Turning Projects into Products (and Back Again) Adam Light - - PDF document

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Turning Projects into Products (and Back Again) Adam Light - - PDF document

10/17/2013 Turning Projects into Products (and Back Again) Adam Light Principal, SoTech Advisors Imagine a flight from New York to London First class of course! 1 10/17/2013 London radios to report congestion.... The plane could


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Turning Projects into Products

(and Back Again) Adam Light

Principal, SoTech Advisors

Imagine a flight from New York to London… First class of course!

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London radios to report congestion.... EXPENSIVE!

The plane could ‘circle’ over London…

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The plane could slow down en route… …Or the plane could remain in New York

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Differential Cost of Delay

Overview

  • 1. Agile methods focus on the product
  • 2. You still need project management
  • 3. Air Traffic Control
  • 4. Combining Product-centric & Project-based
  • 5. Explaining all this to your boss
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Definition of a Project:

A project is a temporary group activity designed to produce a unique product, service or result.

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

Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

…Agile Methods are Product-Centric

http://agilemanifesto.org/principles.html

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Agile Process Framework

Scrum Team Working software Product Owner Product Backlog

You (May) Still Need Projects

  • 1. Relationships between companies are

formed around projects.

  • 2. Project-based concepts often deeply

embedded in organizational systems for selecting, funding, and monitoring work.

  • 3. You work with project managers.
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Air Traffic Control

Center Ground Local Departure Approach Ground Local

Air Traffic Control

  • Crews in flight are self-directed,

Center Controllers communicate.

  • Ground, Local, and Departure

Controllers direct.

  • Planning and producing

profitable flights remains complex!

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Defining the boundary between Project… …and Product

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Project-based

  • Start and finish
  • Fix scope
  • Cross-departmental

Product-centric

  • Deliver continuously
  • Vary scope
  • Team based

The focus of Project Management skills and techniques moves from here…

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…and here To here…

Leadership Required

  • Establish process vision…
  • Build coalitions…
  • Define roles…
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…Redeploy resources

Form the Agile “Core”

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Define and Manage a Pipeline A Single Set of Decision Makers

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Define and Manage a Pipeline Define and Manage a Pipeline

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Explicit Processes at Interfaces

Project Management Specialization…

  • Release Manager
  • Release Train Engineer
  • Value Stream Manager
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…Moving Upstream

Standardize & Automate

Guidelines Summary

  • Begin with a “core” of cross-functional teams
  • Define a process pipeline through the core
  • Decide (at least) as quickly as you deliver
  • Flow work in flight through a single set of

decision-makers

  • Define explicit roles at take-off and landing
  • Specialize, standardize, and automate project

activities

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Mapping to Popular Frameworks

  • Scrum – “Core” Agile Work System
  • Kanban – Explicit Pipeline (Value Stream)
  • Scaled Agile Framework – Project Managers

as Specialists

Explaining this to your boss…

  • 1. Project-based approaches fix and control

scope, product-centric methods vary scope.

  • 2. Agile frameworks typically don’t define a

project management role, yet your

  • rganization has project managers…
  • 3. Creating the container or framework for self-
  • rganization requires leadership.
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  • Air-traffic control
  • Product-centric vs.

Project-based

  • Integration Guidelines
  • Framework Mapping
  • Leadership Needed!

adam@sotechadvisors.com www.sotechadvisors.com

Thank You!