The two largest project killers
Download as PPTX, PDF2 likes464 views
This document discusses two major project killers - fear and complexity. It examines different types of fears that can undermine projects from customers, suppliers, project managers, and teams. These fears often lead to poor decisions if not addressed. The document also discusses how complexity is difficult to predict and that the traditional models of analyzing and planning everything upfront don't work for complex projects. It advocates for iterative and collaborative approaches like agile, PRINCE2, and Scrum which embrace uncertainty, learning, and small incremental steps to better handle complexity. The conclusion is that projects are more successful when the ability to learn is enhanced through collaboration, accepting uncertainties, and proving assumptions quickly.
The two largest project killers
- 1. Two project killersMartin van Borselaer© 2010 Whitehorses
- 3. Fear
- 4. Complexity
- 6. My definition of fear“Fear prohibits us from doing or saying we know what’s right”.
- 7. Customer’s fearsPay too much/receive too littleBad qualityWrong requirementsCapability/capacity to change…
- 8. Supplier’s fearsToo much time/costsDissatisfied customerMaking mistakes/bad reputationScope creepDemanding too much from employees…
- 9. Project Manager’sfearsDysfunctional customerDysfunctional teamDysfunctional supplierDysfunctional tools…
- 10. Team’s fearsLife/work balanceMaking mistakes…
- 12. Projects know lots of fearsCustomerSupplierResults?Project ManagerTeam
- 14. Fear leads to poor decisions
- 15. ExamplesFixed price/fixed date/unknown scopeAnalysis paralysisKill the messenger, ignore the messageStick to the plan at all costsMicromanagementPunish mistakes, no learningTaking no risks, making no decisionsOperation successful, patient killedThe list is endless…
- 16. Solutions…No culture of heroes and loosers, but …together
- 17. Making mistakes is normalNo mistakes = taking no risks = accomplish nothingMistakes are part of the learning processDon’t punishCreate a culture of learning
- 18. Be vulnerable
- 19. TransparancyYes, we make mistakesYes, we’re not perfectMistakes are visibleSo that we can learn and adapt……together
- 20. Choose your measurements carefullyYou get what you measureChoose the correct level of measurementMeasurement system should enhance collaborationBeware of conflicts in interests
- 21. ComplexityThe pastMore production?More people!
- 22. Complexity Simple is stupid Smart sells Solutions are supposed to be complex
- 23. The more complex the betterManagers believe in brainpowerAnything can be analyzed and plannedFirst analysis than plan than actFollow the planDeviation = wrong!
- 24. The T-Ford productionmodelDivision of design and laborFirst design a process/product, than buildSpecialization creates efficiencyWe still believe in this model
- 25. Project = production process
- 26. That’s fine if we build the same system over and over againAssumption: predicatabilityChaosComplexity determinesPredictabilityComplexity environmentComplexityOrderComplexity tools
- 27. Complexity is hard to predictAll models are wrong, but some are useful.(George E. P. Box)In theory, there is nodifferencebetweentheory and practice. In practice, there is!“(Chuck Reid)
- 28. ProductdesignA project is not a production process, it’s a product design process.We don’t know what we wantWe don’t know how to get thereWe need to discover and adaptWe need to prove our assumptionsCollaboration creates knowledgeSpecialization impedes knowledge
- 29. Standard method for problem solvingThe Demingproblem-solving process
- 30. That’s not how it’s used!
- 34. PRINCE2 against fearProject Board is accountableProject Manager is only responsible for the project’s process as agreed on by the Project BoardKnown method which gives the Project Board explicit means of controlTolerancesManagement by exception
- 35. Scrum against fearPromise little, create results fastUncertainty part of the dealTeam results are more important then individual resultsMulti-skilled teamStrong customer collaborationMistake? No problemPlan is a guideline, not written in stone
- 36. PRINCE2 against complexityManage in stagesNot ‘activity based’ but ‘product based planning’
- 37. Scrum against complexitySimple planning processSimple analysis processIncremental product creation/deliveryProve assumptions by creating software, not by creating a model.
- 38. ConclusionProjects are more successful when the ability to learn is enhanced.Enhance collaborationAccept uncertaintiesProceed iteratively in small stepsCreate a culture of learning and adaptingProve assumptions fast
- 41. Small steps
- 42. Learn and adept