Balancing project dualities V1.1
Tiziano Villa, PMP® PMI-ACP®
“Di trame e intrecci” Milan, february 16th 2018
Index
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1. About project dualities
2. Waterfall VS Agile
3. Delivery VS Business
4. Explicit VS Tacit
5. Simple Vs Complex
6. Compliance VS Change
7. Summing-up
8. Contact info
1. About duality …
PMI-NIC "Di trame e intrecci" - Balancing project dualities V1.1 - Copyright Tiziano Villa 2018 3
Rene Magritte,
La Decalcomanie, 1966
Maurits Cornelis Escher
Janus Bifrons, Vatican MuseumsThe smiling mule, reading the project charter!
Karma Kamaleon: the project soundtrack
a situation in which two opposite ideas, feelings,
concepts, aspects exist at the same time.
1. From walls to bridges…
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✓ Resistence to change/innovation
✓ Less options towards
problems/opportunities
✓ Oversimplification
✓ Win-Lose approach
✓ Groupthink
✓ Complacency in the confort zone
✓ Openness to exchange
✓ Learning by intrusion
✓ Win-Win approach
✓ Blend of good practices
Ponte di barche a Spessa Po, 1928
✓ Serendipity at a glance
More ✓ options to spend
1. Sketching the scene: good or bad?
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20172014
2014
2017
2017
1. The more the standards, the more the danger of…
PMI-NIC "Di trame e intrecci" - Balancing project dualities V1.1 - Copyright Tiziano Villa 2018 6
➢ Confusion
➢ Ambiguity
➢ Analysis Paralysis
➢ Collision
➢ Standards harmony over project results
➢ Waste of time
➢ Feeling of incompetence
Balancing
project
dualities
1. Five project dualities (but not limited to ...)
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20172014
2014
2017
2017
Waterfall
VS
Agile
Delivery
VS
BusinessExplicit VS Tacit
Simple
VS
Complex
Compliance
VS
Change
1. Balancing dualities: a must for project managers!
PMI-NIC "Di trame e intrecci" - Balancing project dualities V1.1 - Copyright Tiziano Villa 2018 8
Integration is
a critical skill
for project managers(PMBOK® 6th ed.)
2. Waterfall VS Agile: which truth?
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Traditionalists say:
Waterfall is to an agilist,
what garlic is to a vampire
Agilists say:
Agile is to a traditionalist,
what wine is to a teetotaller
Waterfall
VS
Agile
2. Waterfall guy VS Agile guys
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Henry Gantt (1861-1919)
Product
Owner
Swarmer
Scrum
Master
Agile
evangelist
Self-organizing team
T-shaped
I-shaped
Oh, my
god!
2. Options for balancing the duality
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➢ Agility as a common field
➢ Hybrid life cycles
➢ Roles and responsibilities
2. Agile is not agility
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Reference: PMI – Pulse of the profession “Achieving greater ability”, 2017
Agile
Agility (also referred as
OA – Organizational Agility)
is the capability to quickly
sense and adapt to external
and internal changes to
deliver results in a productive
and cost-effective manner.
Agility
a way to be
a way to change
2. Agility
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Agility is the capability to balance:
• Stability with Flexibility,
• Order with Caos (“Chaordic” by Dee Hock 1999),
• Planning with Execution,
• Control with speed,
to deliver customer value reliably in the face of uncertainty and
change.(Sanjiv Augustine, 2005).
Agility is a balance – not a battle – of choices on condition that,
including a switch from agile to waterfall, if needed …
2. Organizational Agility
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The most “agile organizations” are more likely to use several different project management approaches,
including agile/incremental/iterative project management practices (65 percent), Lean (55 percent), Waterfall (48 percent), and Extreme (37 percent).
This suggests that organizations are blending methods or using a hybrid approach by adapting aspects of proven models to the unique needs of the project, the organization, its industry, and the market.
Organizations that use more than one approach are able to reconfigure their processes and combine different techniques to cope with their own distinctive challenges.
In today’s fast-moving, perpetually changing market, a culture of organizational agility
that enables flexibility and the use of the right approach for the right project is an essential strategic competence.
PMI 2015 – “Capturing the value of project management through organizational agility”
2. Hybrid project life cycles 1/2
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Agile Agile Predictive Predictive
Agile Agile Agile Agile
Predictive Predictive Predictive
Example: “Development of a new trade platform (agile) and its
rollout and training of different end-user targets (predictive)”
Example: “A cultural event with predictive workstreams such
as location, booking system, lodging and an adaptive artistic
journey”
Reference: PMI – Agile Practice Guide, 2017
2. Hybrid project life cycles 2/2
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PredictiveAgile
Agile Predictive
Reference: PMI – Agile Practice Guide, 2017
Example: “A building project of a predictable facility with a
new roofing marerial (adaptive)”
Example: “Devepolment of an innovative e-learning suite
(adaptive) that must integrate a database of structured case
studies previously developed by an external supplier (predictive)”.
2. The homeless project manager
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2. PM in a full agile project
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Which project management activities remain taken on PM’s responsibility,
regardless agile roles?
Design the projectzied organization (structure,roles, venues, information system),
Acquire resourses for agile teams from functional structures,
Determine and control budget,
Conduct, control and close procurements,
Manage overall project risks,
Manage project knowledge (transfer and sharing),
Managing organizational change due to the new solution carried out by the project,
Managing integration between project and operations,
Manage project benefits and address overall project decisions.
2. Two organizational project layers
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SM -
Scrum
Masters
DT -
Development
Teams
APO – Area
Product
Owners
SME-
Subject
Matter
Experts
PO – Product
Owner
PM -
Project
Manager
PS –
Project
Sponsor
PS - Project Board
Governance
Execution
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