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
00:01
hello and good morning everyone and
00:03
welcome to this
00:04
half double methodology webinar my name
00:06
is
00:07
michael ellers and i'll be i am the
00:10
project manager of
00:11
half double and i've been the project
00:13
manager of half double for the last five
00:14
years
00:15
i'm also partner in implement consulting
00:17
group and i've been working with
00:18
projects for the last 20 years
00:20
so projects is really my passion and
00:23
that is also the reason why i'm so
00:25
passionate about half double and
00:27
creating new methodologies
00:29
and this is actually what this session
00:31
is all about it's about a new
00:32
methodology
00:33
that we have co-created together with a
00:36
big community
00:37
and i'm gonna give you the insights to
00:39
what is this
00:40
uh methodology all about um but before i
00:44
kind of
00:44
dive into the whole methodology part i
00:46
just want to let you know that i have
00:49
behind me here i have a nice background
00:51
but i also have two other people
00:53
in the room i have patrick who will be
00:55
helping on the technical side and on the
00:57
chat side
00:58
and also have anna on the other side and
01:00
she'll be helping me
01:02
with the q's and a's that that might
01:04
come along
01:05
along this session so so we're actually
01:07
three people here in the room you'll
01:09
probably only see me today but
01:11
you interact with all of us hopefully
01:14
so i think it's time for us to to share
01:17
the agenda and patrick will help me to
01:19
to share the slides with all of you
01:23
and hopefully you you now see the
01:25
welcome to the half double seminar slide
01:27
which is the the introduction
01:29
and uh and the agenda for today is that
01:32
i'm gonna run through first of all
01:34
the overall story of half double so so
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
