If you need to run a project you've already failed
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The document discusses the concept of 'no projects' as an alternative to traditional project management, emphasizing continuous change rather than temporary project structures. It highlights the shortcomings of conventional projects, including high costs and a focus on measurable outputs instead of valuable outcomes. Key principles include aligning activities to valuable outcomes and leveraging continuous delivery technologies to support this shift.
If you need to run a project you've already failed
- 1. @eleybourn @eleybourn If you need to run a project – you’ve already failed #noprojects Evan Leybourn Agile India 2016
- 2. @DipeshPala @eleybourn Come with an open mind This is a controversial topic
- 4. @DipeshPala @eleybourn What exactly is a project? A temporary structure to govern and deliver a complex change (such as a new product)
- 5. @DipeshPala @eleybourn Projects are expensive The three O’s of project cost; 1. Overheads, 2. Overruns and 3. Opportunity costs
- 6. @DipeshPala @eleybourn Projects fail The definition of insanity is to “do the same thing and expect a different result”
- 7. @DipeshPala @eleybourn Projects focus on the wrong thing What is measurable not what is valuable
- 8. @DipeshPala @eleybourn Projects are temporary (products aren’t) Products don’t end when the project does – don’t artificially constrain them & lose key skills
- 11. @DipeshPala @eleybourn Continuous change is the alternative! The approach and structure to successfully deliver continuous change without a project
- 12. @DipeshPala @eleybourn What is #noprojects? The alignment of activities to outcomes measured by value, constrained by guiding principles and supported by continuous delivery technologies
- 13. @eleybourn The continuous culture Continuous delivery, deployment, monitoring, strategy, planning, design, marketing,
- 14. @eleybourn PART THREE Where to begin
- 15. @DipeshPala @eleybourn Outcomes over outputs Outcomes are valuable, planned, slowly changing and define a common direction for all work
- 17. @DipeshPala @eleybourn Working principles Common, agreed, and prioritised constraints that shape all activities (e.g. quality, communication, staff engagement, security, or branding)
- 18. @DipeshPala @eleybourn Understanding the value of work Value degrades
- 19. @DipeshPala @eleybourn Understanding the value of work High value activities may come later
- 20. @DipeshPala @eleybourn Understanding the value of work Local Maxima
- 21. @DipeshPala @eleybourn Understanding the value of work The “So What” Factor
- 22. @DipeshPala @eleybourn Value delivery teams Dedicated cross-functional teams that contain the required skills to deliver an outcome (e.g. developers, testers, HR, accountants, sales/marketing)
- 24. @DipeshPala @eleybourn The activity canvas An activity is any discrete work that is undertaken as part of a change
- 28. @DipeshPala @eleybourn The technology of #noprojects Automated testing, continuous integration, continuous delivery, and DevOps
- 29. @DipeshPala @eleybourn Funding #noprojects Change the question – not “how much will this cost?”, but rather “how much is it worth?”
Editor's Notes
- #10: McKenna T, Whitty SJ. (2013) Agile is Not the End-Game of Project Management Methodologies. In: Proceedings of the Annual Project Management Australia Conference Incorporating the PMI Australia National Conference (PMOz), Melbourne, Australia, 17‐18 September 2013.
- #13: 3:15 To eat more bacon? To order more? Double your sales?
- #14: 5 whys
- #17: McKenna T, Whitty SJ. (2013) Agile is Not the End-Game of Project Management Methodologies. In: Proceedings of the Annual Project Management Australia Conference Incorporating the PMI Australia National Conference (PMOz), Melbourne, Australia, 17‐18 September 2013.
- #26: McKenna T, Whitty SJ. (2013) Agile is Not the End-Game of Project Management Methodologies. In: Proceedings of the Annual Project Management Australia Conference Incorporating the PMI Australia National Conference (PMOz), Melbourne, Australia, 17‐18 September 2013.
- #27: McKenna T, Whitty SJ. (2013) Agile is Not the End-Game of Project Management Methodologies. In: Proceedings of the Annual Project Management Australia Conference Incorporating the PMI Australia National Conference (PMOz), Melbourne, Australia, 17‐18 September 2013.
- #28: McKenna T, Whitty SJ. (2013) Agile is Not the End-Game of Project Management Methodologies. In: Proceedings of the Annual Project Management Australia Conference Incorporating the PMI Australia National Conference (PMOz), Melbourne, Australia, 17‐18 September 2013.