interdisciplinary success of projects

BERATUNG

JUDITHANDRESEN

Your company culture is powerful02/25/2013 | ConFoo

INTERDISCIPLINARY SUCCESS OF PROJECTS

BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS2

RULES FOR THIS TALK_ Tweet @judithandresen

_ Ask, if you have questions

_ Coaching

Project CoachingConsultingProject Audits

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BERATUNG

JUDITHANDRESEN

BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS3 | More Presentations

REMARKSLINKS

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http://www.judithandresen.com

http://www.judithandresen.com/blog/vortrag

http://www.judithandresen.com/blog/vortrag

BERATUNG JUDITH ANDRESEN INTERDISCIPLINARY SUCCESS OF PROJECTS

WHO IS THIS TALK FOR?_ Knowledge / Experience: Company Culture, Agile

transitions & Change of Project Methods

4

=> TARGET: UNDERSTAND AGILE IDEA(& AGILE IMPACT ON COMPANY CULTURE)

About company culture

About agile & classical projects

"Interdisciplinarity"

Your first steps towards interdisciplinarity projects


INTERDISCIPLINARY SUCCESS OF PROJECTSBERATUNG JUDITH ANDRESEN7

3 LEVELS OF COMPANY CULTURE

ValuesSupport "Fast"Loyalty

ArtifactsRituals ProductsUniforms

Tacit assumptionsNature BusinessHuman beings

| http://en.wikipedia.org/wiki/Organizational_culture (Schein‘s Model)

Physical artifacts

Behaviour (Rituals, Stories)

We can talk about it!

http://en.wikipedia.org/wiki/Organizational_culture

http://en.wikipedia.org/wiki/Organizational_culture

INTERDISCIPLINARY SUCCESS OF PROJECTSBERATUNG JUDITH ANDRESEN

It takes timeto change behaviour

8


(CULTURAL) CHANGE IN FOUR STEPS

| http://en.wikipedia.org/wiki/Kurt_Lewin

New structure

Change

Unfreezing

Old structure

Freezing

http://en.wikipedia.org/wiki/Kurt_Lewin

http://en.wikipedia.org/wiki/Kurt_Lewin

_ No exceptions

_ Avoid risky situations

_ Do you really want to change? (What do you leave behind you? + / -)

_ Less is more(Only small steps)


SUCCESS FACTORS FOR A CHANGE

10


HOW TO CHANGE COMPANY CULTURE

11 | http://www.leadingagile.com/2013/02/in-organizational-change-culture-comes-last/

Organizational change: build new teams

Processes, practices, policies: change behaviour step-by-step

Cultural beliefs: introspect the new company culture

http://www.leadingagile.com/2013/02/in-organizational-change-culture-comes-last/



The corporate culture is deeply rooted in corporate behavior.

It is based on the tacit assumptions of all employees.

A change takes time.

7INTERDISCIPLINARY SUCCESS OF PROJECTSBERATUNG JUDITH ANDRESEN14

CLASSICAL PROJECTS = WATERFALLRequirements (Client)1

Analysis2

Specifications (Contractor)3

Creation4

Implementation5

Quality Assurance6

Approval (Client)


I. Seperates "Plan" / "Work" (white / blue collar)

II. Specialists for discrete, unambiguous work

III. Different payment (piece rate)

IV. Time & motion studies

V. Definition of the daily workload

15

SCIENTIFIC MANAGEMENT (TAYLORISM)

| Wikipedia: Scientific Mgt., http://www.morguefile.com/archive/display/569343

http://en.wikipedia.org/wiki/Scientific_management

http://en.wikipedia.org/wiki/Scientific_management

http://www.morguefile.com/archive/display/569343



MAIN INSIGHTS (SCIENTIFIC MGT.)I. Everything can be planned

II. Complex systems are mapped to complex plans

III. Increasing efficiency through rationalization and standardization

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A success modelWorked for more than 100 years


Scientific Mangement focuses on planning

17


AGILE MOVEMENT

| http://www.morguefile.com/archive/display/682878

Interdisciplinarity Learning

Lean Team members with equal rights




MAIN INSIGHTS (AGILE MOVEMENT)I. IT environment is chaotic, everything can

change anytime

II. The team members have the knowledge about the project

III. Increasing efficiency through reviewing the team work regularly

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A new modelDisruptive for scientific management


Agile movement believes in the power of the team. It focuses on learning and adjusting the

team behaviour.

20

$TITELBERATUNG JUDITH ANDRESEN

Interdisciplinarity leads to success

22

Complex systems

Fast growing business


AGILE MANIFESTOIndividuals and interactions over processes and tools

Customer collaboration over contract negotiation

Responding to change over following a plan

Working software over comprehensive documentation

| http://agilemanifesto.org/

http://agilemanifesto.org/

http://agilemanifesto.org/


Business people and developers must work together daily throughout the project.

24


The most efficient and effective method of conveying information to and within a

development team is face-to-face conversation.

25


"Most of us got into programming because we prefer to deeply focus on sterile minutia, juggle lots of concepts simultaneously, and in general

prove to ourselves that we have brains the size of a planet, all while not having to interact with the

messy complexities of other people"

26

COMMUNICATE DIRECTLY!

| "The Clean Coder", Robert C. Martin, Prentice Hall

What‘s about you?

http://www.amazon.de/gp/product/B0050JLC9Y/ref=as_li_qf_sp_asin_tl?ie=UTF8&camp=1638&creative=6742&creativeASIN=B0050JLC9Y&linkCode=as2&tag=judithandrese-21

http://www.amazon.de/gp/product/B0050JLC9Y/ref=as_li_qf_sp_asin_tl?ie=UTF8&camp=1638&creative=6742&creativeASIN=B0050JLC9Y&linkCode=as2&tag=judithandrese-21


Build projects around motivated individuals. Give them the environment and support they

need, and trust them to get the job done.

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Do you believe that the knowledge of the team is greater than the knowledge of the

(project) manager?

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How complex is your IT environment?

How complex is the business situation?

Do you appreciate management´s work?

Educate interdisciplinary expertise


Who is in the team?

29


What is the target of the team?

30

Understand the vision / mission of your company

How does your company earn money?


Translate technical requirements intobusiness scenarios

31

Be concrete!

You have great experience. Use it!


INTERDISCIPLINAR REQUIREMENTS

32

# Technical Solution Scenario Business Priority Fullfilled?

1Two new product categories /

year (in 1 month)Middle +

2Description of technical

solution

Downtime for Upgrades< 30 min

High ++

3

solution

0

4


Manage the project risks in the team

33


INTERDISCIPLINAR RISK MANAGEMENT

34

# Risk Scenario Results Tasks

1Landingpages not

Unit TestedLandingpages are down for 3

days- 10,000 CAD Now: add tests

2 ... ... ... After launch: ....

3 ... ... ... We do nothing

4





INTERDISCIPLINARY SUCCESS OF PROJECTS BERATUNG JUDITH ANDRESEN35


Who is in the team?

36


CORE ELEMENTS OF AGILE PROJECTS

37

Daily Standup

Wall Board

Regular Retrospectives


REFLECT WHAT YOU DOI. Set the stage

II. Gather data

III. Generate insights

IV. Decide what to do

V. Closing the retrospective

38

Learn!

Adjust your behavior step-by-step

| "Making Good Teams Great", Diana Larsen & Esther Derby, Pragmatic Bookshelf

http://www.amazon.de/gp/product/B00B03SRJW/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&camp=1638&creative=6742&creativeASIN=B00B03SRJW&linkCode=as2&tag=judithandrese-21

http://www.amazon.de/gp/product/B00B03SRJW/ref=as_li_qf_sp_asin_il_tl?ie=UTF8&camp=1638&creative=6742&creativeASIN=B00B03SRJW&linkCode=as2&tag=judithandrese-21


HOW TO CHANGE COMPANY CULTURE

39 | http://www.leadingagile.com/2013/02/in-organizational-change-culture-comes-last/

Organizational change: build new teams

Processes, practices, policies: change behaviour step-by-step

Cultural beliefs: introspect the new company culture

Build an Interdisciplinarity team

Define a team target

Know the risks. Handle them.

Adjust your behaviour through retrospectives



BERATUNG

JUDITHANDRESEN

www.judithandresen.com/blog/vortrag/Image: http://www.morguefile.com/archive/display/771807

GOOD LUCK!JOIND.IN/7856

http://www.andresen.de/blog/vortrag/

http://www.andresen.de/blog/vortrag/



https://joind.in/7856

https://joind.in/7856

interdisciplinary success of projects

Business

success factors

cultural change

corporate culture

agile idea agile impact

time motion studiesv

corporate behavior

new teams processes

requirements client