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
