BESLUITVORMING; HET SPEL OF DE REGELS

Transcription

1 BESLUITVORMING; HET SPEL OF DE REGELS

2 Present on all Continents Diversified Portfolio of Qualifications Thought Leader in PRINCE2 and PPM Certified against ISO ISO AXELOS recognised Quality EI Exclusive Accreditation Body for DSDM and ISACA 2

3 15 January 2009 US Airways

4 Has this been an Agile Approach? Individuals and Interaction over Process & Tools 5

5 Agile Individuals and Interaction over Process & Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract negotiation Responding to Change over Following a Plan From the 2001 Agile Manifesto: We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value. That is, while there is value in the items on the right, we value the items on the left more. 6

6 Agile Frameworks 7

7 Agile Frameworks we clearly see the growth 8

8 Agile Frameworks PRINCE2 training AGILE training Google Trends research Search terms over a period of 10 years PRINCE2 Training vs AGILE Training 9

9 Agile Frameworks AGILE PRINCE2 Google Trends research Search terms over a period of 10 years PRINCE2 vs AGILE 10

10 Scrum This is why people love it Lean Production (Toyota) Fast Delivery of Early Products Empowered People (Tom Peters) Autonomous Employees Self Control Customer Orientation Best for Software Development in Small Groups 11

11 Scrum These are the challenges... IT-Security and Data Protection Rules widely ignored Technology Decisions Overrule Suitability Lack of Documentation Make is always the Preferred Option Architecture is hardly aligned to Business Needs or profitability Charme of Programming is focus (divinity rather than humbleness) Not suitable for projects with complex business cases 12

12 It is all somehow linked together... Strategy Risks Diversity Stakeholder Training Business Requirements Time Business Case Planning Skills Sustainability Expectations 13

13 What fits where...? 14

14 Is it that easy to distinguish? The Agile Approach The Classical Approach Hope that there is some budget left Pray that there aren t too many changes 15

15 Budget isn t the issue... The Agile Approach The issue is what you get or when... Feature Time 16

16 Budget isn t the issue... The Agile Approach The issue is what you get or when... Feature Time 17

17 Looking at some other issues Governance and Control Stakeholder Management Complex Risks Sustainable Planning Business Competence 18

18 The Heritage of Surface Mining in Western Germany Limited Timeframe (although decades) Huge impact on the landscape High Risks Balance between pure cost and investments 19

19 Major Risks to be dealt with Renaturalizing the landscape -> plan into 2030 Massive inrush of water Geological Distraction Budgeting due to declining political support 20

20 The ongoing mess of Berlin trying to build an airport 4 Airports in 1990 closed down 2 Planning started in 1991 Opening postponed 2 times 20 Mn monthly operational cost 14 Mn monthly loss of income Overall cost increased from 2.7 Bn to 4.7 Bn Acknowledged that it s yet too small Project Managers constantly being sacked and replaced Still No opening date scheduled 21

21 What has happened? Berlin s Airport Authority in charge Project within BAU operations No Steering committee Board of politicians from funding states and the federal government Ambitious goals beyond reality No visible adoption of Best Practice Operational approvals rejected because of a lack of planning and quality assurance in fire protection 22

22 Lessons Learned......well, who knows... Set up a Steering committee of all stakeholders Implement Governance and Control Acknowledge that building an airport aside operating 2 others sounds cool and agile but will fail big time Find out if there is anybody in the world who had recently build an airport and ask him for advice Realise that change requirements by politicians have little to do with operational effectiveness Get rid of the Politicians and acquire some experts 23

23 It can work...well, we know where... Set up a Steering committee of all stakeholders Implement Governance and Control 24

24 It can work Some facts... Project started in 2004 Resistence in the parliament Opening on 11 July year ahead of time Worldwide recognition 25

25 It can work What made the difference? Dedicated Board established Full commitment of senior port management Excellent stakeholder management Strict project governance Regular Business case re-calculations Regular maturity assessments 26

26 It can work Stakeholder Management how to keep politicians out? Strict Change Request Process for all Stakeholders Justify changes Accept those that provide benefits to the project goals Shred those who don t Does that sound like magic? 27

27 It can work - when and what to consider... Rather the Classical Approach Many Participants and Stakeholders Mining, Airports, Olympic Games, General Construction Projects Change of Business Structures (incl. Software) Large Software Projects (distributed teams) Software Projects with small teams Rather the Agile Approach 28

28 It can work - when and what to consider... How complex is the environment? How does the corporate culture look like? How much Governance is in place? How distributed are teams set up? Using Agile Methods is closer to our human nature Work can be fun when it has interesting impacts People can and want to do self control If conditions are right, people will take accountability Creativity can rise if appropriately triggered 29

29 Thank You #apmg_inter apmg-international blog.apmg-international.com APMG-International.com 30