Doing #noProjects in Large Organizations (Codemotion 2015)

Agile Practice

Doing #noProjects in

Large OrganizationsUnai Roldán

Agile Coach

@unairoldan [email protected] unairoldan

…

Arun Govindarajan

Mark Nelson

Guillermo Pérez

Chema García

Juanma Gómez

Joao Barreiro

Unai Roldán

Maica Trinidad

Jose María Blazquez

Jordi Falguera

Al Goerner

Deb Davenport

Richard Trelleria

Ramón Davila

Ife Jackson

...

2015 UST Global Inc. © Confidential and proprietary.

Speaker

Unai

Roldán ArellanoAgile Coach

Enterprise Agile Coach passionate by new technologies and Agile

management. LEAN & Management 3.0 believer and continuous

improvement enthusiast to focus the organizations to an high level of

efficiency.

I have been in the IT business for 10+ years where I have deep experience

leading enterprise software initiatives and software solutions for the

Education, Energy & Utilities, Transport and Banking industries. I have

participated in enterprise agile transformation engagements and I have 5+

years experience with Agile Methodologies like Scrum, Kanban, Extreme

Programming (XP), etc.

@unairoldan

linkedin.com/in/unairoldan

[email protected]


…and we perform

Agile transformations

Speaker

3


What is

4

#noProjects?


What is a Project?

“And all must be expertly managed to deliver the on-time, on-budget

results, learning and integration that organizations need”

What is a project?

5

“A project is temporary in that it has a defined beginning and

end in time, and therefore defined scope and resources”

PMI - http://www.pmi.org/About-Us/About-Us-What-is-Project-Management.aspx


It’s temporary..

What is a project?

6


Are the pre-project tasks included?

What is #noProjects?

7

But, When a project starts?



8

How do we support these expenses?

Or it is that we increase the projects

prices for stand?


…but software doesn’t


9

A project has an end-date

Screenshot taken on November 21, 2015


…and this also applies to your internal software


10

Software has no a ending-date


Has a defined scope..

What is a project?

11


...so we are assuming that already know what users need


12

We stablish scope, prioritize and plan at the beginning

GuilleAgile Coach

says:

“Every concept in

life could be

explained using a

The Simpsons

episode”


...so we are assuming that already know what users need


13

We stablish scope, prioritize and plan at the beginning

Standish Group

7%

16%

13%

19%

45%

Always

Sometimes

Often

Rarely

Never used

Software features utilization


Development occurs in a complex and

highly variable world


14

...and although we could be able to set the scope

Election of Pope in St Peter's Square

2005 vs 2013


...but the benefits of work with small batches

are widely recognized in the industry


15

The plan is deliver one big batch

Henrik Kniberg


...but there is no flexibility


16

Defined scope at the beginning and highly variable world


And defined resources..

What is a project?

17

…resources!?


And defined resources costs..

What is a project?

18


Cost-center budgeting creates overhead and friction,

…and lowers velocity


19

We use traditional slow and complex budgeting processes

Move people to the work!

Organization cost-centers

Project effort estimate€€

€€

€€

€€

€€

Cost

Center 1

Effort

Cost

Center 2

Effort

Cost

Center 3

Effort

Cost

Center 4

Effort

Cost

Center 5

Effort


Complex process to respond to change


20

What we do when overruns happens?

Wait for new budget approval

Costly variance analysis

Threatens transparency

Problems with team and reassignments

Increase Cost of Delay

Project

Project

Planned:

Actual:


Delivered on time, on budget

and scope

What is a project?

21


…because Quality becomes optional


22

Fixed scope and end-dates damages the quality


And what about customer value?


23

Deliver on time, on budget and scope…

wrong successful criteria

It is known as

“The bridge to nowhere”


And at the end..

What is a project?

24

Dismantled teams!!The most destructive idea known to software development


Create teams is most difficult part of our job!


25

The most destructive idea known to software development

Forming

Storming

Norming

Performing

The most destructive idea

...but also economically


a team begins to be BIG when they wins

…and it stays!


26


…and we've called all these things

What is a project?

27

The iron triangle


What is a project?

28

you just can pin two vertices!!


Projects, State of the art

What is a project?

29

The harmful effects

CHAOS Manifesto 2014 (Standish Group)

9%

61.5%

29.5%Success

Challenged

Cancelled


Top failure factors

What is a project?

30

The harmful effects

CHAOS Manifesto 2014 (Standish Group)

1. Lack of user involvement 12.8%

2. Incomplete specifications 12.3%

3. Changes in initial requirements 11.8%

4. Lack of support of top-management 7.5%

5. Technology incompetence 7.0%


Ok, project is not the best approach but…

31

What is

#noProjects?


Where is the alternative proposal?


32

In other words…



33

Is really easy say #NoSomething…


What means #noProjects for

Business or Sponsors?


34

Oh! Wait...


There is no scope nor end-dates


35

The first step..


Trust us, we'll notify you


36

How do we move forward?


The money creating spending machine


37

The widespread perception


How I explain this to my boss? What about the CFO?


38

And the most important thing


but…


39

The projects are not really working on this side either..


Why exists projects?


40

Because…


We still thinking that the problem

41

is the Projects


Wrong questions

42

“I didn't get no answers because

I was asking the wrong questions”

- Bob Sweeney


Wrong questions

43

The correct question is…

Why we still working Business vs Technology?


Wrong questions

44

..and the solution is begin

Working together

Hand by Handand with

the same GOALS!


#YesProducts

45

Be conscious that we works on

PRODUCTS


#YesProducts

46

User-centered

A product is based in user necessities


#YesProducts

47

A product is measured based to customer

Customer-based measures


#YesProducts

48

A product is dead when

Customer-based lifecycle

is not successful

is not valuable

is out of date

has no users

has no downloads


#YesProducts

49

Fixed deadline, negotiable scope

Value-base scope


#YesProducts

50

Inspect & Adapt

In other words…


Ok, fine… but

51

How to do it?


Create stable teams

#YesProducts

52

Start here!


Thousand of reasons to have stable teams...Choose yours!

#YesProducts

53

To the infinity and beyond!

FlowNo Flow Flow Reliable Flow Faster!

Self-organizedSense of belonging

Discipline

Effectivity

Predictability


Team-based fundinginstead of funding the requirements

#YesProducts

54

Take an economic view

Team

Scrum

Master

Product

Owner

Roadmap Vision

Product

Manager


Assign work to teamsinstead of people to work

#YesProducts

55

Product

Manager

Team

Scrum

Master

Product

Owner

Roadmap VisionBacklog



Stable teams could work in several products

#YesProducts

56

Team

Scrum

Master

Product

Owner

Roadmap Vision

Roadmap Vision



Organizing around value

#YesProducts

57

Identifying Value Streams


Identify your Value Streams

#YesProducts

58

Sequence to customer


Journey from Projects to Products

#YesProducts

59

Team dimensions

Technology

or Skillset

Application

or Platform

Product

Business

Strategy


Maintaining Elastic teams

#YesProducts

60

Be water..


Product development flow

#YesProducts

61

And then…Apply System Thinking


We have the right tools to do it

#YesProducts

62

Good news...

Lean Thinking

Banish Waste and Create

Wealth in Your Corporation

The Principles of Product

Development Flow

Lean Product Development

The Lean Startup

Continuous Innovation to

Create Successful Business


Definition

#YesProducts

63

Our Product Development Flow

Define Vision &

RequirementsManage scope

Customer

Product

Owner

Business Analyst

Product

Manager Dashboard

Scope

Growth


Innovation & Planning

#YesProducts

64

Improving your definition toolbox

Design Thinking

LeanStartup

StoryMapping


#YesProducts

65

Henrik Kniberg

Improving the value curve

Benefits of small “smart” batches


Implementation

#YesProducts

66

Develop

Application

Ensure

Quality

Solution

Scrum Master

Developers

Quality

Enablement

Architect

Dashboard



DevOps powered!

#YesProducts

67

Automatize everything


Delivery to customer

#YesProducts

68

Determine

Fitness-for-Release

Rollout &

Support

Customer

Release

Management

DevOps

Support

Team

Product

Manager Dashboard

Deploy



Measure your marketplace

#YesProducts

69

Ensure your investment, Improve your results

Usage metrics

ROI metrics

Customer feedback


Working together, hand by hand!

#YesProducts

70

See the whole

Define Vision &

RequirementsManage scope

Develop

Application

Ensure

Quality

Determine

Fitness-for-Release

Rollout &

Support

SolutionCustomer

Product

Owner

Business Analyst Scrum Master

Developers

Quality

Enablement

Release

Management

DevOps

Support

Team

Product

Manager

Architect

Dashboard

Scope

Growth

Deploy


In three simple steps...

#YesProducts

71

Focus on PRODUCTS!

Empower people

Create stable teams

Focus on value


Flow, …flow faster!



…and finally

72

Doing

in Large Organizations

#noProjects

73

The End

Thank you

Content references & Greetings

Andrew Hecker – Pressure Sensitive Starting Blocks: http://commons.wikimedia.org

Santiago Calatrava – The Metamorphosis of Space: http://www.vebidoo.de

Awesome AJ – Think big, start small: http://awesomeaj.com/2014/11/18/think-big-dream-big-start-small/

duckkingmaster – bike lane Badajoz

Spain national team – Eurobasket2015.org

American History X (1998)

Fight Club (1999)


74

Are you ready?

We are hiring!


Questions time

75

Empower people

Create stable teams

Focus on value


Flow, …flow faster!



76

Thank you


Leadership & Management

Doing #noProjects in Large Organizations (Codemotion 2015)