PM 2 go complete

Projektmanagement wird ein zunehmend wichtigerer Erfolgsfaktor fr Unternehmen im Wettbewerb. In dieser Ausgabe von PM 2 go complete lesen Sie die alle Kurzartikel aus dem Blog Unlocking Potential von Projekt Management Beratung. used for classical change management. Once the organization feels that the scope of the changes implemented is enough and that the new status quo is satisfactory, the changeboxing series is stopped. The introductionary presentation from the morning can be found here.

Claudes Changeboxing Masterclass doing the deepdive

By Andreas Heilwagen on November 21st, 2011

Sustainable Program Management from an academic perspective

By Andreas Heilwagen on November 21st, 2011

For the afternoon, I chose to join Claudes masterclass on Changeboxing. He created this approach based on change management, agile and a lot of common sense. After several highly successful implementations, he now rolls out this approach using his own company. Besides he lectures in France and works on creating a community around his approach on the web. Summary of Changeboxing It works through inducing/increasing the desire to change collectively (change driver). It then uses a process cycling change stakeholders through multiple self-organization/emergence/ testing/evolution loops stimulating collborative change. As soon as you have a change driver, self-organization starts and you just have to feed the PDCA cycle. His official cheat sheet explaining the approach in more detail:

We also had an interactive lecture by Lennart Svensson, Director of Research at HELIX VINN, Center of Excellence at Linkping University on sustainable program management. Active Ownership, Cooperation and Learning are the key mechanisms for him to implement sustainable change and he recommends the following chain links to organize sustainable development: Active participants experiment, make changes Competent management formulat goals, lead, involve, organize Professional steering formulate a mission, take strategic decisions Active Ownership have a vision, allocate ressources, implement results The good thing was, that Prof. Svennson shared results from his studies and created an environment where we discussed more than during any other presentation, however the recurring thread was not as clear.

Organizational Transformation at the speed of light Insights from Montreal

By Andreas Heilwagen on November 21st, 2011

During the masterclass he went through the cheat sheet in detail and I hope that I can provide the sheet as download soon. One of the most surprising facts was, that change emerged naturally in most organizations. So a team of change agents started to define what a new process etc. should be in a changebox and then promoted it in their departments and in the company. This promotion was sufficient in most cases to get the change tested with a large basis of participants. In the few cases where this did not succeed, management had been the status quo-holder, suppressing the test of the changes. So basically, the Changeboxing process works by involving people as change drivers, let them decide on the next step in a timeboxed 3,5h meeting and test the result within the following 2-4 weeks. After that, the cycle starts again like Sprints in Scrum. Thus change emerges and does not follow the old freeze-unfreeze-freeze pattern

Claude Emond from Quality Scope Enterprises talked about Changeboxing aka Transforming your organization at the speed of light with Agile Project Management in a very entertaining way with a full-blown color attack on Powerpoint. He describes himself as a Matanes Shrimpspeaking like a Beauceron and playing 2String Project Management ,-)
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Here is one of his best slides during talking about human nature and change projects:

1. 100 for the best new Pattern for the Scrum Pattern Repository. 2. 50 for the best posting contributed to the blog. 3. 25 for the best suggestion for content I should provide in the blog. The competition is open until end of the month 11/30/2011 23:59 MEST. Regarding patterns, you can detail patterns where only the pattern name is currently in the repository or you can contribute a new pattern using the format I already use in english language. A posting should be on an interesting topic providing value to the readers in english or german language and suggestions can be anything S.M.A.R.T.

In an ideal world, everybody on a project team rows like a robot with no view on the goal doing what the project manager tells him/her to do (ok, not seriously, but to many people are using that lousy picture). However, the real world usually looks like the picture on the lower right side. If change is the elephant in the room (compare Kieran Hearty), Changeboxing is about eating the elephant one bite at a time according to Claude. So here are the agile principles of Changeboxing: 1. Last Planner Principle: The one who will be doing the work has to plan it. 2. Principle of proximity: The stakeholders are part of the project team. 3. Principle of no suprises: The ultimate goal is to avoid surprises to a specific group of stakeholders in order to devote team energy on ddaption rather than on resistance. 4. A number of agile principles like short and frozen work packages, functionalities prioritized by stakeholders, releases, inspect & adapt as well as timeboxing. Additional rules are: A Change driver must exist to foster cooperation and stimulate self-organisation People driving the changes are chosen by the stakeholders rather than management There are always deliverables at the end of each meeting The deliverable is tested and validated before the next timebox The great thing he reported is, that stakeholders love this process even after the first timebox like Scrum is loved by most developers. Typically it costs 5-7 times less than with external consulting and can be learned right after living the first changebox and of course it is faster and has lasting results. You can download the full presentation here .

Of course your contribution will be published with a short description and a foto if you like.

How a major restructuring program succeeded at Astra Zeneca

By Andreas Heilwagen on November 21st, 2011

Magnus Blomberg, Global Project & Change Director, Astra Zeneca, talked about a major restructuring program at a global pharmaceutical. In 2006 R&D costs went up in the whole pharmaceutical industry while the revenue decreased, so Astra Zeneca needed to act. At that time there were 27 sites across the world with a complex and fragmented supply network. As a result Astra Zeneca introduced a lean global operations strategy. The resulting change encompassed: 1. 10 restructuring sites 2. 15 outsourcing partners 3. 42 transfer projects 4. 100 impacted markets 5. 15.000 product license renewals to deliver > 1 $bn value. The company decided on small decentralized execution as an internally driven program due to the company culture. One of the the big challenges was to get sites closing down working together with sites taking over and thus growing. The central PMO with less than a dozen people decided to act as a facilitator with these values: Facilitate the delivery of the projects Ensure understanding so people can act Identify new opportunities Monitoring progress The key success factors for the program where building trust by transparency and respect for individuals. That included aspects like not punishing for errors, sending help out in case of problems within days, minimizing formal reporting accompagnied by verbally telling suitable details and telling stories about employees affected by the changes. Now Astra Zeneca is the industry leader in cost performance ratio, so the program has been successful despite some issues. The key messages from the change program are:

Posting No. 1.000 The Content Competition Win Amazon Gift Cards!
By Andreas Heilwagen on November 21st, 2011

Finally the 1.000th posting is here and that happened after I startet the blog only in August three years ago. I hope you enjoyed it and now I want to become the content even better. So heres a little competition on the best content Win

1. People want to be in control, the concept of letting go of control can be a difficult message to get across. 2. The best motivated individuals are those that feel trusted, also when they may loose their job. 3. The most motivated teams were on the sites closing completely.

was the fast removal of impediments by the Scrum Master without interfering with the team. Another was the customer being on site every Friday seeing the amazing progress. The project succeeded, even after the available time was shortened by the customer towards the end. Mattias saw the further important points for the great success in dedication, devotion, very good engineers, the introduction of a Kanban board and Pair Programming.

Starting the second day of the Nordic Project Zone

By Andreas Heilwagen on November 21st, 2011

The elephant in the room: your dining strategy by Kieran Hearty!

By Andreas Heilwagen on November 21st, 2011

Kieran Hearty of igiveu gave a very entertaining presentation titled How to eat the elephant in the room. Here are the main points: 1. Understanding the elephant The wikipedia definition of the elephant is an obvious truth that is being ignored or goes unaddressed. Examples are a. Unhappy Employees? Retention risk? b. Dysfunctional leadership team? c. No women on the board? d. Work-Life Balance? Stress? An example for his food for thought: What if it is you that is the elephant in the room? And he continued with key aspects of great leadership and diving into more questions for the audience to assess their quality of leadership. 2. Appreciating the damage it can do 5 signs of a misplaced manager of managers, showing that somebody did not make the transition from a high-performer to being a manager: a. Difficulty delegating b. Poor performance management c. Failure to build a strong team d. Single-minded focus on work e. Choosing clones over contributors The cost of being an elephant: Mattias Georgson Petren, VP Project Management at Jayway AB talked about introducing Scrum. He presented two approaches. The first, Shock Therapy, resulted in 4x the productivity for one team at his company after 3 months and 2,5x the productivity for the second team after 4 weeks. He broke down the therapy into three aspects: 1. Team Recipe 2. Management Recipe 3. Organization Recipe Basically he used various Scrum Patterns which you can also find in the Scrum Pattern Repository as well an Agile Coach and a Senior Agile Programmer. Another project had the goal to make the whole intranet of a customer available on a smartphones within 4 weeks with 12 people and 2 people running the team (Scrum Master, Product Owner etc.). There had not been enough time to do an iteration zero for architecture and no time to adapt the process. One success factor a. Your reputation as a leader b. Sustainable business results c. Your relationship and health d. Your value to the organization 3. Developing your dining strategy Quote: If you are not in balance, youre an elephant. Winning strategy: Eat the elephant bite by bite and here are the five strategies Kieran proposes: a. Challenge the elephant (risky) b. Starve the elephant c. Lock roomcontain elephant! d. Make the elephant your friend e. Focus on small bites 4. Eating it Enjoy your meal!
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Beth Quellette summarized the first day leaving out her appearance as a motorcycle [...] yesterday. After that the audience solved problems like eating soup with a paper clip and buying beer with a paperclip by melting it and printing a pound on it. Yesterday I enjoyed talking to her during lunch and I hearing some of her stories about travels and the previous conferences. So, next on the agenda is Magnus Blomberg, Global Project & Change Director, Astra Zeneca, talking about a major restructuring program at a global pharmaceutical.

Shock Therapy & Hard Spikes Introducing Scrum with Mattias Petren
By Andreas Heilwagen on November 21st, 2011

Kieran is a great speaker and I recommend joining one of his presentations!

The empowered project manager at Ericsson

By Andreas Heilwagen on November 21st, 2011

Greg Balestreros keynote from a motorcycle to leading a movement

By Andreas Heilwagen on November 21st, 2011

Ever wondering what Greg Balestrero, former CEO of the PMI is doing today? He decided to drive 8.000 miles through the United States to raise money for brain tumor patients, inspired by Julia Kivlin, a 13 years old girl not reaching 14. Of course he is continuing his professional work ,-) Todays second presentation focussed on Ericsson as a projectdriven organization and has been given by Andrea Fidone, Head of Project Management Office at Ericsson for the Region Mediterranean. He is responsible for 400 project managers in 25 countries, representing 2 billion USDs of projects and more than 10.000 employees. After going through a short presentation of the Ericsson group, Andrea mentioned a key pillar for the Ericsson culture: their project managers are accountable for the value delivered to customers and stakeholders by projects. As a consequence, there are two parallel career paths for project managers and line managers. And especially regarding PMs in the mediterranean, the capability of creating and managing relationships is very important which reflects in the career model. This has been and is supported by evolving the project management capabilities, starting 2009 with an outlook up to 2015: 1. Financial Accountability 2. Leadership 3. New Engagement Models 4. New Business Models 5. Resource Evaluation 6. Business Understanding At Ericsson, the project offices work on a national level and report to the PMO at a regional level with the following main functions: Portfolio Management Assignment Handling PM Staffing & Competence Development Processes, Methodes and Tools All in all, it was a quick summary on how project management has been and is being done at Ericsson without surprises. Today he talked about compliance. Standards require a minimum level of compliance, but they do not go farther. He called for willingness and capacity for change, being environmentally and socially aware, being collectively courageous and being poised for responsiveness to go beyond that and to be successful. He continued to talk about problems of the world and what is driving our future in 40 years like population and ressources like water and carbon-based fuels. He pointed out the success factors for companies like a social and environmental track record and how it treats employees. One of his case studies has been Coca Cola. He showed that they required more than 200 liters of water to create 1 liter of the drink in 1999. Today Coca Cola declared water neutrality returning one liter of water for each liter used, which are about 360 billion liters each year. This is pretty agressive compared with the past. He closed with the impact on the life of project managers and especially the challenges arising from the increase of unemployed people. So he said: Remember that project management is both science and art including a grand dose of social scienceIt is impossible to do without talented people. And his recommendation was to do everything to become a better project manager and not only go beyond compliancebut to lead a movement.

Opening of the Nordic Project Zone

By Andreas Heilwagen on November 21st, 2011

The conference has been opened by Krisztina Fogl from Stamford Global and I would like to thank her for organizing this event and inviting me as a speaker. And now Beth Ouellette and Greg
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Balestrero are doing a competition in collecting the most business cards within 45 seconds, so people are starting to wake up ,-) So we have 150 people from 20 countries and about 50 companies. When I had a look at the participant list yesterday I was really impressed by the level of experience at the conference. So I am looking forward to learning a lot and great international networking.