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Beyond Projects 
Or The End of Projects 
and what happens next 
Allan Kelly 
allan@softwarestrategy.co.uk 
http://www.softwarestrategy.co.uk 
Twitter: @allankelly.net 
#BeyondProjects 
Agile Lean Scotland, Edinburgh, September 2014
Allan Kelly… 
Advise on software 
development & business 
strategy 
Training in Agile 
Author 
– Changing Software Development: Learning 
to be Agile (2008, Wiley) 
– Business Patterns for Software Developers 
(2012, Wiley - ISBN: 978-1119999249) 
– Xanpan: Team Centric Agile Software 
Development https://leanpub.com/xanpan
Project Success Criteria 
• On Schedule 
• On Budget 
• On Quality (Features) 
Where’s 
the value? 
£ $ €
Project Model Assumptions 
1. Value is knowable 
– And is known before start 
2. There is no value in flexibility 
– i.e. Options are valueless
IT/IS & Business Manager survey 
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 [achieving] cost, time and quality 
objectives and not on whether the intended benefits 
were realized. 
Delivering value from IS and IT investments, John Ward, Cranfield School of Management, 
2006 – survey of UK & Benelux managers http://www.som.cranfield.ac.uk/som/dinamic-content/ 
research/documents/deliveringvaluereport.pdf
Successful software doesn’t stop 
Successful software continues to change 
Only dead software has an end-date
Successful 
software? 
Moodle 
Weekly downloads: 23,239 
Last update: 3 days (16 Jan) 
Web Torrent 
Weekly downloads: 0 
Last update: 17 April 2013 (9mths) 
PerlLORD 
Weekly downloads: 0 
Last update: 25 May 2013 (8mths) 
1) If they use it, 
it will change 
2) Only Dead 
Software Stops 
changing 
Data from SourceForge search 
for “WebBrowser” 19 Jan 2014
Projects have end dates 
Successful software doesn’t end 
Only unsuccessful software end
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
Temporary Organization? 
• Storming 
• Norming 
• Forming 
• Performing 
• Destroying 
}Takes time & 
money! 
Why destroy performing teams? 
Why spend that money? 
Why loose knowledge?
Corporate Psychopathy 
Process by which corporations 
disband performing teams and 
release staff
Pre-determined resources? 
• You get the resources you ask for? 
• They are dedicated to your project? 
• And stay? 
Resourcing 
allocation IS 
politics #Truth
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
Pre-specified time? 
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. 
Capers Jones, 2008
End Date considered harmful 
• Late requirements considered inferior 
• Quality cut to meet date 
– Harder to maintain 
– Harder to fix bugs 
– Harder to enhance 
– Harder to live 
– “Technical debt” 
• Goal deferment 
– The End
Deadlines Good 
End dates Bad
Wait a minute…. 
Project 
Manager 
Not fair! 
You misrepresent us! 
So what is “A project”? 
Why does Prince 2 
contain this definition? 
And what does a “Project 
Manager” actually Manage? 
We don’t 
- Break up teams 
- Stick doggedly to 
requirements 
We do 
- Allow change 
- Consider value 
- Work continually
“False Projects” 
When the language of projects is used to 
discuss work which is not a project 
Confusion! 
Stop confusing people 
Stop misleading 
yourselves
Beyond Projects
Waterfall 2.0 
Continuous Flow 
Jonathon’s Run Fall, Pennsylvania by Hubert Stoffels (http://flickr.com/photos/22195940@N00) 
Creative Commons License
Organize to do lots of small things 
(Not a few big ones)
What to do about it… 
• Keep teams together 
• Flow work to the teams 
• Work in the small 
• Work continually 
• Demonstrate value
Organize by business stream & team 
Stream #1 Dev Team 
• Aim for stable teams & continuity 
• Close to business 
• Manage queues within capacity
Focus on Value not The End 
Ask not, “When will the 
software be done?” 
Do ask: “When will the 
software deliver value next?” 
Think: Stream of Value 
(which might stop one day) 
Not: An end date
Software development… 
• Does NOT have economies of Scale 
• Development has DISECONOMIES of scale
Milk is cheapest 
in BIG cartons 
Software is 
cheapest in 
lots of small 
cartons 
And small cartons 
of software 
reduce risk
Project A: Risk = 30% Value at risk = £1m 
Therefore risk weighted value = £300,000 
Consider a large project 
Against several small 
projects 
Prj B: Risk = 15% 
Value @ risk = £½m 
Therefore … = £75,000 
Prj C: Risk = 15% 
Value @risk = £½m 
Therefore … = £75,000 
E: Risk = 6% 
@risk = £200k 
Therefore = £12k 
F: Risk = 6% 
@risk = £200k 
Therefore = £12k 
G: Risk = 6% 
@risk = £200k 
Therefore = £12k 
H: Risk = 6% 
@risk = £200k 
Therefore = £12k 
I: Risk = 6% 
@risk = £200k 
Therefore = £12k 
J: Risk = 6% 
@risk = £200k 
Therefore = £12k
Software development… 
• Does NOT have economies of Scale 
• Development has DISECONOMIES of scale 
Therefore 
• Stop thinking BIG 
• Start thinking SMALL
Batch Size
Big Batch Size 
Wait Wait 
Build this! Deliver this! Make lots of this!
Small Batch Size 
… and keep going
Governance 
• Base Governance on actual 
delivered benefits 
– Not milestones completed 
– Not promises 
– Not documents 
– Not budgets 
Picture from Wikicommons user Wangi - Creative 
Commons License 
http://commons.wikimedia.org/wiki/File:Scottish_Parli 
ament,_from_Salisbury_Crags.jpg 
What have 
you delivered 
for me lately?
Iterative Portfolio Management 
• Start, Stop, Shrink, Grow work teams/streams 
• Balance risk/reward 
• Sustaining/Innovative 
CLOSE UNDER PERFORMING WORK
Iterative Portfolio Management 
• Fixed schedule for gate reviews 
• Review what is ready on a date 
– Benefit delivered to date 
– Potential benefit if continued
Could this ever work? 
• Governance by results? 
• Fail fast, fail cheap? 
Seems to work 
well on Sand 
Hill Road …
Xanpan 
Beyond Projects 
• It ain’t ever over 
• BAU is not a dirty work 
allan kelly 
allan@allankelly.net 
www.softwarestrategy.co.uk 
Twitter: @allankellynet 
eBook https://leanpub.com/xanpan 
Print http://tinyurl.com/nnu7hom 
Half price in September

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No Projects / Beyond Projects (short version)

  • 1. Beyond Projects Or The End of Projects and what happens next Allan Kelly allan@softwarestrategy.co.uk http://www.softwarestrategy.co.uk Twitter: @allankelly.net #BeyondProjects Agile Lean Scotland, Edinburgh, September 2014
  • 2. Allan Kelly… Advise on software development & business strategy Training in Agile Author – Changing Software Development: Learning to be Agile (2008, Wiley) – Business Patterns for Software Developers (2012, Wiley - ISBN: 978-1119999249) – Xanpan: Team Centric Agile Software Development https://leanpub.com/xanpan
  • 3. Project Success Criteria • On Schedule • On Budget • On Quality (Features) Where’s the value? £ $ €
  • 4. Project Model Assumptions 1. Value is knowable – And is known before start 2. There is no value in flexibility – i.e. Options are valueless
  • 5. IT/IS & Business Manager survey 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 [achieving] cost, time and quality objectives and not on whether the intended benefits were realized. Delivering value from IS and IT investments, John Ward, Cranfield School of Management, 2006 – survey of UK & Benelux managers http://www.som.cranfield.ac.uk/som/dinamic-content/ research/documents/deliveringvaluereport.pdf
  • 6. Successful software doesn’t stop Successful software continues to change Only dead software has an end-date
  • 7. Successful software? Moodle Weekly downloads: 23,239 Last update: 3 days (16 Jan) Web Torrent Weekly downloads: 0 Last update: 17 April 2013 (9mths) PerlLORD Weekly downloads: 0 Last update: 25 May 2013 (8mths) 1) If they use it, it will change 2) Only Dead Software Stops changing Data from SourceForge search for “WebBrowser” 19 Jan 2014
  • 8. Projects have end dates Successful software doesn’t end Only unsuccessful software end
  • 9. 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
  • 10. Temporary Organization? • Storming • Norming • Forming • Performing • Destroying }Takes time & money! Why destroy performing teams? Why spend that money? Why loose knowledge?
  • 11. Corporate Psychopathy Process by which corporations disband performing teams and release staff
  • 12. Pre-determined resources? • You get the resources you ask for? • They are dedicated to your project? • And stay? Resourcing allocation IS politics #Truth
  • 13. 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
  • 14. Pre-specified time? 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. Capers Jones, 2008
  • 15. End Date considered harmful • Late requirements considered inferior • Quality cut to meet date – Harder to maintain – Harder to fix bugs – Harder to enhance – Harder to live – “Technical debt” • Goal deferment – The End
  • 16. Deadlines Good End dates Bad
  • 17. Wait a minute…. Project Manager Not fair! You misrepresent us! So what is “A project”? Why does Prince 2 contain this definition? And what does a “Project Manager” actually Manage? We don’t - Break up teams - Stick doggedly to requirements We do - Allow change - Consider value - Work continually
  • 18. “False Projects” When the language of projects is used to discuss work which is not a project Confusion! Stop confusing people Stop misleading yourselves
  • 20. Waterfall 2.0 Continuous Flow Jonathon’s Run Fall, Pennsylvania by Hubert Stoffels (http://flickr.com/photos/22195940@N00) Creative Commons License
  • 21. Organize to do lots of small things (Not a few big ones)
  • 22. What to do about it… • Keep teams together • Flow work to the teams • Work in the small • Work continually • Demonstrate value
  • 23.
  • 24. Organize by business stream & team Stream #1 Dev Team • Aim for stable teams & continuity • Close to business • Manage queues within capacity
  • 25. Focus on Value not The End Ask not, “When will the software be done?” Do ask: “When will the software deliver value next?” Think: Stream of Value (which might stop one day) Not: An end date
  • 26. Software development… • Does NOT have economies of Scale • Development has DISECONOMIES of scale
  • 27. Milk is cheapest in BIG cartons Software is cheapest in lots of small cartons And small cartons of software reduce risk
  • 28. Project A: Risk = 30% Value at risk = £1m Therefore risk weighted value = £300,000 Consider a large project Against several small projects Prj B: Risk = 15% Value @ risk = £½m Therefore … = £75,000 Prj C: Risk = 15% Value @risk = £½m Therefore … = £75,000 E: Risk = 6% @risk = £200k Therefore = £12k F: Risk = 6% @risk = £200k Therefore = £12k G: Risk = 6% @risk = £200k Therefore = £12k H: Risk = 6% @risk = £200k Therefore = £12k I: Risk = 6% @risk = £200k Therefore = £12k J: Risk = 6% @risk = £200k Therefore = £12k
  • 29. Software development… • Does NOT have economies of Scale • Development has DISECONOMIES of scale Therefore • Stop thinking BIG • Start thinking SMALL
  • 31. Big Batch Size Wait Wait Build this! Deliver this! Make lots of this!
  • 32. Small Batch Size … and keep going
  • 33. Governance • Base Governance on actual delivered benefits – Not milestones completed – Not promises – Not documents – Not budgets Picture from Wikicommons user Wangi - Creative Commons License http://commons.wikimedia.org/wiki/File:Scottish_Parli ament,_from_Salisbury_Crags.jpg What have you delivered for me lately?
  • 34. Iterative Portfolio Management • Start, Stop, Shrink, Grow work teams/streams • Balance risk/reward • Sustaining/Innovative CLOSE UNDER PERFORMING WORK
  • 35. Iterative Portfolio Management • Fixed schedule for gate reviews • Review what is ready on a date – Benefit delivered to date – Potential benefit if continued
  • 36. Could this ever work? • Governance by results? • Fail fast, fail cheap? Seems to work well on Sand Hill Road …
  • 37. Xanpan Beyond Projects • It ain’t ever over • BAU is not a dirty work allan kelly allan@allankelly.net www.softwarestrategy.co.uk Twitter: @allankellynet eBook https://leanpub.com/xanpan Print http://tinyurl.com/nnu7hom Half price in September

Notes de l'éditeur

  1. Public domain image, http://commons.wikimedia.org/wiki/File:Sausage_making-H-3.JPG