Agila ”projekt” - Ett nytt sätt att

standardisera?

.

Standardisering och agilt, finns det någon motsättning?

Vad är standardisering av projekt och projektverksamhet inom ett företag, och

vad fyller den för behov? Och vilka är drivkrafterna bakom denna utveckling?

Finns det någon motsättning mellan agila utvecklingsmetoder och

standardisering av projektprocessen, eller är de i själva verket bara ett nytt

kapitel i historien om projektens institutionalisering inom företagen.

En kort presentation av mitt forskningsprojekt.

Inger Bergman

Industrial PhD Student Chalmers University of Technology

Senior PM Consultant Semcon Project Management

Agenda

• Kort presentation av mig och mitt

forskningsprojekt

• Projektet som en organisation i organisationen

• Standardisering och institutionalisering – två

sidor av samma mynt

• Agila arbetssätt – vilka krav ställer det på en

organisation och dess projekt

10 år som lärare

15 år med projektmetodstöd på Ericsson

10 år som konsult

Och nu – forskare på deltid på Chalmers University of Technology

Dags att summera…..

Från traditionell tillverkningsindustri till projektbaserad utveckling:

• Vad var det som hände?

• Hur var det möjligt och vem gjorde det?

• Och vad händer sen?

Min bakgrund

I approach the subject from organization theory, rather than a traditional project management perspective by looking at firm-based projects as:

Temporary organizations

embedded in a parent organization

with different levels of coupling to the

organization, its projects and environment

Theoretical Framework

The model makes it possible to study a firm-based project’s

coupling to its parent organization from different perspectives

Analysis Model

Hypothesis:

• At least one link is decoupled (otherwise part of “business as usual”)

• At least one tight link (otherwise not “firm-based”)

A Project’s Coupling to Its Organization

Structure Perspective

• Poor management control

Process Perspective

• Poor quality, time and cost control

People Perspective

• Poor knowledge transfer

• Loss of knowledge gained in projects

Product, Mission

• Poor control of alignment with strategies

Examples of Negative Effects from Loose Coupling

Standardization

Standardization is a means to tighten

the projects’ coupling to its parent

organization (“the company”) through

formalization of project processes,

work products and competencies.

Examples of standardization

initiatives in the company’s history:

• Standardization of terminology

• Standardization of project documentation and reporting

• Standardization of project management process

• Standardization of knowledge and attitudes through certification

of project managers

Institutionalization

Institutionalization initiatives have

mainly been focused on tightening the

coupling by adapting the company

structure and processes

to the demands of the projects.

Examples of institutionalization

initiatives in the company\s history:

• Institutionalization of project roles for line managers

• Establishment of project management offices (PMO)

• Institutionalization of project governance (project sponsor role,

fixed steering groups, project portfolio management)

• Integration of project financial planning and reporting into the

corporate financial system

Typical pattern for internal change with loose coupling in the process and

structure perspective.

Success criteria: Tight coupling in the people and mission perspective

Example 1: Internal Change Project

By loose coupling in the structure perspective, the project is free to

adapt to the customer’s organization

Also processes need to adapt to the customer, but are mainly

developed to optimize the product delivery and integration

Project management teams are internal but the projects employ

subcontractors

Example 2: A Typical Customer Project

By the loose coupling in the product perspective, the project is allowed to

be innovative and explore new technology and business ideas

New technology also means exploring new processes and ways of working

Example 3: New Product (with New Technology)

Development Project

“We are uncovering better ways of developing software by doing it and

helping others do it. Through this work we have come to value:

Individuals and interactions over processes and tools

Working software* over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there

is value in the items on the right,

we value the items on the left more.”

* Project result??

Agile Manifesto

Agile Development

Downloaded from Wikipedia 20111010

http://en.wikipedia.org/wiki/Scrum_(development)

2010 2000 1980 1975 1985 2005 1990 1995 1970 2010 1876

Pers

pecti

ves o

n t

he o

rgan

izati

on

Business

Technology

Project trends

Environment

Projects

Structure

Processes

People

Development processes

Delivery processes

Project processes/support

Products & offerings

Customer

Projects

R&D Projects Internal Change Projects

Infrastructure Projects

Rev1 Rev2 Rev3 Rev4 Rev5

1G

3G

Multimedia

Digital

2G

Services

4G

Centralization Globalization M-structure

Functional Organization Matrix Organization

Mergers/Growth Outsourcing/

Downsizing

Institution-

alization

of

Projects

Single Project

Management

Common Standardized Terminology

Standardiza-

tion of PM

Competence

Project

Portfolio

Management

The First

“New” Projects

The

“Traditional”

Projects

1876

The development process is “built-in” and fully aligned with the organization’s way of

working, a situation that requires less need for documentation.

Fixed teams with cross-functional competence - strong coupling in the people

perspective.

The permanent organization has a structure that is well adapted to support the

development work.

Semi-tight coupling in the product perspective opens up for allowing new requirements

while at the same time ensuring full understanding of impact of suggested changes.

Tight coupling between the project benefits and the organization’s mission and value-

adding responsibility.

Example 4: Agile Product Development Project

Institutionalization Supporting Agile WoW

Examples of institutionalization

initiatives in the company’s history:

• Institutionalization of project

roles for line managers

• Establishment of project

management offices (PMO)

• Institutionalization of project

governance (project sponsor role,

fixed steering groups, project portfolio management)

• Integration of project financial planning and reporting into the

corporate financial system

• Establishment of a permanent matrix organization

(legal organization vs. operational - “product-based”)

• Establishment of fixed development teams

• Introduction of fixed released dates for new releases of products

Consequences of the Agile Approach

for the Company’s R&D Organization

• Shorter “projects” with increasing need for integration and

coordination and eventually to program management

• Focus for project management has shifted from

planning and progress control

to

coordination, integration, and value-driven quality control

• Closer alignment between product portfolios and project

portfolios

• The project-line dilemma is almost gone – with empowered fixed

teams for which product development is “business as usual”.

Tack!

Frågor?