Information
At the webinar you can get inspired by a real-life case from the company GN Audio with the JABRA brand, which has cut down their time to market by applying core elements from the Half Double methodology. Who: Michael Ehlers: Partner at Implement Consulting Group. Michael is one of the Founding fathers of the Half Double methodology and the main driver of Half Double for the last 5 years.
Transcript
hello and good morning everyone and welcome to this half double methodology webinar my name is Michael Ehlers and I'll be i am the project manager of half double and I've been the project manager of half double for the last five years I'm also partner in implement consulting group and I've been working with projects for the last 20 years so projects is really my passion and that is also the reason why I'm so passionate about half double and creating new methodologies and this is actually what this session is all about it's about a new methodology that we have co-created together with a big community and I'm gonna give you the insights to what is this methodology is all about. But before I'll kind of dive into the whole methodology part, I just want to let you know that I have behind me a nice background, but i also have two other people in the room: I have Patrick who will be helping on the technical side and on the chat side, and also I have anna on the other side and she'll be helping me with the Q's & A's that that might come along along this session. So we're actually three people here in the room you'll probably only see me today but you interact with all of us hopefully, so i think it's time for us to to share the agenda, and Patrick will help me to to share the slides with all of you, and hopefully you now see the welcome to the half double seminar slide which is the the introduction and uh and the agenda for today is that I'm gonna run through first of all the overall story of Half Double,
01:37
why did we even start this initiative
01:40
what's the idea behind it and and who
01:42
have put
01:43
who have contributed to to setting up
01:45
this whole methodology
01:47
then i'm gonna dive into the methodology
01:49
as such we're gonna talk about
01:51
impact flow and leadership the three
01:53
core elements of half double
01:55
then we will join into a case from g
01:59
audio who has the uh the brand jabra
02:02
they produce headsets and and uh
02:04
speakers for
02:05
um for for computers so as we'll see how
02:08
they have used half double and i'm going
02:10
to get
02:11
going to give you an insight to some of
02:12
that then we're going to end the session
02:15
with an online q a and actually you will
02:18
have the opportunity to use the q a
02:20
button all along this session
02:22
so in the bottom of your screen you'll
02:24
find a q a
02:25
uh kind of button and you can write your
02:28
questions
02:28
along this session and then anna will
02:30
help me
02:31
uh to figure out whether these questions
02:33
will be good to kind of handle along the
02:35
way
02:36
or whether some of them will be better
02:37
to handle in the final part of this
02:39
session
02:40
but feel free to write in your cues and
02:43
qs along this session
02:45
okay let's get started you know so why
02:48
did we even start
02:49
half double well it all started with
02:51
this number
02:52
the thirty percent thirty percent of all
02:54
projects today are characterized as
02:56
successful
02:57
so this number derives from the
02:59
standardised group they've been doing
03:01
this research from
03:02
1994 until today and the number has
03:06
actually
03:06
increased a little it has increased to
03:09
36 percent
03:10
so 36 of all the projects we're doing
03:13
today are actually successful
03:16
that's a good thing however it still
03:18
leaves
03:19
quite a lot of space to be even better
03:21
because we would like to have more
03:23
successful projects
03:24
because if we have more successful
03:26
projects we can actually
03:28
leverage the whole danish economy
03:30
because it turns out
03:32
that if you look into germany 34
03:35
of the german economy would be based on
03:38
actual projects
03:40
so one-third of the whole economy with a
03:42
success rate of 30
03:45
that was the issue that we're trying to
03:47
deal with we're actually trying to
03:49
increase
03:50
the success rate of projects so that's
03:52
how it all started in uh
03:54
2015 and um and and we started out with
03:57
this great idea about you know doing
03:59
something for project management
04:02
and we knew that this could probably be
04:04
solved with
04:05
impact flowing leadership at that point
04:07
but we didn't know how that could be
04:09
translated into a methodology we didn't
04:11
know you know whether it would work in
04:13
reality
04:14
so what we did was to invite 25 people
04:17
into a room
04:18
and we asked them whether these 25
04:21
people were the best project managers we
04:22
knew of at that point
04:24
and we asked them do you see this
04:25
problem they all said yes
04:27
and do you want to chip in and help us
04:29
to solve this problem
04:30
and they also said yes to that and then
04:33
it all started
04:34
today the 25 people have become 2 300
04:37
passionate practitioners
04:39
and they have you know most of them
04:42
contributed to creating the whole
04:44
methodology
04:45
um so so what we did was actually to to
04:47
identify
04:48
set 16 pilot projects where we wanted to
04:51
use the methodology
04:53
and then we applied the methodology to
04:55
real life projects
04:56
while we developed the methodology and
04:58
we did that
04:59
together with also three universities
05:02
because we asked the universities
05:03
to evaluate these 16 pilot projects
05:06
so the three universities as you would
05:09
see here on the
05:10
right side of the slide is oh university
05:13
the danish technical university and
05:15
copenhagen business school
05:16
so these three universities joined
05:19
together
05:19
in order to review some of the projects
05:22
that we did together with
05:23
these uh companies that you see on the
05:25
left side of the slide
05:27
so these are probably if you're ordained
05:29
uh pretty familiar brands for most of us
05:32
and um and and what we did was actually
05:34
to apply this
05:35
in real life business issues that they
05:38
had and see whether it would work or not
05:40
and here is the result of this of of the
05:43
16
05:44
pilot projects so the researchers they
05:47
looked into the 16 pilot projects and
05:49
the first thing that they looked into
05:51
was whether was whether the project
05:53
fulfilled the success criteria
05:55
or not so in 87
05:59
of the cases it actually turned out that
06:01
we fulfilled the success criteria to
06:03
some extent or to a high extent
06:05
so 87 of the cases were successful
06:09
the other number is the 69
06:13
the 69 percent is really the
06:16
comparison to similar projects in the
06:19
same organization
06:20
so for instance velux did a pilot
06:23
project
06:24
what the researchers did there was to
06:26
compare the pilot project that we did
06:28
with three similar projects envelopes
06:31
in that way they could see which project
06:33
created the most
06:34
impact and in 69 of the cases
06:38
the half double pilot project created
06:40
more impact than similar projects in the
06:42
same organization
06:44
so these are some of the uh some of the
06:46
results that we have right now
06:48
and also some of the results prove that
06:50
actually proves that this methodology
06:52
really works in reality
06:55
so before i dive into the actual
06:58
methodology
06:59
and and uh and elaborate on some of the
07:02
cases
07:02
then i would like you to consider this
07:05
question
07:05
for a second and we will put up a poll
07:08
in in a few
07:09
seconds as well so we would actually
07:11
like you to
07:12
to think about the success rate of
07:14
projects in your organization so if you
07:17
think you know
07:18
just use your gut feeling use your
07:19
insight if you even have numbers
07:21
you know and try to help us to to uh to
07:24
play along
07:25
and and answer this poll so we'll start
07:28
the poll
07:28
now and feel free to uh to plot in
07:32
where you think you know that your
07:34
organization would fit
07:36
in in these numbers and we will use this
07:38
as an interesting input for
07:40
seeing how well do you think that your
07:43
projects succeed
07:44
in out there
07:48
so i can see a few of you have started
07:51
voting which is so great
07:56
about half of you have been through the
07:58
question now
07:59
um there is a question here define
08:03
success first okay so while the uh
08:07
while the uh poll is going on uh
08:10
what is the measurement of success or
08:13
define what is success first
08:15
and i think that is a great question
08:18
because
08:18
what is success rate and in the s
08:22
in the study that we saw from the
08:23
standards group success rate would be
08:25
measured
08:26
in terms of did we deliver you know to
08:28
the con
08:29
the initial contract that we decided
08:31
upon so that would actually be
08:33
the classic triple constraint so so
08:36
the interesting thing here is that
08:37
success is is measured
08:39
in this a well in the study that i
08:41
showed before
08:42
in terms of did we deliver what we
08:44
promised so
08:45
that is that is the interesting thing at
08:47
least looking at that study
08:49
we think projects should be measured on
08:52
other success parameters for instance
08:54
do they create impact and i'll get back
08:56
to that in just a second
08:57
because let's have a look at the uh at
09:00
the poll
09:00
results so um so quite a few of you have
09:04
actually
09:04
put yourself kind of in the middle layer
09:06
there from from
09:08
41 to 60 so about half of you
09:12
experience or have a gut feeling that
09:15
that half of your projects
09:16
succeed pretty well then there would be
09:19
probably another half that that succeeds
09:21
that succeeds uh less well and if we
09:24
look at the combined numbers we can see
09:25
that there is a small tendency to have
09:28
more answers towards not succeeding
09:31
than than really succeeding so so this
09:34
is uh
09:35
this kind of confirms the number that we
09:37
saw from the start at least if we look
09:39
into
09:40
how you perceive uh the success rate at
09:42
this point
09:43
thank you very much for playing along
09:44
with this so um
09:46
i'm gonna go on with the presentation
09:49
and start
09:50
telling you a little about half double
09:52
and the methodology
09:54
as i said the half double methodology
09:57
is based on three core element
10:01
so these three core elements are impact
10:05
flow and leadership
10:08
and the three core elements are
10:10
essential in the way that each of them
10:13
actually represent a paradigm shift
10:15
compared to traditional project
10:17
management
10:18
so let's look at them one by one first
10:20
of all impact
10:22
the paradigm shift here is that in
10:24
traditional project management
10:26
you will be considered a success if you
10:28
deliver what you promised
10:30
so if you deliver according to the
10:33
initial contract that you created
10:35
then then then you would be a success it
10:38
doesn't matter whether people use this
10:40
whether you've created impact with it or
10:42
whether it works or not
10:44
as long as you have delivered what was
10:46
specified in the start of the project
10:48
then i as a project manager would be a
10:50
success
10:51
we think that perspective is wrong we
10:53
think that we should measure our project
10:55
in terms of how much impact do they
10:57
create what is the actual
10:59
value creation of our project which is
11:02
the reason why we're saying
11:04
half double should be based on impact
11:06
delivery
11:07
it should be based on actually managing
11:10
your projects or leading your project
11:11
towards the impact that we would like to
11:13
create
11:14
and the project should be measured upon
11:16
the impact that it creates
11:19
the second core element is flow when we
11:22
look into
11:23
the flow part in traditional project
11:25
management you would focus on
11:27
you know having a lot of people in your
11:29
project you would have what we call
11:31
a thin uh resource allocation
11:35
so people would probably participate in
11:37
quite a lot of projects at the same time
11:40
so you might be 10 allocated to a
11:42
project which actually creates
11:44
less progression in the project so what
11:46
we are saying with half double
11:48
is that we would like to have a flow in
11:50
the project we would like to make sure
11:52
that our project progress every week and
11:55
the reason why
11:56
we would like the project to progress
11:57
every week are actually twofold
12:00
first of all we finish the project
12:02
quicker if we have a flow every week
12:04
a progression every week and the second
12:06
thing is that
12:07
all projects consist of people and
12:10
people are motivated by progression
12:12
so it is the best way to motivate people
12:15
if we have actual progression in our
12:17
project
12:18
if we have no progression the opposite
12:21
thing will happen
12:22
people will become disengaged and that
12:24
is what traditional projects to
12:26
sometimes
12:26
to some extent suffer from that we're
12:28
working on too many projects at the same
12:30
time
12:31
so with flow we actually recommend that
12:34
you only work on two projects at the
12:35
same time
12:36
and you utilize half the time in one
12:38
project and another 50 percent of your
12:40
time in another project in that way we
12:43
can create a
12:44
constant progression the last
12:47
core element is leadership leadership
12:51
is a paradigm shift from project
12:53
management
12:55
to project leadership well it is called
12:58
project management for a very good
13:00
reason
13:00
because it was founded in the 1960s in
13:03
the american weapon industry
13:04
and in the space industry and project
13:07
management were
13:08
founded by great engineers who did
13:10
everything they could
13:11
to foresee the unforeseeable so they
13:14
made great systems
13:15
to kind of figure out you know how can
13:18
we foresee the future how can we break
13:19
down
13:20
the project into smaller so they
13:21
become manageable
13:24
what we're saying is you know that is a
13:26
great thing but we need to start
13:27
somewhere else
13:28
we need to start with the leadership
13:30
because all projects consist of people
13:32
so let's start with the leadership and
13:34
then we will add the management
13:36
later on so what we're claiming is that
13:39
you would have two central people who
13:42
will be in charge of the leadership of
13:43
the project you have a project owner
13:45
and a project leader and what we would
13:48
like to see here would be an
13:50
informal or what we would call a dynamic
13:53
duo going on between the project owner
13:55
and the project leader
13:56
they will be the batman and robin who
13:58
will you know fight for this project to
14:00
make it happen
14:02
and that's the leadership that we would
14:03
like to have in projects and i'm going
14:05
to elaborate a little more on that
14:06
because
14:07
we think it should also be a little more
14:10
informal
14:11
as opposed to the very foremost theory
14:13
committee meetings
14:14
that might be going on in some of your
14:16
projects where you will
14:18
and well you will see your steering
14:19
committee every second month and you
14:20
will see them for half an hour and
14:22
they'll give you a thumb up or thumbs
14:23
down
14:24
on this status meeting so we'll try to
14:26
make that quite different with half
14:28
double
14:29
so impact flow and leadership the three
14:32
core elements that we will dive
14:34
further into in this session but why did
14:37
we call it
14:38
half double well it is pretty simple
14:41
we are trying to create double the
14:43
impact in half the time
14:45
so the name actually is about what we do
14:48
in the projects
14:49
and in traditional projects you will
14:52
usually have an initiation
14:53
then you would execute the project and
14:55
then
14:56
somewhere in the end of the project you
14:58
will launch something from the project
15:00
that will start creating value
15:02
and then the project stops and everyone
15:04
leaves and the value creation is left to
15:06
no one
15:06
so what we think is the right way to do
15:09
projects would be
15:10
to learn something from the project in
15:13
half the time that we would usually
15:14
launch something so we are trying to cut
15:17
the time to
15:18
impact in half because if we start
15:21
creating impact while we do the project
15:23
we will actually
15:24
create a positive stakeholder cycle that
15:27
will help the project
15:28
or we will gain feedback that what we're
15:30
doing is totally wrong
15:31
and then we will adjust so that is the
15:34
main idea
15:35
behind running your project like this
15:37
get in touch
15:39
with you know your stakeholders your key
15:41
stakeholders as quickly as possible
15:43
launch something that they can use so
15:45
that they can try it out
15:46
to give you feedback and start doing
15:48
value creation while you do the project
15:51
and of course this is not something that
15:53
we have invented in half double this is
15:55
something that comes from
15:56
agile mindset and it is what is known as
15:59
the mvp
16:00
the minimum viable product meaning you
16:02
launch a minimum viable product from the
16:04
project
16:05
as soon as possible so we of course
16:08
think about that also and and use that
16:11
thinking
16:11
but we do not see this thinking in a lot
16:14
of projects
16:15
so what we're saying is all projects
16:18
that will use this
16:19
methodology should work like this
16:21
launching something as early as possible
16:23
so that is where half double is really
16:25
strong
16:26
so you might ask okay so mvps come from
16:30
agile so what is half double how do you
16:32
position
16:33
half double well let me make this simple
16:36
half double is an
16:37
agile hybrid and that means that
16:41
half double is an agile approach that is
16:43
made for
16:44
non-software projects so it is very
16:47
suitable for for instance
16:48
product development projects supply
16:50
chain projects
16:51
or other internal development projects
16:55
we think half double is really good for
16:57
transformation
16:58
projects so if you have what might be
17:01
called a
17:02
predefined project a project where you
17:05
know a lot from the start
17:07
then probably traditional methods would
17:09
be good for your project
17:10
but if you have a project where you are
17:12
really very uncertain and
17:14
very unsure about what to deliver and
17:16
what the actual purpose of this project
17:18
is
17:18
then half double would be a great
17:20
approach or great choice of methodology
17:22
for that project
17:23
so that is why we call it an agile
17:25
hybrid
17:26
and because most agile thoughts really
17:30
derives from
17:31
software development and we have used
17:33
this methodology
17:34
for non-software projects it also works
17:37
in software projects to
17:38
to to underline that but but it is
17:41
specifically made to make sure that
17:43
the needs of non-software projects are
17:46
met
17:47
so that is where half double is at its
17:49
best
17:52
so half double what will it be and and
17:55
how can i do it what will i do in my
17:57
project this is
17:59
the overview that you'll be seeing quite
18:01
a few times
18:02
throughout this presentation half double
18:05
consists
18:06
of the three core element impact flow
18:09
and leadership as you see on the slides
18:12
and each of these core elements would
18:14
have
18:15
three methods and three tools associated
18:18
with it
18:19
so the method would be the way that you
18:21
approach
18:23
your your project and the tool would be
18:25
the tool that you can use
18:27
to help this method come alive and each
18:30
of the core elements would have a
18:32
principle associated with it
18:34
so what we do with a half double project
18:36
is really to
18:37
make the principle come alive in the
18:39
project and if you make can make the
18:41
three principles for impactful
18:43
leadership come alive and i'll run
18:45
through them in this session
18:46
then you're actually half double so that
18:49
is the way that we try to
18:51
implement half double in our projects or
18:53
to make the local translation
18:54
we try to tailor or at least translate
18:57
the principle
18:58
into the actual project and the actual
19:00
organization
19:01
and then we use the methods and the
19:03
tools if we have nothing else to use
19:05
and that is also why you have a rim
19:07
around the whole concept called local
19:09
translation
19:10
because we think that the local
19:11
translation of the tools that i'm going
19:13
to run through
19:14
in this session um is is is
19:18
very important to tailor to your
19:20
organization and your project
19:21
to the specific needs of your project
19:25
so that is the overall approach
19:28
three core elements each with a
19:30
principle and then
19:31
nine things that we suggest that you do
19:34
in your project
19:35
in order to create more impact in
19:36
shorter time
19:39
and i think that is really one of the
19:41
forces or strength
19:42
with half double we're saying that you
19:44
only need to do nine things
19:46
in your project in order to succeed so
19:48
we try to simplify
19:50
everything that you would have learned
19:52
about project management and
19:54
and do and simplify it into nine things
19:56
that we should do different
19:57
we know for a fact that you need to do
19:59
more than this but we also know if you
20:01
start with these nine things
20:03
you're pretty well on the way and
20:05
research have now shown
20:06
that we are pretty good on creating
20:08
impact with these nine things
20:10
so let me dive into them i will start
20:12
with the impact domain then i'm gonna
20:14
run through the flow domain
20:16
and then i'm gonna run through the
20:17
leadership domain
20:20
let's look into the impact part
20:24
the principle for creating impact is to
20:26
make sure
20:27
that stakeholder satisfaction is the
20:29
ultimate success criteria
20:32
so your project will be measured upon
20:34
whether
20:35
your key stakeholders are satisfied with
20:37
your project
20:38
and what you deliver or not and the only
20:41
way to figure out
20:42
how they are satisfied would be to make
20:44
a pulse with them
20:45
so we make a monthly pulse check with
20:48
our key stakeholders
20:49
to make sure that we're on the right
20:51
track in terms of creating impact
20:53
and in terms of creating progression and
20:55
in terms of creating motivation and
20:57
development
20:58
so we ask our key stakeholders five
21:00
basic questions
21:02
every month just to make sure that we're
21:04
on the right track with this project
21:07
if we would like to create stakeholder
21:08
satisfaction then we need to know
21:10
what is impact in this project and how
21:13
can we
21:14
gain this impact so in order to figure
21:17
out how we will create impact
21:19
we create what we call an impact case
21:21
and as you see on the
21:22
left side of the slide there is a tool
21:25
associated with the impact case
21:27
the impact case is essentially a process
21:30
where we try or it's a it's a tool where
21:32
we try to combine
21:34
the actual business impact that we are
21:36
hoping to create
21:38
and combine that and link it with the
21:40
behavioral impact or the behavioral
21:42
change that need to be installed
21:44
in order to create the base business
21:46
impact
21:47
so the impact case is really the link
21:50
between behavioral change
21:53
and the business impact that we would
21:54
like to create
21:56
i see a lot of business cases in my work
21:59
as a consultant
22:00
but i don't see a lot of behavioral
22:02
change cases
22:03
linked to the business cases and that is
22:05
very essential
22:06
we think that you should be totally
22:09
clear on what's the behavioral change
22:11
that we need to install
22:12
and work on that iteratively along the
22:15
project in order to create impact
22:19
so that actually leads me to the second
22:20
tool or to the second
22:23
method method which you'll find in the
22:25
middle of the slide which we call the
22:26
impact solution design
22:28
and the impact solution design is a
22:30
process that will help you
22:32
to figure out how should we slice that
22:35
part
22:35
this project in order to create impact
22:38
as quickly as possible
22:40
so this process is initially a five
22:42
workshop process that you run through
22:44
with key stakeholders
22:45
to make sure that you have a great idea
22:48
for how to execute the project
22:50
and let me show you an example of how
22:52
this could be
22:54
so um this is in the upper part you will
22:57
see the more traditional
22:58
approach to a project you're building a
23:00
car so because we want to build a car we
23:02
start with building the wheels we put in
23:04
the engine
23:05
we put on the body and you know in a
23:07
year from now we might have a car
23:09
that will be able to drive then we're
23:11
done everyone is happy
23:13
or at least we have delivered what we
23:14
promised what we
23:16
suggest is instead to approach the
23:19
project as we
23:20
do in the bottom of the slide so we're
23:22
suggesting to look into what are you
23:24
really delivering here
23:26
because you're not delivering a car
23:27
you're delivering transportation from
23:29
a to b and if you're delivering
23:31
transportation from a to b
23:33
then maybe a skateboard could be the
23:36
suitable
23:37
kind of product for some of the
23:39
stakeholders
23:40
maybe the scooter maybe the bicycle
23:43
maybe
23:44
the motorcycle will be enough we will
23:47
that's why we would like to
23:48
build up the project in smaller bits to
23:51
see if our
23:52
if our stakeholders are satisfied with
23:54
whatever we're delivering along the way
23:56
because that is the characteristic of
23:58
all projects
23:59
we're not sure how they will end up so
24:02
why
24:02
specify something in details that we're
24:05
not that certain about
24:06
so that's why we try to build the
24:08
project in smaller bits
24:10
that will be valuable for some of the
24:13
users or customers related to whatever
24:16
we're doing in our project
24:18
this is what we call the impact solution
24:20
design
24:21
so we try actually to build our project
24:23
into delivering these
24:25
impact bits and as you can see this is a
24:28
slide from the minimum viable product
24:30
and again we're just taking all the good
24:32
things that are out there and using them
24:34
in half double
24:35
but also trying to relate them to
24:37
non-software projects
24:40
and what we suggest is really to do this
24:41
process very much up front
24:43
so what is specific and different about
24:46
half double
24:47
is that you start the project with an
24:49
impact solution design process
24:51
so instead of doing which would be kind
24:53
of the upper
24:54
part of the slide the normal initiation
24:57
instead of
24:58
rushing to execution after having
25:00
thought about what project you will be
25:02
doing
25:02
and been thinking about this for way too
25:04
long so everyone is
25:06
totally stressed about where we haven't
25:08
started yet
25:09
so we rush to execution and then the
25:11
whole weekly course
25:12
starts with our project what we're
25:14
suggesting is
25:15
start the weekly course very early in
25:17
the project by involving some of your
25:19
key stakeholders
25:21
into this five workshop process where
25:23
you define
25:24
what is a skateboard what is a scooter
25:27
in this case you know and how could we
25:30
how could we slice our project into
25:32
those smaller bits
25:33
so we we actually do a kind of a
25:37
a innovation sprint start of our project
25:40
where we invite most of our stakeholders
25:42
to figure out what would they like we
25:44
ask customers we also ask technical
25:46
people you know
25:47
will this ever be feasible and then we
25:50
designed the project to be built up
25:52
in a value creation uh mode so that is
25:55
the secret of impact solution design and
25:57
let me tell you the slide looks very
25:59
simple when i showed you
26:01
this slide with the car and so forth but
26:04
converting this thinking into whatever
26:06
project you might have
26:08
is really where the gold is and that is
26:10
the local translation
26:12
that is so necessary and that will
26:13
require reflective practitioners
26:16
hopefully like you guys out there on
26:18
your own projects
26:19
and i'll get back to the part about
26:21
reflective practitioners
26:22
when we get to the leadership
26:25
so this is uh nils newmark two spark
26:28
from uh
26:29
from jabra from g audio he was
26:32
the senior project uh manager of one of
26:35
our
26:36
pilot projects in uh in gnojo
26:39
jabra and um and and these are some of
26:42
his
26:43
uh statements on uh on how it was to use
26:46
impact in in his project you will find
26:49
this
26:49
video online actually at the
26:52
at half double institute dot org where
26:56
you can see the whole video with nils
26:57
it's one and a half minute
26:59
um i've chosen not to show it in this
27:01
webinar because video
27:03
sometimes is a bad experience for you
27:04
guys out there because
27:06
depending on whatever connection you
27:08
might have it works
27:10
very bad for some of you and good for
27:11
some of you so we've chosen not to take
27:13
it
27:14
but you can see the video afterwards if
27:16
you like to and what he said
27:18
about doing projects with this mindset
27:21
was
27:21
it was very nice to set clear goals on
27:24
how the project is going to be
27:25
successful
27:26
and how to create impact from the start
27:29
and how they did that was really to
27:31
involve the leadership team
27:33
and also the marketing team and the
27:35
sales team in what were their
27:37
expectations to this product
27:39
and what they were building were
27:40
actually um small headsets that you can
27:43
put into your ears
27:44
so you can connect with your phone and
27:45
take your call from that
27:47
and and how they usually do that is a
27:49
very engineering focused
27:51
exercise so they of course start with
27:54
the technical
27:55
part of it and they start exploring how
27:57
can we build this
27:58
smaller and better and more efficiently
28:01
but this time
28:02
we started by figuring out what's the
28:03
value that we would like to create first
28:05
of all for the users
28:06
but very much also in terms of what's
28:08
the revenue
28:09
what's the market share that we hope to
28:11
gain from this product
28:13
and how might we capture that market
28:16
share
28:17
by adjusting our product to to that
28:20
market
28:20
niche that would be out there so
28:22
inviting a lot of people from marketing
28:24
from concepting and from other parts of
28:27
the organization to figure out how this
28:29
project
28:29
should be actually sold and tailored and
28:32
understood was kind of the start of the
28:35
project and then the
28:36
technical part followed afterwards so
28:39
they actually twisted those two things
28:41
totally around which really made a lot
28:44
in
28:44
in this project
28:48
so now it's time to ask you about
28:51
your ways of using some of these ideas
28:54
in your project
28:56
and what i would like you to uh to to
28:58
consider
28:59
is to what extent are you really crisp
29:02
and clear on the impact creation
29:04
of your own project so try to be you
29:07
know dead honest we won't follow up on
29:08
these anxious anyway so
29:10
so so so it's totally an anonymic
29:14
uh so so you know try to be honest with
29:16
yourself are you really crisp and clear
29:19
on the impact creation on your project
29:20
or are you just crisp on the deliverable
29:23
of your project which would be a good
29:25
thing you know
29:26
no doubt about that but let's see kind
29:28
of uh how you fall
29:30
out on this because what we see is that
29:33
uh that that we the project leader is
29:37
usually pretty
29:38
kind of involved in the impact creation
29:40
and would know it
29:41
but the stakeholders associated with the
29:43
pro with the project
29:45
would be more you know occupied with the
29:47
actual deliverable
29:48
so so it is it is actually hard to be
29:51
the
29:51
impact owner and the impact creator of a
29:54
project
29:55
so let's see kind of how this falls out
29:57
i'm just going to have a sip of water
29:58
while we look into the result
30:03
quite a lot of you have answered the
30:04
question i think we're going to
30:06
end the poll and share the results
30:11
so these are the results about uh
30:14
75 uh 57 percent of you have said to
30:19
some extent
30:21
18 18 to a low extent and actually 25 to
30:24
a high extent
30:25
so we have a tendency towards at least
30:28
one-fourth of you think that due to a
30:30
high extent know what the value creation
30:32
of your project would be
30:34
which is very positive and some of you
30:36
are kind of in between and then of
30:38
course
30:38
a few of you not you know to to to a low
30:42
extent
30:42
were aware about the impact vision of
30:44
your project
30:45
and regarding this poll i just want to
30:48
say that
30:50
i know that impact creation is not the
30:52
project
30:53
leader alone or not alone for the
30:55
project leader to decide
30:56
it is very much about what kind of
30:58
project you are doing what the
30:59
organization is actually asking you to
31:01
deliver
31:02
so i know that this is a bigger thing
31:04
it's really an organizational mindset
31:06
that we need to install here
31:08
but thank you very much for playing
31:09
along and i think that the uh
31:11
if 50 57 really shows that that
31:15
we can improve this approach quite a lot
31:20
now it's time to dive into the second
31:23
core element which is flow and uh
31:27
and the flow part of a project also
31:29
consists of
31:30
three different methods and the
31:33
principle
31:34
that we try to fulfill with flow is
31:36
really to make sure that we have a
31:37
high intensity and frequent interaction
31:40
in our project
31:40
because that will ensure a continuous
31:43
project progression
31:45
so in our projects we try to allocate
31:48
our team
31:48
with 50 core resources saying only two
31:52
projects per person
31:53
we try to create a rhythm and key events
31:55
making sure that we have all the
31:56
meetings set up and that people work on
31:58
the same day
31:59
in the same room and then we use visual
32:02
planning in order to progress the
32:04
project as much as possible and make
32:05
sure that everyone commits
32:07
to what they're doing and this is you
32:10
know some of the
32:11
basic facts that we have based this on
32:13
we actually know that
32:15
when we when we do five projects at the
32:17
same time we have a 30
32:19
efficiency and when we do two projects
32:22
at the same time we have an
32:23
80 efficiency so the reason for this is
32:26
of course that
32:27
if you if you um if you if you only have
32:31
two projects you are able to
32:32
focus on the things that you're doing
32:34
and you're and you will avoid the
32:36
multitasking
32:37
between five different projects at the
32:39
same time
32:40
so running your projects in a more
32:42
intense
32:43
uh character will help you to finish
32:45
them quicker
32:46
and the second thing here is really that
32:48
when you're doing knowledge work
32:51
then you really need time to get into
32:53
flow in solving these
32:54
complex hard challenges you cannot solve
32:57
them you know
32:58
five minutes here ten minutes there you
33:00
need to dive in for at least half a day
33:02
for at least three or four hours in
33:04
order to solve some of these complex
33:06
issues
33:06
and then you're dependent on other
33:08
people so why don't you go into the same
33:10
room
33:10
and you know elaborate and do some of
33:13
these things together and this is
33:15
actually what you see on the slide here
33:16
you see in teams who are engaging with
33:19
each other
33:20
who are taking time to meet on let's say
33:22
mondays and tuesdays
33:24
to work on their project and then on
33:26
wednesday they present it to their
33:27
project owner
33:28
and to some of the key stakeholders and
33:30
then on the next half of wednesday
33:33
thursday and friday they work on their
33:34
second project so
33:36
they set it up very roughly or very very
33:39
kind of
33:40
firmly but working this way really
33:42
progresses the project and creates
33:43
a lot of uh commitment to the project
33:47
and this is henning henson he's the
33:50
senior director of project management in
33:52
benfast
33:53
they have also been using the halftop
33:55
methodology and especially
33:57
the flow part of of half double in their
33:59
projects
34:00
and what he says and you can also see
34:02
this video online at half double
34:04
institute.org
34:06
is is that sprints create intensity and
34:08
focus
34:09
so so it really helps the project to
34:11
progress but it is also very motivating
34:13
for the team to get feedback
34:15
that enables fast decisions all along
34:17
the way
34:18
so so that is really the secret of half
34:20
double to
34:21
make sure that you know what kind of
34:23
impact you would like to create
34:24
and then execute it in intensified
34:27
sprints
34:28
and this is how it will look like in a
34:30
life cycle of a half double project
34:32
you will actually in the start you will
34:35
be doing this weekly course with the
34:36
workshops that you see in the start
34:38
where you will invite stakeholders from
34:40
different parts of the organization and
34:42
your leadership skills as a project
34:44
leader will be challenged immensely
34:46
but that is the great and the beauty of
34:48
being a half double project leader
34:49
so you will in that process you will
34:51
define how can we create
34:53
impact and then you will initiate
34:55
sprints
34:56
which will usually be a month it could
34:58
also be six weeks it could be two weeks
35:00
where you will create some of these
35:02
intensive
35:03
uh small mvps minimum viable products
35:07
that you will launch
35:08
so that you can get feedback from your
35:10
uh stakeholders
35:12
in terms of what you're doing so that is
35:14
also why we have the leadership
35:16
part running all along the project in
35:18
the bottom there you will see that the
35:20
project owner and the project leader
35:22
needs to do this together and be
35:24
involved in the project together in
35:26
order to set it up like this
35:27
and intensely progress the project
35:31
and that actually leaves me with the
35:33
leadership part
35:34
of of half double so in the leadership
35:37
part of half double
35:38
we have the principle that in leadership
35:41
you must embrace uncertainty and make
35:43
the project happen
35:44
so what we try to do with this principle
35:46
is really to
35:47
make sure that everyone understand that
35:50
all projects are learning journeys
35:52
we start out with a low amount of
35:54
knowledge and by the
35:55
end of the project we know everything
35:57
about the project and we would have
35:59
wished we knew that from the start
36:01
but the essence of projects is that we
36:03
need to
36:04
figure that out we need to create that
36:06
insight as the project progress
36:08
and that is why the leadership of the
36:11
whole project must embrace the big
36:13
uncertainty
36:14
that is associated with doing projects
36:16
but then again
36:17
this uncertainty cannot be a kind of a
36:20
bad excuse for doing nothing
36:22
or doing analysis again and again we
36:24
need to do something we need to start
36:25
doing what we think
36:27
initially will be the right way to
36:29
approach this
36:30
so we need a very strong project leader
36:33
to do this
36:34
we need a project leader who will be
36:36
capable of embracing
36:38
this uncertainty and facilitate
36:40
stakeholders
36:42
throughout this journey and make sure
36:44
that we together create something that
36:46
will create
36:47
satisfaction for customers and other
36:50
stakeholders related to this project
36:53
the other role associated with the
36:55
leadership
36:56
is the active project owner and the
36:59
active project owner
37:01
is really a person who will be showing
37:04
up at your project
37:05
every week for two hours helping to
37:08
engage in the project making sure that
37:10
we push towards impact
37:12
making sure that that that we create a
37:15
great impact solution design
37:16
with a great idea for building up like
37:18
skateboards
37:20
mode mopeds cycles motorcycles and cars
37:23
and who would actually own that impact
37:25
and be engaged in the project and wanted
37:27
to have it
37:28
which is why we are saying that project
37:30
owners can only be part of three
37:32
projects at the same time
37:33
so in the same way that you as a project
37:36
leader or as a core team member
37:38
can only work on two projects at the
37:39
same time the project
37:41
owner or the sponsor who might some
37:43
might call
37:44
this person should have only three
37:46
projects at the same time and should
37:48
engage
37:49
intensively with the project team
37:52
so we're saying only three projects for
37:54
owner and then leave the rest of your
37:56
projects to your great colleagues
37:57
so you own three projects and then you
37:59
leave the rest to your great colleagues
38:01
i wanna know that this is a hard thing
38:04
but it actually
38:04
works what you see here is econ booklets
38:08
jensen
38:09
he's from linux one of our pilot project
38:12
organizations and he actually tried this
38:15
he said
38:15
okay i'll meet up two hours every week
38:19
in the project room push for impact make
38:21
sure that you know the project create
38:23
whatever they need and get the decisions
38:26
that they need
38:27
whenever you know every week so that
38:29
they have the progression
38:30
that that the project would would entail
38:33
and what has
38:34
what was the result of this actually
38:35
that they cut off 30 percent of their
38:38
project lead time
38:39
not just because egon was doing his job
38:41
but because
38:42
he helped to push the team and he
38:44
created better communication
38:46
and there was actually less time wasted
38:48
so a lot of his decision making went
38:50
into a very
38:51
informal setting where he actually
38:53
engaged with the team and asked what
38:55
they thought
38:56
and then they just took the decision
38:57
right there in the room and the team
38:59
progressed
39:00
and that made a huge difference again
39:03
this video is also online at
39:05
halfdoubleinstitute.org but let me ask
39:08
you
39:09
how does this look in your organization
39:11
so
39:12
to what extent is your sponsor or your
39:15
project or
39:15
involved in your project for at least
39:17
two hours every week
39:19
i will now launch a new poll and please
39:22
help me to
39:23
answer some of these some of these uh
39:26
questions
39:39
so quite a few of you are answering the
39:41
poll right now
39:43
and i can tell you that
39:46
this is really one of the toughest parts
39:50
of most projects because there is a
39:52
tendency that
39:53
project owners have a hard time
39:55
delegating
39:56
meaning that they would all like to be
39:58
part of the same projects
40:00
and we have pretty big steering
40:01
committees usually
40:03
surrounded with projects because all
40:05
people would like to be involved
40:06
and have a you know decision making part
40:08
of it but that doesn't fulfill the
40:10
project owner role which would be a
40:12
person who's
40:12
very closely engaged with the project
40:14
and as you can see here
40:16
60 percent of you had said to a low
40:18
extent is your project sponsor involved
40:20
and the interesting thing here is that
40:23
that is a very
40:24
known fact actually and this is also
40:26
confirmed by by the
40:27
by your answers here but but the
40:30
interesting thing is that there's been
40:31
made quite a lot of uh studies related
40:33
to this which is called
40:35
critical success factory studies so what
40:37
are the factors
40:38
that actually create successful projects
40:42
and a lot of factors have been named
40:45
but the only common denominator in all
40:48
these studies
40:48
is that the active project owner was
40:51
accessible
40:52
all was part of the project so we
40:53
actually know that that this role means
40:55
a lot
40:56
so if you could change the 60 to nothing
40:59
then we can make a huge change and i
41:01
know that this might not be
41:03
for you for yourself to decide this but
41:05
at least you can try to push it a little
41:08
all right so that was the project owner
41:11
part and also the leadership part
41:13
what i would like to tell you about now
41:15
is what we call the local translation of
41:17
half double
41:18
so i've been through the three core
41:20
elements i've been through the nine
41:22
tools or methods
41:23
and as i said in the start it is so
41:25
important that you
41:27
translate this into the project that
41:29
you're in and the
41:30
and the context that you're in meaning
41:31
the organization that you're in
41:33
and i would like to share with you how
41:35
we did this in the
41:36
jabra project which is uh which is the
41:39
one that that
41:40
i showed you previously with uh with
41:42
with nils
41:43
so uh so nils was one out of uh three
41:46
pilot projects
41:48
where we started working like this in uh
41:50
in jabra
41:51
and uh and and so so nils was kind of
41:53
the early test of this
41:55
and that is why he said in jeopardy we
41:57
started half doubling r
41:58
d and now we're rolling out to all parts
42:01
of the organization
42:02
so we tested it in three r d projects
42:05
and then we started rolling it out to
42:06
the rest of the organization
42:08
and the way that we did this was
42:10
actually with
42:12
these three elements here so in
42:15
jabra we actually launched a common
42:18
language
42:19
model so it was kind of a way of
42:22
working model and we called it the
42:25
impact
42:25
model and the impact model actually
42:28
consisted
42:29
of three domains the first domain was
42:33
decision making and in this domain we
42:36
made sure that
42:37
answers for how should we collaborate
42:39
empower and escalate
42:41
in our projects was made totally clear
42:44
so
42:44
all projects could work in the same way
42:47
the second thing was the development
42:49
flow so we created a development throw
42:53
flow that all projects should kind of
42:55
walk through
42:56
and this development throw actually a
42:58
flow actually answered the question of
43:00
how will we go from the
43:02
opportunity that we have until we have
43:04
actually launched a product
43:06
so we have at that point they had about
43:09
i
43:09
think they had about 20 different gates
43:12
that you needed to progress through
43:14
when when you needed to to do a project
43:16
and we cut that down into
43:18
four overall gates that you needed to go
43:21
through because
43:22
then there would be more kind of
43:24
empowering to the project instead of
43:27
making it into a project portfolio
43:29
discussion uh
43:30
every time so the last thing that we
43:33
looked into were the tools trains and
43:35
template domain
43:36
and that domain actually uh concerned
43:39
with which free
43:40
tools do we share and and which training
43:43
do we create and offer
43:44
in terms of making sure that we all have
43:46
this common language
43:48
and let me show you a a few samples of
43:51
of this actually we did this the half
43:53
double way so for each of these three
43:55
domains
43:56
we had three different elements that
43:58
were associated with them
44:00
and in this slide that i'm showing you
44:02
here i will show you one element from
44:04
each of the uh from from each of the
44:06
domains
44:07
to give you a flavor about how we
44:09
approach this
44:10
so what we did was actually to merge
44:13
half double principles
44:14
into this way of working so for instance
44:16
in the development flow
44:18
as i said before we reduce 20 gauge to
44:21
four
44:21
gates and in the same moment we also
44:24
said that
44:25
all projects should start with a clear
44:27
process for
44:28
how to start up projects and that
44:31
process was built was was actually an
44:33
an elaborated impact solution design
44:36
process
44:36
and the process was actually built on uh
44:40
well it was uh it was it was uh founded
44:43
on build measure learn
44:45
uh cycles so iterative learning inspired
44:48
by uh
44:49
by eric ries and and and some of these
44:52
processes were actually to
44:54
to start by making the impact case the
44:56
next step would be to make the
44:58
assumption that so which assumptions are
45:00
we creating here
45:01
that seems very important to prove or or
45:04
disprove
45:05
very early on and then they define what
45:07
would be the minimum viable product that
45:09
we could launch from this product
45:11
based on these assumptions based on this
45:13
impact case and in this case
45:15
most of the minimum viable products were
45:17
actually insights
45:18
in very important product knowledge for
45:20
instance can we build this feature
45:22
is it is it viable that we can build
45:24
this feature that is a very important
45:26
part of the product
45:27
so we actually built a minimum viable
45:29
product for the features that seem to be
45:32
the most important ones for the headset
45:35
that they were producing
45:36
so the whole development flow was
45:38
actually started with this
45:40
impact solution design which essentially
45:42
were three iterations
45:43
of starting up the project making it
45:46
more more clever before we
45:47
decided now let's make the big
45:49
investment the second thing that we
45:51
decided to do
45:52
was to set up the project decision
45:55
making a little more clear
45:57
so previously they in in japan they had
46:00
the
46:01
20 gates as i said and that make gave a
46:03
tendency for the project portfolio board
46:06
to be very involved in each of the
46:08
product
46:09
projects decisions so so what we did
46:12
instead was to
46:13
to minimize the gates but then again
46:16
make sure that the sponsor team related
46:19
to the project
46:20
became much more empowered and had a lot
46:22
more than more decision making
46:25
related to running the project bear in
46:27
mind that these projects are project
46:29
organizations
46:30
that will that will um embrace about
46:33
50 to 80 people so it's it's quite big
46:36
organizations
46:37
and quite big projects quite big
46:39
investments so
46:40
in the sponsor team here we had to make
46:42
a cross-functional team consisting of
46:44
five different representatives
46:46
and those representatives chose one
46:49
project owner in that team
46:51
who should be the engaging and and
46:54
uh and active project owner so that was
46:57
the way that we addressed the half
46:58
double principle of the project owner in
47:00
that setup
47:01
and then the last part was to to choose
47:03
some
47:04
some some very simple tools and
47:05
templates also to figure out which
47:07
systems do we work in and and we set up
47:10
a few templates where we said let's make
47:12
a few templates that everyone use
47:14
instead of a lot of templates that no
47:16
one uses so we set it up in a very
47:18
simple way and made sure that everyone
47:20
for instance delivered an
47:21
impact case as that was one out of five
47:24
key templates
47:26
so that was the way that we try to
47:27
approach this and this is the result
47:29
in nils's project so um nil said that uh
47:34
the jabra headset that they built for
47:36
for the small uh
47:38
that you can put into your ears they had
47:40
a 50
47:41
longer battery time it's 20 smaller in
47:43
size and it's the most comfortable
47:45
experience that they've ever delivered
47:47
so in many ways uh the half double
47:50
approach have proved its way in their
47:52
organization
47:53
which is also the reason why they're
47:54
rolling it out to
47:56
to all of their projects currently
47:59
so that was the gn audio jabra
48:02
case and and also i think we actually
48:06
have had a presentation from this
48:08
from our uh from our conference lately
48:10
and we will soon launch a video where
48:12
you will hear uh klaus
48:14
uh klaus yeah tell his story
48:17
about uh how all these uh things were
48:20
set up and
48:20
came together so so you can certainly
48:23
hear his story
48:24
as well so now i've told you
48:28
about why we started this how you can do
48:31
it
48:31
and i think it's time for us to inspire
48:33
you on your next step before we go into
48:35
the q a
48:36
so what could be your next step well it
48:38
would be
48:39
an easy first step to go into the
48:42
halfdouble institute.org and download
48:45
the methodology
48:46
you can download it for free it's an
48:49
open source methodology it is co-created
48:51
by a
48:52
big community and it's open to everyone
48:54
so
48:55
you know please feel free to download
48:56
the methodology read the handbook
48:59
see you know how it will work out in
49:01
your organization
49:02
and if you need help you know let us
49:04
know because sometimes you can
49:06
you can use the community to share
49:08
knowledge but you can also of course
49:09
contact me
49:10
and get some more insight into how can
49:13
you set this up
49:14
if you would like to know more what i've
49:16
told you about now
49:18
is is of course the halftop methodology
49:20
in one project
49:21
but if you'd like to know more about how
49:23
you can train
49:24
and become certified in this subject
49:26
then we have
49:27
a whole concept related to this but if
49:30
you also would like to scale it into
49:32
more projects than just one
49:34
then we're just about to launch a half
49:36
double portfolio
49:38
concept which will help you to scale
49:40
this from one project into
49:42
many projects and we will actually do
49:45
a session in a few weeks i think it will
49:48
be
49:49
the uh 16th of june where we will
49:52
introduce
49:53
the half double portfolio at a webinar
49:56
as well
49:56
so you can sign up to this webinar
49:59
online if you would like to at half
50:00
double institute.org
50:02
but you can also sign up to the half
50:04
double research part
50:05
so if you would like to have more
50:07
knowledge about how were
50:08
the projects evaluated how was this
50:11
whole setup done
50:12
which is actually very inspiring in
50:14
terms of of creating a whole pmo setup
50:17
then please watch that session but you
50:19
can also hear more about the half double
50:20
certification standard and how you can
50:22
become a half double practitioner
50:24
which will be the session the 12th of
50:26
june so please feel free to
50:28
go into the event part of the site and
50:31
sign up for for some of the other
50:33
sessions
50:34
and if if you're uh curious about trying
50:36
this in your own project
50:38
then of course feel free to write me an
50:40
email ami ho
50:42
slash at the implement.dk
50:45
and and and then you we can have a a
50:48
dialogue about how to uh how to guide
50:50
you in the right direction
50:52
but now it is still nine minutes left
50:55
and i think we have time for a few
50:57
questions so i'm just gonna
50:59
have some help from anna here to help me
51:01
to uh she's probably
51:03
sorted out a few questions to start with
51:06
uh any suggestions the first
51:08
question from carson from a dbi
51:12
is what do you know about the value of
51:14
applying
51:15
a half double to small and medium
51:17
enterprises
51:18
okay so the first question what do we
51:21
know about the value of applying it to
51:23
small
51:23
medium enterprises i think that is a
51:25
brilliant question because this project
51:27
is funded by the danish industry
51:29
foundation
51:30
and they are of course very concerned
51:31
with the small medium enterprises which
51:33
we also are
51:34
and uh and i think that what we can say
51:37
about the methodology is
51:38
it is perfect for small medium
51:40
enterprise because it's simple
51:42
it's easy to to start up and most
51:45
leaders will understand you know their
51:48
role as a project owner and
51:50
and and it is also very value creating
51:53
from the start which is very essential
51:56
for
51:56
uh small medium enterprises but we also
51:59
have to say that the feedback that we
52:01
have received from
52:02
these companies when we work with them
52:04
is that the methodology even though it's
52:06
only nine things
52:07
tend to feel a little complicated to to
52:10
get started with
52:10
so when you see it first time and you
52:12
might see it in the background here
52:14
the methodology with the with the three
52:16
core elements and the nine
52:18
methods and tools then it seems hard to
52:20
cope with
52:21
so we're trying to make it even easier
52:24
to cope with
52:24
uh going forward would there be
52:28
another question from
52:39
ah so how does half double go hand in
52:41
hand with virtual project
52:43
projects thank you very much for asking
52:45
that question michael because
52:46
what we do when we set up our our uh our
52:50
co-location room which is which is what
52:53
we call the room where we all
52:54
meet and let's say every monday and
52:56
tuesday then we also set it up
52:58
as a physical room first of all but we
53:00
also set it up as a virtual room
53:02
so we make sure that everything is built
53:05
on a virtual platform
53:06
we like to use a platform called myro
53:09
which is the former
53:10
real time board we think it works pretty
53:12
nice because
53:13
you can put everything in there that you
53:15
like and you can design the wall
53:17
yourself so we like that tool however
53:20
there will be
53:20
a lot of other tools that you could use
53:22
but we tend to set it up in my row
53:24
and then we then we actually set up the
53:27
whole rhythm and key events of the
53:28
project saying
53:29
so for instance uh at least two times a
53:32
week
53:32
we meet in the room but if we have a
53:34
daily stand up then we just do that
53:36
online in a virtual space so we like to
53:39
mix
53:39
the setup so we have both personal
53:41
interaction and virtual
53:43
interaction meaning face to face and
53:44
virtual interaction
53:46
but sometimes and of course in these
53:48
corona times you cannot do the physical
53:50
interaction so in those cases we've made
53:52
it
53:53
purely virtual and we use the uh the
53:56
myro platform to do that and that has
53:58
worked out pretty well actually
54:01
yeah other questions we also
54:04
have a question from virtual the
54:07
principle
54:08
of creating a series of keys is clear
54:11
but as the skateboard to car
54:14
illustration shows
54:16
you can end up in a project with a lot
54:18
of rework as many of the mvps will be
54:21
distinct and not yeah
54:24
so the question here is if you if you
54:27
deliver an
54:28
mvp then you will do rework with the
54:30
next mv
54:31
with the next product that you will
54:32
deliver which is totally
54:34
correct you will you cannot be sure that
54:37
that
54:38
that you will that that you are not
54:40
doing rework
54:41
but but what we have at least discovered
54:43
is if you
54:44
if you because this is the drawback of
54:47
working with mvps
54:48
and we totally agree on on that but but
54:51
the
54:51
the big advantage here is that sometimes
54:54
when you set up the mvp
54:55
you gain so valuable feedback that you
54:58
figure out which features
54:59
are do you not have to do so so actually
55:03
in the chapter case what we figured out
55:04
was they start out with at least
55:06
50 features that they wanted to put into
55:09
their uh
55:10
headset product and we figured out that
55:12
once we've looked into it
55:13
that it was only five of them were
55:16
actually crucial
55:17
so we focus on those five and then we
55:19
only added another 20
55:21
and that was how the mvp worked in this
55:23
case that we
55:24
tested the five made sure that they
55:26
worked excellently
55:27
and then we added another 20 and then we
55:29
just left the other 25 out
55:31
because they were not important for
55:32
where the product was going in the
55:34
market
55:34
so so i agree that if you do not think
55:38
how can i say adjust it to the project
55:40
or thinking intelligently then you will
55:42
have rework yes
55:43
but the great thing is that you will
55:45
have great insights in what not to
55:46
deliver
55:47
when you do that so hopefully that can
55:49
balance it
55:51
other questions another question from
55:53
microscope is
55:55
he agrees that it's very important to
55:57
evolve the c level
55:58
but how do you do it and make sure that
56:01
they're only involved in the most
56:03
important projects okay so it's
56:06
important to
56:06
involve the c level but how do we do it
56:08
uh and and make sure that they're only
56:10
part of
56:11
of a few projects um so i think this
56:15
question actually uh
56:16
deserves you coming back at our
56:18
portfolio session because at the
56:19
portfolio session
56:21
we will give you some insights to how we
56:23
will set the pro
56:24
the whole portfolio up in short and fat
56:27
and short and fat actually means that
56:30
you will
56:31
do fewer projects at the same time but
56:33
you will execute them more
56:34
intensively so we actually have to put
56:37
quite a lot of projects on hold
56:39
so we work with the leadership team and
56:41
the c level to make sure that they make
56:43
the active decision to put quite a few
56:45
projects on hold
56:46
and then focus on only a few projects at
56:49
the same time
56:50
and we'll give you at least an approach
56:52
for how to do that but i very much agree
56:54
it is not easy because it is so hard
56:56
getting leadership committees to say no
56:58
to anything like it's so much easier to
57:00
say yes and just hope for the best
57:02
so it's a hard one
57:06
from chris his question is training and
57:09
certification
57:10
is it open for everyone also outside of
57:12
the northeast
57:13
yeah training and certification is it
57:15
open for everyone also outside the
57:17
nordics
57:17
yes it will be and we will launch it uh
57:21
i think in august we will launch it and
57:23
we will also launch it in a virtual
57:25
setup
57:25
we will also open up for uh partner
57:28
organizations to join in for this
57:29
so if you're a consultancy or an
57:32
education partner who like to
57:33
educate and have double then we also
57:35
have a train the trainer program that
57:37
you can join
57:38
and become a certified project a half
57:41
double institute trainer
57:42
so the answer is yes and if you want to
57:45
know more more specifically then please
57:47
send us an email at the institute
57:50
send me an email or info at half
57:53
halfdoubleinstitute.org
57:54
and we will help you in the right
57:56
direction
57:58
other questions yes it is from the food
58:01
industry
58:02
do you see this methodology also to
58:06
be applied and external sponsored
58:08
projects for example projects
58:10
which are greed and commercially defined
58:12
upfront
58:13
and contain physical yeah that is a
58:16
really great question in terms of
58:18
of you know how do you handle this when
58:20
it's not an internal project and it's
58:21
between two organizations and you have
58:23
contracts involved
58:24
and and let me be honest with you that
58:27
is a
58:28
a limitation for what is what is what it
58:30
is possible to do
58:32
but the thing is with the linux project
58:34
that was actually a collaboration
58:35
between linux and their
58:37
uh contractor called uh bile and
58:40
and they actually said okay we usually
58:42
would have a contract but we would set
58:44
it up with a lot of buffers
58:45
but let's join in together work on this
58:48
together and make the contract a little
58:49
more flexible
58:51
and and we will forgive each other if we
58:52
cannot deliver to the contract
58:54
specifically
58:55
but we will deliver on the overall you
58:57
know uh targets meaning we have to
58:59
develop this product
59:00
within this and that so so they actually
59:03
joined together on some overall
59:05
targets and that was how they actually
59:07
made the project
59:08
30 quicker because it took out all the
59:12
risk time or the buffer time that
59:13
they've put in from each side in order
59:15
to
59:16
deliver to each other so it can really
59:18
work
59:19
but it requires that that the two
59:21
parties
59:22
actually join together in a more
59:24
strategic partnership
59:25
or at least agree that they want to work
59:27
together on this so it can work but it's
59:30
but it will require them to agree on
59:31
that
59:33
i think uh time is up it is uh
59:36
one minute to 2 20. we will with the
59:39
great uh questions that you've answered
59:41
we'll try to
59:42
to answer some of them in in a question
59:45
or
59:47
in writing that is what i'm trying to
59:48
say so so you can you can see some of
59:51
the answers later on
59:52
and um and thank you so much for joining
59:55
in to this session
59:56
uh you are you i hope we will see you
59:59
for the coming
60:00
webinars have a great day out there and
60:03
have a great weekend when you get to
60:04
that
60:04
take care
