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This document discusses an approach to project management called the "Snow Crystal Approach" that focuses on maintaining stability while allowing for flexibility and change. Some key points: 1) The approach aims to create solid project structures like the core and branches of a snow crystal that provide both stability and elasticity to adapt to a changing environment. 2) It emphasizes gaining clarity on real customer needs through iterative discussions to distinguish real and perceived needs and determine what is relevant and specific. 3) Solutions are developed through a combination of global standards, modular options, and local specific solutions to meet common and specific needs.
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- 1. Snow Crystal Approach Project Management in changing Environment Istvan Fekete (fekete.istvan.pic@gmail.com) Nokia 2011
- 2. We have to navigate us in rapidly changing business environment Picture Source: www.SnowCrystals.com We have to create clarityand solid structureto deliver results BUT The business environment is rapidly changing Projects are inter-linked Projects may meltdown Projects may be merged We have to re-allocate the resourcesfor the best results
- 3. How to create solid structures from clouds of needs and ideas? Core Solid structure Crystallizationcenter Stability(melted last) Branches Solid structure Linksto others/environment Elasticity (melted first) Cloud Changing, demanding environment Sourceof ideas and solutions Vibratingecosystem Core Branch Cloud projects, processes, solutions, teams, needs, etc Picture Source: www.SnowCrystals.com
- 4. Right balance among core and branches creates stability and adaptability Closedproject, solution, team. Resistant to change. Non-permeable boundaries Balancedproject, solution, team. Open to change. Semi-permeable boundaries Fragileproject, solution, team. Unstable in change. Permeable boundaries no Core no Branches Picture Source: www.SnowCrystals.com
- 5. How to create clarity in needs? Common Cloud of Needs Perceived Real Relevant Specific 1 a 1.Helpyour customer to distinguishtheir real needs and perceived needs a.Perceivedneeds also drive(local) stakeholders to the wrongdirection b.Clarity in realneeds does notmean coveringallof them 2.Agreewith your customer on what is relevant and what is not a.Relevantneeds make the difference b.Irrelevantdoes notmean out-of-scope 3.Agree withall teamsthrough facilitated iterationson common and specific needs a.Commonis covered by global standard b.Specificis covered either by modular optionor local specific solutions 4.And iterateamong steps 1, 2, 3 too! Irrelevant b 2 3 a b b It is not: Give me your spec! I know what you need. a Iterate Picture Source: www.SnowCrystals.com
- 6. How to cover all relevant needs both by physical and digital solutions? Physical Digital Global Standard Modular Options Local Specific 1.Global Standard Solution covers the agreed Common Needs-it is mandatoryeverywhere-it is supported24*7 a.Same physicalprocess everywhere b.Same IT system/tooleverywhere 2.Modular Optionscover more general Specific Needs and are: -developedgloballyand-choosenlocally a.Physicalprocess may look different but in-line with chosen option (standard) b.IT system/tool settingmay be different but in line with chosen option (standard) 3.Local Specific solutionsare notto be: -supported by global development-in contradictionwith standard processes a a a b b b 1 2 3 Freedom within the set frames Picture Source: www.SnowCrystals.com
- 7. How to drive development, nurture innovation and channel them into structured value creation ? Physical Digital a a a b b b Copy-Paste, OTS Smart Copy, Customization Innovation 1.Take existing solution with pride as it is a.Copy-paste physical process b.Buy off-the-shelf IT system/tool 2.Adjust existing solution to our need a.Smart copy-paste physical process b.Customize bought IT system/tool 3.Innovation is inspiring, risky, unpredictable development what maychange the game, or maynot-Do/inspireit where it makes sense-Kill it if goes to dead end-Global developments-Local Specific Solutions 3 2 1 Freedom within the set frames Picture Source: www.SnowCrystals.com
- 8. How to influence the world around me to drive success? Formal Semi-Formal Higher Level Same Level Lower Level 1.-Business Owner, -SG Members-My boss 2.-Project Team Members, -Suppliers, -Local Manager affected by my project 3.-Local Employee affected by my project 4.-Other Director 5.-Other local Manager -Other Project Manager 6.-Other local Employee who may help or being opinion leader 1 2 3 4 5 6 If I am a Project Leader Exploit the semi-formal ecosystems as well! Picture Source: www.SnowCrystals.com
- 9. How to create more impact with less costs? Other Projects There Semi-formal Eco-systems There 1.No blitz-visits, especially to other continent-have 3-4 days there 2.Be the ambassador/trusteeof otherrunning projectsthere-be on other projects sessions too 3.Go and seethe real processes on the shop-floor (gemba) -see/feel the inter-dependences 4.Meetyour formal stake holders-ask them about their view 5.Winstake holders in semi-formal ecosystem to help you 6.Huntfor brilliant ideasto be nurtured, to be copied 7.Understandany new, relevant needs(changing environment) Me, There Formal Stake Holders There Real Processes There New Needs New Ideas 7 4 2 6 5 3 1 More synergetic cyclical interactions Picture Source: www.SnowCrystals.com