Er dit projekt klar til take-off?

Nedenfor er mit bedste bud på en ”Project Ready for Take Off” check liste.

Før et fly kører ud på startbanen for at lette, tager kaptajnen checklisten frem og kontrollerer at alt er klar til take off. Hvis dit projekt var et fly, og du som projektleder var kaptajnen, hvad skulle der så stå på checklisten? Her er min top-5 check liste.

  • En fælles vision for projektet, der er kommunikeret til alle interessenter. Det kan være en fordel at prioritere krav/leverancer, så de leverancer der skaber mest værdi bliver leveret tidligt i projektet.
  • Stærk kunde, projektsponsor eller styregruppeformand, der sætter den overordnede retning og er klar til at kæmpe for projektet og knuse de store sten på vejen.
  • Et stærkt, kompetent og sammenspillet projektteam, der er 100% allokeret til projektet.
  • Roller og ansvar er afstemt med alle i projektorganisationen.
  • En projektleder, der kan sikre at projektet dag for dag bevæger sig mod den overordnede vision. Det er essentielt at det hele tiden fastholdes og afstemmes, hvad der er det vigtigste at levere næst.

Hvordan ser din check liste ud? Er der andet der skal på listen? Skriv det gerne som kommentar.

Tak for denne gang JN Data

Efter 1 år og 8 måneder, stopper jeg som freelance projektleder hos JN Data. Jeg vil gerne sige tak for godt samarbejde til alle i JN Data, og til de kunder jeg har arbejdet sammen med.
Det har været spændende og inspirerende at være en del af en stærk organisation, hvor teknisk robuste løsninger er i højsædet, og der ligeledes er stor respekt for projektledelsen som fag og den enkelte medarbejder.

Virtuelt lederskab

Har du styr på dit lederskab af dit virtuelle team? For nyligt deltog jeg i et godt webinar i Dansk Projekt Ledelse. Her gav Lars Pedersen (https://lnkd.in/ez3DTRa), fra Pitstop Management, sit bud på, hvordan man styrker videndelingen i den virtuelle projektgruppe.

💡💡💡💡💡💡💡💡💡💡
Her er nogle af de tips og ideer, som jeg tog med derfra. Måske kan du bruge nogle af dem.
💡 Tænd for kameraet når du holder online møder.
💡 Brug dine kræfter på at styrke relationer på tværs af lokationer. Hold fx virtuelle kaffepauser med dem du ikke deler lokation med
💡 Hvis dit møde er ren information så overvej at aflyse det. Send i stedet et dokument, video eller en podcast.

Virtuel ☕️kaffepause step by step
Konceptet er super simpelt. Sådan gør du:
1) Aftal et tidspunkt med én af dem du ikke deler lokation med
2) Hent kaffe før mødet
3) Ring op på Skype eller andet videomødeværktøj
4) Tænd dit webcam
Så er I klar til at snakke om løst og fast 😊

Projekt gevinstrealisering

Projekt gevinstrealisering, hvad er det?

I dag var jeg til et vildt godt oplæg i Dansk Projektledelse, hvor Rasmus Rytter ( https://www.linkedin.com/in/rytter/ ) fortalte om gevinstrealisering i forandringsprojekter.

Det hele starter med et gevinstdiagram. Her er en forsimplet opskrift til opbyggelse af et gevinstdiagram.
1) Definer projektets formål
2) Fra projektets formål kan de ønskede gevinster defineres
3) Fra gevinster kan den ønskede nye adfærd defineres
4) Fra adfærd kan nye kompetencer defineres
5) Først til sidst kan projektleverancerne defineres

Det der er er defineret i de sidste 3 punkter kan ligges ind i din milepælsplan. Hvis der er leverancer, der ikke kan relateres til gevinster, vil det være naturligt at overveje om de skal fjernes fra projekts scope.

Er det slut med projektlederen på den agile scene?

Nedenfor er link til en super god artikel, af Lasse Borris Sørensen, om projektledelse og agile metoder. Den giver et godt overblik over, hvornår hvilke metoder er gode. Fx er SAFe og Scrum er designet til ”ongoing” projekter (Se figur nedenfor). Det er vildt vigtigt, at overveje, når man benytter agile tekniker i projekter, hvor fx fast deadline og fast scope er afgørende.

https://planaprojects.com/wp-content/uploads/2019/03/01-2019_dpl_s10-12_tema_.pdf

Figur 2. Plan A Matrix – et overblik over agile rammeværk fra artikkelen “Er det slut med projektlederen på den agile scene?” af Lasse Borris Sørensen, udgivet i PROJEKTLEDELSE #1/2019

What is new in ITIL 4?

I February 2019 the ITIL 4 Foundation Book was released. But what is new? And does it make sense to take the certification?

From my point of view the main advantage of ITIL is still the same: You get a vocabulary that you can use when you work with other people that work with IT. You get best practices and defined roles and responsibilities. We form the world we live in with the words we use, and everything just goes a lot faster if you have a common language. That it is exactly what ITIL offers.

I have taken the ITIL certification three times: In 2006, in 2014 and latest in April 2019. Below I have outlined what I think is the most important news in ITIL 4.

Generally ITIL 4 has tried to incorporate principles from lean and agile methods to reduce costs, maximize delivered value and shorten time to market.

SVS – Service Value System

In 2011 all the processes were placed in the ITIL service lifecycle. In ITIL 4 activities and organisational components are placed in the Service Value System (SVS). It shows how demands from the customers are transformed into value using the service value chain.

Source: AXELOS, ITIL Foundation ITIL 4 Edition (2019)

Value focused

ITIL 4 is value focused. The definition of value is “the perceived benefits, usefulness and importance of something”. Hence different customers have different values from the same output.

Value focused also means that in the continual improvement model you remove activities from the services value chain that do not produce value for the customer. Here you can see lean has inspired ITIL.  

The 7 guiding principles

In the top of the SVS you can see “guiding principles”, they are very similar to the agile manifesto from Scrum.. Here are the The 7 guiding principles:

  1. Start Where You Are
  2. Keep it Simple and Practical
  3. Optimize and Automate
  4. Progress Iteratively with Feedback
  5. Collaborate and Promote Visibility
  6. Focus on Value
  7. Think and Work Holistically

Service value chain

The service value chain figure shows the different types of activities that a demand must go through before it is transformed into value. There are no predefined paths through the value chain, but you normally start engaging with the customer to understand the demand. When the demand is understood you can do the other activity types, and normally you will end up with at product or service that can produce value for the customer.   

Source: AXELOS, ITIL Foundation ITIL 4 Edition (2019)

Practices

ITIL 4 defines a lot of different practices. And here you find all the known management processes and functions from the previous ITIL versions. Eg. Incident Management, Service Desk and Change Management. Most of the the practices are active in different service value chain activities.

Summary

As you can see above ITIL 4 introduces some new concepts and focus areas. You could say that ITIL 4 focuses on: understanding the customer, being flexible and only doing what produces value. Hence, no work should be done because it is stated in a process, it should be done because it produces value to the customer.  

You still have to keep in mind that ITIL might not be the solution to all your problems. Before you implement any new practices you need to determine what your goal is and decide if you believe that the new practices can help. 

Does it make sense to take the certification?

If you work in an environment where ITIL is used or your suppliers or partners use ITIL, I recommend that you take the foundation course, and when you have taken the course you might as well take the exam to get your certification. In the coming years a lot of organizations will try to implement the new concepts in ITIL 4, and it will be good to be able to be one of the first to understand them, and be able to evaluate if they will be valuable to implement them where you work. The more advanced certifications and the books for them are not available at the time of writing (May 2019). 

Forandringsledelse

I dag var jeg til et super godt seminar i Dansk Projekt Ledelse, hvor Rie Grønbeck Bing og Nana Påske fra H&B fortalte om forandringsledelse. Det jeg har markeret med stjerner i mine noter er:
★★★ Forandring kræver involvering, fokus og prioritering ★★★

Kommer dine projekter i mål?

Jeg har lige været til et super godt morgenmøde med Jacob V. Simonsen (https://www.linkedin.com/in/simonsenjacob/)  om “projektledelse uden rationalitet”. Han fortalte bland andet, at under 1/3 af alle projekter når i mål til tiden og inden for budget.

Standard medicinen er: Klarere mål, bedre planlægning, flere analyser og hårdere styring! Jakob kom med et inspirerende alternativ til standardmedicinen: “Fokuser på tvetydige mål, der fokuserer på at formulere en visionær retning for fremtiden”. Det vil give større handlerum, og tillade at man kan ændre kurs, når man bliver klogere undre vejs i projektet.

What can IT learn from lean manufacturing?

I just had the opportunity to read the book “Lean Thinking – Banish Waste and Create Wealth in Your Corporation” by Daniel T Jones & James P Womack. It outlines the ideas behind lean manufacturing and it is highly inspired by the Toyota car production. I work as an IT project manager which is very different from producing cars. The car industry produces thousands of the same model, whereas an IT project is a temporary organization that is created for the purpose of delivering one or more business products. However, I still find the book very inspiring. Below are some of the things that inspired me.

One of the core principles is to focus on what creates value for the customer and remove activities that produce waist. I think it is good to frequently ask yourself the question: Am I producing value for my customer right now? Write it on a yellow note and place it where you can see it all the time.

2) Plans

The book states something along the lines of: “Plans are worthless; planning where you understand each other’s strengths and limitations and create a common vision is extremely valuable. Re-planning should be done every 3 months.” As a project manager I don’t agree to all of this. Plans are very good for communicating with all project stakeholders. But I think it is a good observation that the process of planning is extremely important and if you involve the project team, you are more likely to succeed. Re-planning every 3 months, sounds like a good idea. You have a greater chance of succeeding if you scope your portfolio to several 3-6 months projects, than if you have one big project lasting several years.

3) Focus until you are done

The book states that each co-worker should focus on one task until it is completed to a predefined quality standard. Wow if you manage to organize your project work in that way you will be a project manager rock star. Most work environments that I have worked in are not set up for this. Open office spaces make it easy to be distracted. The default settings on your smartphone allow for constant distractions every time something happens on your mail, social media and other apps. Most of the tasks in my projects do not have a predefined quality standard, because it has not been done before. I think you will get happier, more productive people if you can manage to create a work environment where it is possible to focus on one task until you are done.

4) No extra resources are needed

Finally, the book states that if you need extra resources to continue the lean improvements journey you are doing it wrong. You might need an external expert in a period and your people need to be trained, but these costs should quickly be covered by the savings that you make.

What can you do next?

Scrum, Lean startup, PRINCE2 Agile, SAFe and other agile methods have incorporated some of the principles from lean manufacturing. But I can highly recommend to go back and read the lean literature that agile authors got their inspiration from. In a way it is easier to understand lean principles when the case regards real physical warehouses and cars. 

Feel free to comment below. Have you managed to implement lean principles in your work environment?