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The End of Projects & what to do about it
1. The End of Projects…
and what happens next
(Aka Beyond Projects)
Allan Kelly
allan@softwarestrategy.co.uk
http://www.softwarestrategy.co.uk
Twitter: @allankelly.net
BCS PROMS-G, London, February 2014
2. Allan Kelly…
Consulting on software
development & strategy
Training for Agile
Author
– Changing Software Development: Learning to be
Agile (2008, Wiley)
– Business Patterns for Software Developers
(2012, Wiley - ISBN: 978-1119999249)
– Xanpan: Reflections on agile (work in progress)
https://leanpub.com/xanpan
Chapters in…
• Business Analysis and Leadership, Pullan & Archer 2013
• 97 Things Every Programmer Should Know, Henney, 2010
• Context Encapsulation in Pattern Languages of Program
Design, vol #5, 2006
3. Audience participation
How many of you …
• Adequately identify & quantify project
benefits?
• Know someone who overstates the
benefits of a project to obtain
funding?
• Think project review & evaluation is
adequate?
4. • 70% believe they are failing to identify and
quantify the benefits adequately
• 38% openly admit they overstate the benefits in
order to obtain funding
• 80% report that the review and evaluation of
completed projects is also inadequate
• due to the focus on whether the project achieved
cost, time and quality objectives and not on whether
the intended benefits were realized.
Survey of 100 IT/IS &
Business managers in UK
and Benelux, 2006
Delivering value from IS and IT investments, John Ward,
Cranfield School of Management, 2006
http://www.som.cranfield.ac.uk/som/dinamiccontent/research/documents/deliveringvaluereport.pdf
5. Successful software doesn’t stop
• Successful software continues to change
• Only dead software has an end-date
6. Successful software?
Moodle
1) If they use
it, it will change
Weekly downloads: 23,239
Last update: 3 days (16 Jan)
Web Torrent
Weekly downloads: 0
Last update: 17 April 2013
2) Only Dead
Software Stops
changing
PerlLORD
Weekly downloads: 0
Last update: 25 May 2013
Data from SourceForge search
for “WebBrowser” 19 Jan 2014
7. A Project is…
“A temporary organization that is needed to
produce a unique and predefined outcome
or result at a pre-specified time using
predetermined resources.”
PRINCE2 definition
of project
9. Corporate Psychopathy
Process by which corporations
disband performing teams and
release staff
•
•
•
•
Stop killing performing teams
Keep the team together
Flow the work to the team
The Team is the Capability
10.
11. Pre-determined resources?
• In the ideal world…
– You get the resources you ask for?
– They are dedicated to your project? And stay?
• Back in the real world…
– Resourcing allocation is politics
‘Nuff said
12. Pre-defined outcome?
• Requirements change
• The world changes
The observed rate of change
in the US is about 2% per
calendar month
Capers Jones, 2008
Compound to
~27% per annum
13. Pre-specified time?
• Pre-specified time is
not chosen rationally
• When does it start?
• When does it end?
– Last bug fixed?
– Last CR done?
– Thrown over last wall?
Capers Jones, 2008
In the US more than half of
the large projects …
predetermined end date is
selected, and it is forced on
the project by arbitrary
decree.
Among the most difficult
… measurement of
project & task schedules.
The initial difficulty… is…
identifying the start point
of any given project!
14. End Date considered harmful
• Late requirements considered inferior
• Quality cut to meet date
When will it be
– Harder to maintain
– Harder to fix bugs
– Harder to enhance
– Harder to live
• Goal deferment
– The End
done?
15. Work with no end
• Work to short term goal & deadline
– Human’s are good with deadlines
– (Very bad with estimation)
• Work to deliver value
• Work as if this is your last goal
– But: Work to be ready for another round
• Do work you will be proud of
16. Focus on Value not The End
Ask not, “When will the
software be done?”
But ask: “When will the
software deliver value next?”
Think: Stream of Value
(which might stop one day)
Not: An end date
17. The End of Projects
• Projects are accounting codes
• Finished Software is Dead Software
– Living software changes
– Living software doesn’t end
• Project thinking kills software
19. Software development…
• Does NOT have economies of Scale
• Development has DISECONOMIES of scale
Therefore
• Stop thinking BIG
• Start thinking SMALL
21. Ask not, “What is the end
date?”
But ask: “When is the next
delivery?”
22. Waterfall 2.0 Continuous Flow
Jonathon’s Run Fall, Pennsylvania by Hubert Stoffels (http://flickr.com/photos/22195940@N00)
Creative Commons License
23. Continuous flow
• Work in the small
• Get good at doing small things
– Deliver small increments of value
– And evaluate results
• Go fast
• Don’t stop
• Value seeking
24. What to do about it…
•
•
•
•
•
Keep teams together
Flow work to the teams
Work in the small
Work continually
Demonstrate value
27. Functionality, the only flex
• Negotiate features
– Deliver, Evaluate
– Repeat (every 2 weeks or less)
• Keep quality high
– Cutting quality slows work
– Cutting quality increase cost
– Cutting quality upsets
customers
Time fixed
28. Change Governance
• Base Governance on actual
delivered benefits
– Not milestones completed
– Not documents
– Not budgets
• Align work with strategy
Picture from Picasa - Creative Commons License
http://commons.wikimedia.org/wiki/File:House_of_Parliment_6_201
2-07-08.jpg
What have
you delivered
for me lately?
29. Change the Start
• Start small
• Overlap discovery & development
– From Day-1
• Fail fast, Fail cheap
• Grow the successful
31. The End of Project Management?
• Projects are for accountants
• Organize work by
– Work streams and/or
– Products
– Manage queues
• Aim for stable teams, continuity
– Occasional personnel changes
– Living, changing code bases
32. Management work to do
•
•
•
•
“Manager” -> More authority to fix
Dealing with fuzzy world
Keep team runing effectively
Supplier / Client relationships
– Contracts to discuss & police
– Role shoot out
• Stuff
“they have an B
manager so we need
an B manager”
– Admin, reporting, Line Management
33. John Smith
Project Manager (Aries Project)
Payments Manager
Big Corporation
John.smith@bigcorp.com
Tel: +123 456 7890
• “Project Manager” becomes:
– First Line Manager, Junior Manager, Development
Manager, Team Manager, Team Leader, or or or
• You have continuity
– Projects end; Products don’t
34. How do you manage work?
People…
Theory X
• Inherently dislike work
• Must be controlled and
directed
• Shun responsibility
• Have little ambition
• Want security
People…
Theory Y
• Work leads to
satisfaction
• Can exercise selfdirection
• Committed to
objectives when
rewards are valued
• Seek responsibility
From McGregor, D. 1960. The human side of enterprise
35. Remember
• It ain’t ever over
• BAU is not a dirty work
allan kelly
www.softwarestrategy.co.uk
www.allankelly.net
allan@allankelly.net
Twitter: @allankellynet
http://leanpub.com/xanpan
(c) Allan Kelly
http://www.softwarestrategy.co.uk
39
Notas del editor
Public domain image, http://commons.wikimedia.org/wiki/File:Sausage_making-H-3.JPG