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LeanTribe #22 - Project management

Tomas Rybing
Tomas Rybing

We have an awesome LeanTribe going here in Sweden! I attended the meeting held in Stockholm 2014-09-09 were the focus was on Project Management. Ive turned my personal notes from this four hour event into this presentation.

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#22 - Project Management 2014-09-09, Meeting Room, Alstr旦mergatan 20 Tomas Rybing, Aptilo Networks Lean Tribe 辰r ett n辰tverk av m辰nniskor som delar de v辰rderingar Lean st奪r f旦r och 旦vertygelsen att Lean skapar verksamheter med kortare tid till v辰rde och ett b辰ttre arbetsklimat.
Agenda Seven short speeches (12 minutes) SEB Project office, Christina Norrbring - SEB A portfolio of Opportunity, Johan Oskarsson - KnowIT Eat your own dog food, Carl Vikman - Hansoft BSS-Transformation, Daniel Granat - Softhouse Sustainable product development, Ingrid Nordmark and Matthias Gr端ter - Transmode Business models, Lars Irenius - KnowIT Agile project leading, Magnus Jonhart - SPP Liv Open Space - Queries that came up were discussed in 20 minutes slots in circles (10-15 persons sitting on chairs in circle) How to get management buy-in? How to eat your own dog food?
SEB Project office, SEB Figures - Started 1,5 years ago; 130 Project leaders, 80 projects (5-500 MSEK), 1600 persons in total (1,4 BSEK in budget) Project office is: Execution Portfolio Agile excellence center (10-15 persons) Pulstavla - 60 persons every Monday 10:00 Speed dating - PL circulates round tables and talk to other projects Management buy-in - MUST (CEO Annika Falkengren said in Rissne: Bank is IT, IT is bank) Project leaders will disappear (get other roles) Agile journey started - But still long way to go (but there is no turning back!) Christina Norrbring
A portfolio of Opportunity, KnowIT Impossible to coordinate all projects since they have different start and stop dates Agile - Puls/rhythm is introduced Business cross-functional team IT (Analyst, Developer, Tester) Business (Marketing, Logistics, Legal, Finance etc.) All competences needed to handle a business area (DeLaval - Utfodring) Johan Oskarsson
Eat your own dog food, Hansoft Music producer, game producer (Battlefield) Eat your own dog food (=use your own product) applied on all persons in the company! Battlefield - All played latest build of the game for an hour a day Square (payment solution) - Coffee at the office is bought with terminal running latest build Carl Vikman
BSS-Transformation, Softhouse Telecom project - Replace the whole BSS stack Figures - One program, 14 projects, Sweden, Hungary, China etc., 7000 hours/month Waterfall - Design bureau - 900 wireframes (Photoshop) Project leader is negotiating between projects Daniel Granat
Sustainable product development, Transmode Speed - #1 core value Ingrids experience (has headed LTE/4G program at ///) 50% features (business driven) 50% maintenance (for sustainable product) Code base shall increase in value over time (like a stock fund) Zero bug policy (milestones - decrease for every release) Auto tests - MUST! Ingrid Nordmark Matthias Gr端ter
Business models, KnowIT Traditional organization models are now 100 years old (Gant & Taylor) Business models Fast pris (supplier 100% risk) M奪lpris (some risk split between supplier and customer) L旦pande r辰kning (customer 100% risk) L旦pande r辰kning med tak (shared risk) This model is best suited for agile projects Lars Irenius
Agile project leading, SPP Liv Large company, replace Excel, >100 users, 30 persons in reference group Uses Rally Software (is like Jira/ VersionOne) Started the self playing piano Same pace,days, people, patterns, quality, order, time etc. Magnus was unnecessary and left Recommends to use a tool/system Magnus Jonhart
Open Space slot 1 - Circle 4 - How to get management buy-in? Suffering must exist - Then something new that eases the pain Bring some other person in with an external voice (Very good example from one guy: He said that he had been saying the same thing to the management for years, but when someone external come in and said the same thing but with their words to the management he saw heads nodding and there was finally acceptance from management) Some sort of crisis (like for SEB) - This can never happen again, we must change the way we work!. Annika Falkengren (CEO of SEB) apparently said in Rissne: The bank is IT, IT is the bank) Risk management (reduce risk) - Iterations with feedback (its expensive to do something wrong) Show some quick wins and build on that - Would the Telus delivery been possible at all without working agile? Get the train rolling (same thing as above) Middle management is the one blocking (IT onboard, CEO onboard) - but what shall all the middle managers do after the transition to agile? Once you have started the transition to agile there is no going back (this is a business wide change that you need to be on)
Open Space slot 2 - Circle 3 - How to eat your own dog food? One guy told that their product could not be used straight off by the persons developing it. But they used supporting tools, I asked if the whole company used their own tools (like CEO) witch was no, but better than most companies I guess. Experience the product - see it from the customer perspective Change environment - Let the developers work a week in support (or in the call-center). But one comment to this was svarte petter veckan. Create the peer pressure (grupptryck) that exist in for example a soccer team, if you make a mistake you get to hear about it! Or a band, when the drummer plays it wrong, they stop and play it again Hansoft - They used the latest build of their tool for their on project planning (is a project planning tool)

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LeanTribe #22 - Project management

  • 1. #22 - Project Management 2014-09-09, Meeting Room, Alstr旦mergatan 20 Tomas Rybing, Aptilo Networks Lean Tribe 辰r ett n辰tverk av m辰nniskor som delar de v辰rderingar Lean st奪r f旦r och 旦vertygelsen att Lean skapar verksamheter med kortare tid till v辰rde och ett b辰ttre arbetsklimat.
  • 2. Agenda Seven short speeches (12 minutes) SEB Project office, Christina Norrbring - SEB A portfolio of Opportunity, Johan Oskarsson - KnowIT Eat your own dog food, Carl Vikman - Hansoft BSS-Transformation, Daniel Granat - Softhouse Sustainable product development, Ingrid Nordmark and Matthias Gr端ter - Transmode Business models, Lars Irenius - KnowIT Agile project leading, Magnus Jonhart - SPP Liv Open Space - Queries that came up were discussed in 20 minutes slots in circles (10-15 persons sitting on chairs in circle) How to get management buy-in? How to eat your own dog food?
  • 3. SEB Project office, SEB Figures - Started 1,5 years ago; 130 Project leaders, 80 projects (5-500 MSEK), 1600 persons in total (1,4 BSEK in budget) Project office is: Execution Portfolio Agile excellence center (10-15 persons) Pulstavla - 60 persons every Monday 10:00 Speed dating - PL circulates round tables and talk to other projects Management buy-in - MUST (CEO Annika Falkengren said in Rissne: Bank is IT, IT is bank) Project leaders will disappear (get other roles) Agile journey started - But still long way to go (but there is no turning back!) Christina Norrbring
  • 4. A portfolio of Opportunity, KnowIT Impossible to coordinate all projects since they have different start and stop dates Agile - Puls/rhythm is introduced Business cross-functional team IT (Analyst, Developer, Tester) Business (Marketing, Logistics, Legal, Finance etc.) All competences needed to handle a business area (DeLaval - Utfodring) Johan Oskarsson
  • 5. Eat your own dog food, Hansoft Music producer, game producer (Battlefield) Eat your own dog food (=use your own product) applied on all persons in the company! Battlefield - All played latest build of the game for an hour a day Square (payment solution) - Coffee at the office is bought with terminal running latest build Carl Vikman
  • 6. BSS-Transformation, Softhouse Telecom project - Replace the whole BSS stack Figures - One program, 14 projects, Sweden, Hungary, China etc., 7000 hours/month Waterfall - Design bureau - 900 wireframes (Photoshop) Project leader is negotiating between projects Daniel Granat
  • 7. Sustainable product development, Transmode Speed - #1 core value Ingrids experience (has headed LTE/4G program at ///) 50% features (business driven) 50% maintenance (for sustainable product) Code base shall increase in value over time (like a stock fund) Zero bug policy (milestones - decrease for every release) Auto tests - MUST! Ingrid Nordmark Matthias Gr端ter
  • 8. Business models, KnowIT Traditional organization models are now 100 years old (Gant & Taylor) Business models Fast pris (supplier 100% risk) M奪lpris (some risk split between supplier and customer) L旦pande r辰kning (customer 100% risk) L旦pande r辰kning med tak (shared risk) This model is best suited for agile projects Lars Irenius
  • 9. Agile project leading, SPP Liv Large company, replace Excel, >100 users, 30 persons in reference group Uses Rally Software (is like Jira/ VersionOne) Started the self playing piano Same pace,days, people, patterns, quality, order, time etc. Magnus was unnecessary and left Recommends to use a tool/system Magnus Jonhart
  • 10. Open Space slot 1 - Circle 4 - How to get management buy-in? Suffering must exist - Then something new that eases the pain Bring some other person in with an external voice (Very good example from one guy: He said that he had been saying the same thing to the management for years, but when someone external come in and said the same thing but with their words to the management he saw heads nodding and there was finally acceptance from management) Some sort of crisis (like for SEB) - This can never happen again, we must change the way we work!. Annika Falkengren (CEO of SEB) apparently said in Rissne: The bank is IT, IT is the bank) Risk management (reduce risk) - Iterations with feedback (its expensive to do something wrong) Show some quick wins and build on that - Would the Telus delivery been possible at all without working agile? Get the train rolling (same thing as above) Middle management is the one blocking (IT onboard, CEO onboard) - but what shall all the middle managers do after the transition to agile? Once you have started the transition to agile there is no going back (this is a business wide change that you need to be on)
  • 11. Open Space slot 2 - Circle 3 - How to eat your own dog food? One guy told that their product could not be used straight off by the persons developing it. But they used supporting tools, I asked if the whole company used their own tools (like CEO) witch was no, but better than most companies I guess. Experience the product - see it from the customer perspective Change environment - Let the developers work a week in support (or in the call-center). But one comment to this was svarte petter veckan. Create the peer pressure (grupptryck) that exist in for example a soccer team, if you make a mistake you get to hear about it! Or a band, when the drummer plays it wrong, they stop and play it again Hansoft - They used the latest build of their tool for their on project planning (is a project planning tool)