn't

04:13

matter how you call it you call it

04:15

impact I call

04:17

it's the same thing and another sense

04:20

I'll show you in the minute I call it

04:21

business success you know what's wrong

04:25

with admitting we are working for

04:27

business success but once you identify

04:30

the major objective of this as in fact

04:33

it's good it's good

04:36

gotta go into the elements and I will do

04:38

it in a minute but that is what drives

04:41

the whole method the flow idea I must

04:49

say really impressed me it's a very

04:53

Scandinavian thing by the way it is a

04:56

collaboration the people the flow we've

04:59

been struggling with this for a long

05:01

time because you got to make projects

05:04

move on dynamic and by bringing it out

05:09

to a level of awareness one of the major

05:11

components of what we do is flow you're

05:14

doing the right thing so I totally

05:17

support the ideal flow and I can see

05:21

that it is being done in your way which

05:26

is collaboration which is sharing which

05:28

is fantastic I am curious to see how it

05:32

works in other cultures but the idea

05:35

should stay the same project should feel

05:38

forward and the subcomponents may change

05:45

as I said but this is great the

05:49

leadership is also very Scandinavian and

05:55

I want to say about here there's more

05:58

for leadership I'll show you later how I

06:02

address the question of leadership and

06:05

there's movement to leadership so that

06:08

concept I believe needs more again

06:12

important and important elements in this

06:15

world leaders makes things happen

06:18

leaders make sense not leadership

06:21

there's a first leadership his assistant

06:23

bad assistant its people really people

06:27

who lead and we need to create these

06:31

leaders and I will discuss it later but

06:34

again leadership is a very very

06:36

important concept so the three elements

06:39

for me walks okay now I want to talk

06:45

about specific elements in my reaction

06:49

colocation I love the idea of colocation

06:53

it's not new it's nothing here it hasn't

06:57

been said before

06:58

colocation walks when you are able to

07:01

bring all the teams together 60 percent

07:04

says matter prick people talk to get the

07:07

same room magic happens so you did

07:12

invent Hill any new wheel but

07:15

emphasizing look for colocation is a

07:17

good idea

07:18

but it's not always possible you know

07:21

I've been working on projects that are

07:23

all over the world and India and China

07:24

with our team and colocation what does

07:28

it mean contest on the same screen so

07:33

that's not always possible so making it

07:36

a real a condition is possible so we

07:42

have to remember that but colocation is

07:44

a good idea

07:46

the written I like the word it sounds

07:51

good it sounds right it's timely but

07:54

again it expands the concept of agility

07:58

again it's not new but I prefer written

08:02

to agility you know because agility is

08:05

not a common world it's not about that

08:09

we use in the daily language each other

08:10

I don't I didn't use the word except for

08:13

project management but written yes boom

08:15

boom boom boom boom good okay but it's

08:19

again it's not you it is the ideal

08:22

sprints and cetera excellent all right

08:27

visualization once again not a new idea

08:30

but by putting it as a conveyor

08:33

the fretboard is a good idea which means

08:37

okay you communicate give me a visual

08:42

you only want to tell me story and

08:45

create a visual with this policy in mind

08:48

there's a book years ago said a

08:51

visualizing project management

08:52

I've seen many projects that don't use

08:55

visualization there's a big difference

08:57

so go ahead visualize everything and

09:01

this this will walk and expand and you

09:04

know be creative visualization can be

09:06

very very creative

09:08

okay leadership here's where I have a

09:16

little hesitation I said it's your way

09:19

collaboration but I said already more

09:22

now for me leadership is much much much

09:25

bigger than leaders make you know forget

09:28

everything forget everything if you have

09:30

a great leader he or she will make

09:33

things work you don't need the framework

09:36

you don't need the methodology he's only

09:39

the plan I've seen a huge project

09:41

managed by a great leader who is never

09:44

posted notes for himself everywhere he

09:47

went the practicals and he replaced a

09:49

failing project man he brought the

09:52

project to life went into production

09:54

fantastic so let's believe us and this

09:57

is something that we need to expand ok

10:02

I'll show you what I mean by leaders

10:05

collaboration and ball this is key for

10:08

the future now you have put the

10:12

customization inside leadership and I

10:16

would take it out and I will show you

10:18

what I mean in my coming presentation I

10:21

think it shouldn't be there because it's

10:26

people before systems that how it all

10:29

starts I agree with this concept

10:30

fantastic but remember in complex

10:35

projects you need systems you cannot

10:39

manage a complex project can a small

10:41

project

10:42

sister but you cannot manage and when

10:45

they buy you say all right the people

10:46

will figured out in complex situations

10:49

as a walk and the situation that I

10:52

imagined before okay

10:54

and the impact case has the planning and

10:57

tracking they're there and the past said

11:00

which is good I would continue walking

11:03

and discuss it further I looked at the

11:05

state and stations here I was quite

11:09

impressed by the intentions by the ideas

11:11

but it it requires some work ok so

11:16

that's very briefly my opinion about the

11:20

half-double methodology I encourage you

11:22

to continue I'm very supportive for what

11:25

you do and I can help if you want it is

11:30

a good joy ok good so now the second

11:35

part which I will share with you my view

11:39

and my view is based as I said on 20

11:42

years of studies since 1995 the first

11:46

time we introduced so we introduced a

11:49

concept called strategic project

11:51

leadership and it came out of the

11:54

realization and many many studies

11:56

including my own experience that there

11:59

are three important elements for project

12:02

success also 3 it's interesting the

12:09

strategy part of the business value is

12:11

similar to what you call the impact

12:13

that's critical and this has to be

12:15

forward it must become a formal way to

12:19

manage a project the leadership part is

12:22

what I said the people side dealing with

12:24

the team and I call it the team spirit

12:28

ok and the last one we started with the

12:32

uncertainty complexity went to

12:35

innovation and now we're calling it the

12:37

challenge and I'll explain what I mean

12:39

by challenge because have you seen from

12:42

my list earlier projects failed because

12:45

they don't address the challenge the

12:47

business may be ok

12:48

people may be ok but the challenge is

12:50

not understood

12:51

and if you don't make it part of you

12:53

whole system and understanding of this

12:55

challenge and managing and planning to

12:57

overcome the challenge you fail and it's

13:00

more than risk management as I said now

13:04

we have developed tools and they already

13:06

have three tools using the concept of

13:09

less is more a tool for the business and

13:14

third for the leadership and the tool

13:15

for the challenge and I'll show you

13:19

these tools briefly and we have tried

13:22

this already with many companies this is

13:28

a list of clients past clients we have

13:30

many more now and major corporations and

13:33

with high satisfaction I can say it's

13:37

working on small and large projects and

13:40

you see the similarity how similar

13:42

things are and how things Merton how we

13:46

we really address the same issues a

13:48

little different but it doesn't matter

13:50

so as I said to work together for me is

13:53

a great experience and I want to go and

13:56

describe these tools one by one I would

14:00

spend on the first two tools their

14:02

business and the leadership very short

14:04

and the last one was the challenge we

14:08

titled this how innovation can make

14:10

awake make a break your project I spent

14:13

a little okay so we start with the plan

14:18

how do we address the whole thing look

14:22

at this this is the classical project

14:24

phases how do we fit all this new

14:27

methodology inside it's complicated

14:31

people get used to this and I said and

14:35

he also said we are not touching the

14:38

traditional way we're not so I find I

14:42

found a way together with my teams after

14:46

a long alone elaboration to say we need

14:49

another phase believe it or not we need

14:51

the fifth says gate project Mellon have

14:55

recorded strategic planning before the

14:57

planning okay and that will prepare the

15:03

project correctly for the delivery for

15:06

the traditional way by the way I've

15:09

shared these slides that you can have

15:11

access to these slides from implement

15:15

consulting I don't know how my website

15:17

though you have a copy of the slides

15:19

okay so I don't need to take picture

15:22

photograph me instead so we're adding

15:28

strategic planning to project management

15:30

believe it or not let's show you what

15:33

this plan is and we have all the

15:35

traditional ways if it's a big book

15:37

manage the traditional processes and if

15:41

it's a company process same thing okay

15:44

and what is this fifteen now you guess

15:46

we have the three tools then the

15:49

strategy the adaptive to innovation and

15:53

challenge leadership spin three tools

15:57

okay but look this is not the whole

16:00

picture

16:00

let's not forget that in project

16:03

management we are building a product so

16:07

there is a project lifecycle but there's

16:09

also product lifecycle and you know all

16:12

it fits very nicely with the project

16:14

lifecycle and here's the life cycle of

16:17

the product we're starting with an idea

16:20

a concept requirements only the

16:23

strategic planning design development of

16:26

the river and there's a interaction all

16:29

the time and you know how much time

16:32

people spend on the product on the

16:34

design on the testing and in the books

16:37

of project management they don't talk

16:39

about it product lifecycle product

16:43

building lifecycle okay good so now

16:47

let's go to the strategy what is

16:49

strategy I wanna start with a little

16:53

story about the responsibility and we

16:57

look at it as a little different

16:58

perspective what the responsibilities of

17:00

a project manager I want to share with

17:02

you a short story a

17:05

two cars in 1986 Ford Motor Company

17:10

introduced Ford Taurus Dallas that car

17:14

was the best-selling car in America

17:16

revolution why because a project manager

17:20

took a long time to create focus groups

17:21

with customers and create

17:23

cross-functional teams and figure out

17:25

exactly what the market needs to do but

17:27

when the project was completed he was

17:29

fired you know why he was fired because

17:33

the project was late three months on

17:35

schedule and then it became the

17:37

best-selling car for America in 2000 in

17:41

the 1990 they lost this position to

17:44

Toyota Camry they started a second

17:46

generation the project manager of the

17:48

second generation thought was to learn

17:50

the lesson took a guess his lesson was

17:54

what scheduled he's medicated he drove

17:59

the project as a dictator he eliminated

18:01

focus it doesn't mean he just need to

18:03

meet time he met schedule believe it or

18:05

not but never became the best selling

18:08

car in America so what does it mean what

18:11

I'm saying is not you all right people

18:14

know some people understand that

18:16

projects are not made to do business so

18:18

I'm suggesting a little change in how we

18:22

look at project management so far we

18:25

looked at project management is an input

18:27

process output output is a product okay

18:32

what will the product do in the market

18:35

what will it bring money will it make

18:38

happy customers we need to deal with

18:40

this not just deliver a product with a

18:42

specification and we have the top of the

18:45

pyramid again we don't change anything

18:47

that we do so far the top of the pyramid

18:50

says we are focusing on business and

18:52

outcomes from output to outcome that is

18:55

the change and that's the basis for the

18:57

methodology that we call a spin outcome

19:03

that support what will happen and when

19:05

we manage the project when they think

19:06

about it you get a planet with a little

19:09

things that

19:09

make sure that the customers are using

19:11

it we make money okay so I want to

19:16

introduce was because the SPLA of

19:18

managing project we changed the paradigm

19:20

in terms of the responsibility

19:24

I started what so I say we make the

19:26

project manager or project leader

19:28

responsible to build the business leader

19:32

of the project can be responsible for

19:34

the responsibility they're still at

19:36

owner they're still a sponsor they are

19:38

accountable

19:39

they definitely to know responsibility

19:41

and accountability is quite clear if the

19:44

project failed if it loses money the

19:47

project manager doesn't pay the cost the

19:51

company pays and if it succeed the

19:54

project members it doesn't get very with

19:56

the profits but he's responsible and

19:59

that's the change

20:01

so we don't struggle with their you know

20:04

who's responsible you know why because

20:05

the project owner doesn't have time the

20:08

only person who's really involved in the

20:11

project day in day out is the project

20:13

manager and he or she gets up in the

20:17

morning thinks about the project goes to

20:19

sleep it's his baby and that's what

20:22

you're making mister so we expand the

20:24

responsibility and you know what it's

20:25

working we're protein is smoking and

20:28

we're giving them the tools to do that

20:29

that is the change okay so I'm gonna

20:33

share with you a little story before I

20:35

move on

20:37

in 2007 Motorola I was working on the

20:41

best cell phone in the market

20:43

q4 it was actually I in my university

20:47

class I used to do team exercises comes

20:52

a team that presents the Motorola

20:54

fantastic but at this time Steve Jobs

20:57

already said we are coming out with an

21:00

iPhone a few months okay good so they

21:04

finish a presentation did a great job I

21:07

asked them fantastic job nice nice

21:09

present

21:09

nice project but what are you gonna do

21:12

and I pull this out you know what they

21:16

said we didn't think of that

21:19

iPhone was out and Motorola was dead

21:23

okay so my argument is if they have

21:27

managed this project within myself of

21:30

SPL or any other business focus mindset

21:33

that would not happen because they will

21:37

know at the whole world knew that I for

21:39

this coming they just kept going they

21:41

disrespect that somebody wrote years ago

21:44

okay so that's the change all right so I

21:49

wanted to use what is strategy I like to

21:54

do a discussion for the strategy and

21:55

people say strategy is the way to go go

21:57

from A to B a plan the vision I don't

22:00

know no strategy is only one thing where

22:02

the strategy comes from military right

22:06

in the military strategy means only one

22:08

thing winning so take a strategy to our

22:11

ward and I say in business we also need

22:17

to win we need to win or who's the enemy

22:20

the competitors right so we need to make

22:23

that song so strategy how to create the

22:25

web so it comes from the military goes

22:28

to sports and everything is focused on

22:30

winning your project has to win for your

22:33

company and that's why you need a clear

22:35

tool that we call strategy okay strategy

22:40

is critical for success and strategy and

22:42

business is creating competitive

22:44

advantage because if I do this product

22:46

and my competitors doing this product

22:48

it's not enough that my product is

22:50

meeting with clients it has to be better

22:53

better means competitive advantage miss

22:57

me you job as a project manager is to

23:00

create competitive advantage

23:02

that's all you don't need to deliver

23:04

specifications on time that's obvious

23:06

you need to create better product and

23:08

then this the whole shift the whole path

23:11

project focus shift now thing

23:13

shifts so we have something called the

23:16

project strategy we focus the project on

23:18

winning and there's a document I'll show

23:21

you briefly what it is it has five

23:23

elements which I will not the sky are

23:27

described in great lengths but we focus

23:29

on the lie with the customer bind which

23:32

is the competitive advantage we have

23:33

manlier but let's well - okay and at the

23:37

end we have all the team members

23:39

everybody on the team's thinks about

23:41

what will create more value it's like a

23:45

kite share an environmental project

23:47

lands but not on quality on competitive

23:51

advantage okay

23:52

the next level is the leadership the

23:56

leadership path is the soft path but I

24:00

want to say something about leaders from

24:02

my own experience my own environment my

24:06

own observation leanness make things

24:12

head people who are leaders create magic

24:17

and that's why ok

24:22

that's why you gotta be learn to lead

24:24

it's very difficult to them to lead and

24:28

you cannot be a loser over time but

24:30

let's focus on the things that really

24:32

make a change project why you need to

24:35

lead because great projects are not the

24:38

great leaders and most people can do

24:40

twice as much and as a leader your job

24:43

is to get the most with your people and

24:45

out of your people what life people

24:48

would like the team and that is the key

24:51

so I will suggest the tool believe it or

24:54

not a leadership tool ok I want to deal

24:59

with the team's culture I can create the

25:02

teams cut the beatings feeling in a

25:05

little realistic read a little

25:08

analytical way believe it or not it's

25:10

personal ok so spirit is the tool spirit

25:17

creates energy deprive the excitement

25:20

and project spirit is something very

25:23

unique because the project

25:24

spirit is focused on something very

25:27

specific a vision a vision statement

25:29

that excites people when we say we're

25:33

going to put a man on the moon and bring

25:35

it back in ten years the whole world was

25:38

excited in every project you did

25:41

something new articulate the new world

25:45

that you are creating in an emotional

25:47

way that will touch people's heart

25:50

you understand and that's what I mean by

25:53

a vision okay

25:54

we have great examples so vision is a

25:57

short description of the outcome we can

26:00

throw moto and you have a few examples

26:02

and just one on the three two kids

26:05

here that there are real projects free

26:09

to kiss confirmed project that was

26:11

developing a vaccine vaccine for

26:15

meningitis pear disease no cure if you

26:19

get infected you die in 24 hours if you

26:22

don't get treatment

26:23

they lock you and this company is

26:26

building a vaccine now the vaccine is

26:28

going to universities the same first

26:30

customer and you can get meningitis by

26:34

body and fluids like AIDS so the project

26:37

manager a PhD in chemical biology came

26:40

up with this uses free to kiss

26:44

understand the project changes the

26:48

project looks different the project gets

26:50

a new life with a nice vision statement

26:53

okay so we are the four elements of the

26:58

spirit they are vision they are values

27:04

they are simples and the social

27:07

activities okay so here they are the

27:10

values is behavior what the kind of

27:13

behavior you guys are really into

27:15

behavior things you will emphasize to

27:17

behave a new project that fits your

27:19

competitive advantage and your vision if

27:22

your project is about cost cutting the

27:24

values and your project is led to

27:26

catechol everybody finds a way is a hero

27:28

if your project pushes the tail

27:31

technology everybody was innovative

27:33

zero social activities I don't need to

27:36

tell you

27:37

Danish people about social activities

27:39

create more and more and more and more

27:40

it's not in every culture and the last

27:43

one is actually very nice the symbolic

27:45

part the logos the flags the the dishes

27:51

the project name names mean mean a lot I

27:55

have in our studies we even started

27:57

studied the impact of naval project

28:00

success

28:02

we found the correlation but it's not

28:05

because the name makes a change it's

28:07

because they leave them chooses a good

28:10

name it's part of leadership okay

28:12

alright so I want to share an example

28:17

this comes from a real project in the

28:18

pharmaceutical industry and these people

28:21

are building a cure for house heart

28:26

failure they came up with lending break

28:30

broken hearts

28:32

that's the motto the logo you see that

28:35

she shares and see how happy they are is

28:38

the cake okay so now I'm coming to the

28:43

last element and that is the innovation

28:46

path and the challenge and I spent a

28:48

little more time with that okay what's

28:52

innovation how do you define innovation

28:55

many people said innovation is something

28:58

new I disagree not everything new is an

29:02

innovation innovation is something new

29:04

that really makes it innovation to me i

29:07

define it as a commercialization of an

29:10

idea you have an idea where it's not an

29:13

innovation only if you make it work in

29:16

the market people buy it use it improve

29:19

their life they are needed innovation

29:22

for this myself believe it or not you

29:26

need a project so innovation a project

29:31

management are strongly linked

29:34

unfortunately unfortunately the research

29:37

people have not

29:38

binder we have to research communities

29:41

project managers and innovation they

29:43

don't talk to each other not the same

29:46

conference not the same Jonas I go to

29:48

both but if this different words we can

29:52

combine these words we are walking now

29:54

and very handsome established company

29:57

these words now if every project is

30:00

actually an innovation okay we gotta

30:09

remember one size does not fit over

30:13

here's a picture see these guys it's the

30:18

same suit but you need do you need the

30:26

tailor so you need to learn how to

30:30

tailor your project management to your

30:33

projects and that's a tough thing

30:35

because it's not that it's not intuitive

30:38

it's not just think about it how do we

30:41

do the experience people know it but

30:43

young people it's difficult so we need a

30:46

framer we need a model to do the tailor

30:48

with a part and for this I wanted to

30:51

find it would use the concept of

30:52

challenge

30:54

what difference between project is the

30:56

word challenge challenge is something

30:59

difficult it's not that we cannot solve

31:02

it we can't that we have difficult and

31:05

this is a theoretical model that's a

31:07

challenge in those three parts you see

31:10

see uncertainty complexity and

31:13

constraint okay

31:16

at the beginning we call that UCP

31:20

constraint maybe within pace but pace is

31:23

one of the constraint so we are taking

31:27

this further we say okay how do we do it

31:29

project project man

31:31

here's the month when traduce a model

31:34

that is called the diamond we found a

31:39

nice name we call it the diamond of

31:41

innovation it's a really catchy name but

31:44

it's more than innovation as I said it's

31:46

a challenge of diamond and we have two

31:49

dimensions of uncertainty the novelty

31:51

and the technology I will define them in

31:54

the moment we have one complexity and we

31:57

have one dimension of constraint the

32:01

major constrain is usually time but we

32:04

shouldn't forget that there are other

32:05

constraints under the concept of

32:08

simplicity we didn't want to increase

32:14

the model and I keep getting four years

32:16

this model has been around for first

32:19

time we published it in 1990 and then it

32:24

evolved in a group and then our book

32:26

came out in 2007 by Harvard and the book

32:31

is about the entire mountain okay so

32:34

it's been around longer than SPN has

32:36

been used by many people it evolved but

32:40

I keep getting the same request

32:41

look we need more dimensions and I hold

32:44

on the no no no no we don't need

32:46

motivations you know why because it's

32:48

big too complex so if you have a

32:50

specific situation and another dimension

32:53

for your situation don't confuse the

32:55

model and we keep it at 4-under the less

32:59

is more idea so the things can be added

33:02

reckon so we're just walking with a huge

33:04

project and intent and have you

33:06

challenges and as well they work and

33:09

they work with the westcoast 10 hours

33:12

difference that's a challenge the

33:15

project keeps changing because then they

33:17

woken up under the technology that is

33:19

not developed yet customization is not

33:22

normal and specifications are tough

33:26

though can you believe eight billion

33:28

dollar project so they have a challenge

33:31

that nobody has so in addition to the

33:34

four dimensions of the time of day

33:36

edit other dimensions are the challenges

33:39

and that's good enough

33:40

so for walks fine okay so now let's

33:45

define what's happening no dirty is what

33:47

you call the newness of the product in

33:50

the market for customers do customers

33:54

know what to do with this product if I

33:58

make a small change in this bottle

34:01

everybody will recognize that it is a

34:03

bottle a different shape and everybody

34:05

will know

34:06

you gotta drink from it but if I have to

34:09

do some something that nobody saw before

34:11

a new product doesn't matter like

34:13

technology by the way its new its new to

34:17

the world that you to the customer so we

34:19

have a scale novelty is innovation in

34:22

the market and on this dimension you can

34:26

you can be sure we have four levels on

34:30

these burgers okay so on the novelty

34:34

market innovation we have derivative

34:36

which is small change platform is a next

34:39

generation in the existing product line

34:41

and you come is a platform a new

34:44

generation and your cell phone today

34:46

you know iPhone 5 iPhone 6 iPhone

34:49

whatever is a new generation but the

34:53

first one is different I'll show you how

34:55

it goes phones are new to the market the

35:00

product that is existing lanta in one

35:02

market and is adapted to another market

35:04

for example the first pc was new to the

35:08

mark there were computers in the world

35:10

before huge big expensive when we first

35:13

started to sell to sell the computers to

35:16

consumers it was new to the Mac recently

35:20

GPS where the GPS come from military you

35:27

know militant irrigation systems no way

35:29

adopted this for consumers it was new to

35:31

the market now it becomes platforms and

35:34

derivatives so there's a level a new to

35:37

the world is something there's nobody so

35:39

before the first post did not nobody

35:43

wanted to buy the company wanted to kill

35:46

the project because they did not get

35:49

and customers say I don't need this once

35:51

you give it to them they can't live

35:53

without it but that is the effect of new

35:57

to the world you cannot do market

35:59

research you see Club resonate but for

36:01

project management don't do market

36:04

research of the high level of knowledge

36:05

the next level is technology for levels

36:09

low tech medium tech high tech super

36:11

high tech low tech is a project that

36:17

uses existing technology nothing new

36:20

construction medium tech is a project

36:22

that is using well-known technology but

36:25

some new design and new car is medium

36:28

that high tech is a project that is

36:31

using a new technology but existing

36:33

technology military project has

36:35

developed the technology before this and

36:37

then I integrate this in the project for

36:40

the first time that's heightened and

36:42

super high tech is a project that needs

36:44

technology that doesn't exist listen to

36:48

this I need to develop a technology

36:51

during the project's effort going to the

36:57

moon

36:57

there was no technology the mission was

37:00

very clear the moon were there everybody

37:02

know where it is

37:03

nobody knew have the realistic knowledge

37:06

to be needed to develop this technology

37:07

it's a different project each one of

37:10

them requires in different projects and

37:13

coming to tailoring because we need to

37:15

tailor the project manner to the

37:18

specific a little specific specific

37:20

diamond now complexity is another

37:24

dimension we found a way to

37:27

conceptualize it again in a simple way

37:30

the level of complexity of their product

37:32

so there is a component like this light

37:36

bulb is a component assembly is doing

37:39

one function this laser pointer is an

37:42

assembly the overhead projectors are

37:44

simply doing one function a system

37:47

complex collection of subsystems

37:50

doing multiple function a car is a

37:52

system a building is a system Computers

37:55

assistant and the array is a system

37:58

systems production of many systems

38:00

working together for combination imagine

38:03

the public transportation system in

38:05

Copenhagen terrible by the way I got

38:10

stuck in traffic every day but you have

38:13

public transportation system so impose

38:15

it and it passes and metros and stuff

38:18

and you gonna do something about it

38:20

I think it knows right and the stylist

38:24

nobody reacts am i right the road okay

38:32

good so forgive me it is a large

38:37

collection of sisters walking together

38:39

like the traffic in control in the

38:43

country it was radar so communication

38:47

channels and Celtic culture largely

38:50

walking through sets their very look the

38:51

complexity goes up now it's a complexity

38:54

of the product and it's also the

38:56

complexity of the organization that is

38:58

doing the product okay and the last one

39:01

is pace that is the constraint of pace

39:06

how much time do I have and I have four

39:11

levels again regulars no no big deal no

39:14

pressure

39:14

fast competitive is a project that needs

39:17

to be in the market before competitors

39:21

most projects are fast competitive time

39:25

critical is a project that has a

39:27

definite deadline if you miss the

39:29

deadline

39:30

project fails y2k think about that you

39:36

have a deadline but never deathly ill

39:39

you know Christmas season you got to be

39:41

in the stores before black five-lane

39:43

opening the the academic years

39:47

university has to be ready with all the

39:50

systems working on a certain day its

39:52

time critical if you miss the deadline

39:54

no good and the last level is what we

39:58

called bits blitz is a project that

40:01

involves crisis something happened you

40:05

better respond right away again look at

40:08

these four types each one of them is a

40:10

different

40:11

kind of project now the question is what

40:13

do we tell them I'm coming to this but

40:15

this creates the framework for

40:18

classifying finding your project

40:21

uniqueness okay so I want to give a few

40:25

examples of diamonds and how do we use

40:28

them

40:29

okay then forever I mentioned it in the

40:32

morning it's a construction project that

40:35

was late it was late because of one

40:39

sister the sister was called the

40:42

automatic baggage system this system was

40:45

new

40:46

nobody did something like this before on

40:48

such a large scale and I used the time

40:51

on to explain the delay because the

40:54

project itself was construction and as

40:58

we know a construction is low-tech but

41:01

that project was hectic okay so we have

41:07

two diamonds the blue that world is the

41:09

airport it was a platform another

41:13

generation we've done airports before it

41:16

was fast competitive it was low tech

41:19

technology and it was in the rain the

41:21

boat is huge but the baggage system was

41:24

a different project it was new to the

41:27

market pretty random like this game it

41:32

was fast competitive it was a citizen of

41:35

the race much smaller when it was

41:38

hydrated the develop this project was

41:45

okay mass component and the template is

41:48

telling your story they even started

41:51

this late after the construction started

41:53

they started the project much later a

41:55

baggage system much later and it wasn't

41:58

finished

41:59

so his design Montana game you gotta do

42:02

more walk and I'm gonna talk about the

42:04

implications of the John Montone project

42:07

management okay here's another example I

42:12

thought there's this in the morning I've

42:14

used as a boy in case Boeing 787 was

42:18

laid because of similar reasons they

42:21

used a new technology they use composite

42:24

materials to build the airframe instead

42:27

of aluminum so I'm showing two diamonds

42:30

in okay the blue diamond there 777 the

42:34

very successful project it's part of our

42:36

study on the great projects fantastic

42:39

project fantastic product and that was a

42:43

platform and your generation it was

42:45

medium tank because the technology was

42:47

well known it was a system it was a

42:49

system and fast competitor but 787 had

42:53

two new six to new challenges one of

42:56

them was the technology was new the

42:58

composite materials and the other one

43:00

was they outsourced the design because

43:05

they fired so many people during the

43:07

downturn they didn't have enough

43:09

engineers to do the design they had no

43:11

choice they also stew 700 subcontractors

43:15

worldwide subcode concepts they used to

43:18

do manufacturing to will require santa

43:20

to design and development R&D

43:23

they failed this was a complete failure

43:26

it turned the project they worked a

43:28

regular system project into in the way

43:30

project they had to bring all the work

43:33

back

43:33

big big chaos we just published a paper

43:37

the challenge of innovation in highly

43:40

complex projects that we analyzed the

43:42

story we have followed the starter story

43:44

for years and we came with the

43:47

conclusion they could do better that's

43:51

the point they could do better

43:53

just analyzed it upfront the difficulty

43:56

of the challenge okay so come back to

44:00

our friend iPhone I have here three

44:03

generations I have iPhone one iPhone 6

44:06

and iPhone 6s all right so iPhone one is

44:14

new to the market it was high tech

44:17

technology was really of you it was fast

44:20

competitive

44:21

let's be there and it was a system ok

44:25

iPhone 6 and iPhone 6s iphone 6 was the

44:29

red one it was a platform a larger

44:33

generation it was made you tech no

44:36

longer high tech system and time

44:39

competitive because they said we're

44:41

going to be in the market on that day

44:43

that was a definite that way and iPhone

44:47

success is only a derivative so you see

44:50

how the time goes explains each project

44:53

very clearly design what is telling a

44:55

story you have visualization in your

44:59

system which is fantastic this

45:00

visualizes your problem and when the

45:03

team goes into discussion of that great

45:06

seems have all been wow I see it in a

45:09

new way now I understand that my project

45:11

is not medium tech it's new to the mall

45:14

it's not a platform it's new to the

45:16

market and I don't need to do market

45:18

research because the answer will be

45:20

negative so I guess - I got a rush the

45:23

market create a process of that customer

45:26

let's customers try and give me feedback

45:28

then I will freeze requirements so this

45:31

brings me to the impact this is the

45:35

regular waterfall that you will know and

45:37

these are the regular project phases

45:40

what's wrong with this picture

45:43

something wrong with this picture

45:45

there's four simple faces you know

45:48

what's wrong it's never one way street

45:51

this is reality right you got to go back

45:58

you know the revise you design the

45:59

requirements the question is

46:02

how much you work together go back and

46:04

how many times and that is determined by

46:08

the dimensions of the diamond okay so

46:13

instead of this we're actually adding

46:17

this these are the cycles that we are

46:20

adding okay we keep going both in the

46:23

requirements and in the technology and

46:25

the question how much and how long is a

46:30

very critical question for project

46:32

planning planners need to know this and

46:36

if you put it in the plan you know I am

46:37

it three cycles that happened in Boeing

46:40

they only did plant life cycle they have

46:43

to open the design because it failed

46:44

this test and they ended up with three

46:48

to four cycles you know again and again

46:51

I could tell them disobey at the

46:52

beginning because based on the research

46:54

we know it as high tech needs recycles

46:57

at least okay they didn't have it in the

47:00

plan so they kept over rounding over

47:03

angle a five project manager one after

47:05

the other why let's figure out the fruit

47:08

the challenge let's understand the

47:09

challenge in an analytical way okay

47:13

so here is a summary of how the diamond

47:16

dimensions impacts project management

47:19

okay the novelty has an impact on market

47:24

research as I mentioned the higher

47:26

novelty less marketers forget 30 we

47:30

tried the trouble is that management

47:32

always wants you to do market research

47:34

give me a proof that the market wants it

47:37

he got a pushback if you are the high

47:40

level of novelty resist market research

47:43

will not help okay show them the model

47:46

and that is approved

47:49

you gotta adapt the project to your

47:52

unique characteristic for challenge okay

47:56

and then you need later requirement

47:59

freeze the to too important moment in

48:02

ever

48:02

project a quad let's freeze and design

48:05

freeze these moments are part of your

48:07

plan and you add you identify them up

48:10

front Duke the plan this is what my

48:13

freeze requirement

48:14

this will only freeze the design firstly

48:17

first requirement then if we design

48:19

based on the level of uncertainty in the

48:21

market and in the technology and you

48:24

need more requirement cycles the

48:26

technology safe story later designs

48:29

raise more design cycles and you need

48:33

strong technical functions and very very

48:36

high projects and high

48:37

you know you need managers and good

48:41

technical people it's rare and difficult

48:43

to find but that's what you need you

48:45

know and you need experience this

48:48

technical project manager behind I taken

48:51

high super-high fakers very difficult

48:54

because you don't know okay and then

48:57

complexity the organization becomes more

49:00

complex you got to put systems in place

49:02

you got to be bureaucratized although

49:05

you don't like you want people in for

49:06

systems I said before you need systems

49:10

for hiker for small projects you don't

49:11

need systems for high priority you need

49:13

and you got a ability to integrate all

49:17

the sub component you need good

49:19

formality good organizational skills and

49:23

big picture leader okay so I will have

49:28

met what we are doing right now in the

49:32

map that shows where we are stand we are

49:35

adding SPL to the traditional project

49:38

management everything on the bottom

49:40

exists today scoping scheduling and we

49:43

have the tools so we talk about my set

49:46

skill set and told it and for creating

49:48

the business value we are adding three

49:51

new tools the skills are skills of

49:53

tailoring inspiring and strategizing

49:57

skills and we have the suite tools

50:00

coming with that which is the diamond of

50:02

innovation for tailoring the spirit of

50:05

leadership and the project strategy okay

50:10

once again these are customers and

50:12

finally we have shown success

50:15

our customers have provided us written

50:20

statements about success one company

50:23

seriously the name the train company is

50:26

doing commercial air a commercial air

50:28

conditioning they have increased market

50:31

share by 50 percent whatever left after

50:34

seven years working with them after five

50:37

years will be working there were seven

50:39

years and then last year they gave us a

50:42

new letter they're so excited it's still

50:45

alive we don't walk with them anymore

50:47

but they got used to the concept and

50:49

still alive and they keep being the

50:52

market leader service provider and

50:55

create name is confidential they

50:57

increased the saves from 100 million to

51:00

1 billion in 10 years and the stock from

51:03

100 to 2000 was 2100 we promoted in the

51:08

government city government it became the

51:11

best city in my state in new jersey a

51:14

farm a compliance project that they have

51:17

started with a small project one hundred

51:19

dollars because of the method increase

51:22

the order for three hundred twenty hours

51:25

and new existing customers are in turn

51:30

America Vale and some others so I want

51:34

to say something again coming back to a

51:36

half-double for me how the other is a

51:38

fantastic step no question about this or

51:42

not

51:43

there's no competition here by the way I

51:45

don't see it as a competition I think

51:48

honestly that in the half-double we you

51:50

need to expand the challenge part and I

51:54

think we need to expand the flow part so

51:58

here's what we the way we have used a

52:00

diamond to express our system it's the

52:04

SPL diamond we have the traditional

52:08

project management plan we have the

52:10

business strategy the leadership

52:12

and innovation and that's where we are

52:16

today and I'm looking forward to really

52:18

helping the project and working on this

52:21

together because it's the same world

52:23

it's now it's not a competitor now or

52:28

there's no much competition because so

52:30

huge okay so the synergy the

52:33

collaboration is clearly important

52:36

here's my email address if you want to

52:38

call me or send me an email I will be

52:41

happy and we stay here if you want to

52:43

talk to me okay

See how the Half Double Methodology could help your company today and see other Half Double Video's by Thought Leader Ralf Muller on Behavioural science in relation to Half Double and on governance of Projects.