risikominimering i ikt-prosjekter - difi · “risikominimering i ikt-prosjekter ... and good...
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“Risikominimering I IKT-prosjekter” - experiences from the Danish Government
Christian Vindinge Rasmussen, Senior Advisor,
Agency for Public Management and eGovernment (Difi), Norway
IKT anskaffelser 16th of January 2014
About me
@vindinge
CSM, CSPO, CSP, Six Sigma Green Belt, PRINCE2
Agency for Public Management & eGovernment, Norway
Ministry of Finance, Denmark
Ministry of Science, Tech. & Innovation, Denmark
LEGO
Software Innovation
External ICT project auditor for European Commission since
2009
Agile coach & trainer – SCRUM, Kanban, Six Sigma since
2008
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Agenda and topics for today
Why are we here?
How do we run ICT projects today?
How could we run our projects to minimize risk?
What pitfalls are there with all this?
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So what is the problem…?
The world is getting smaller every day…
…more competition on resources.
…more competition on prices.
…more competition on quality.
And we need to excel at reducing our risks to
improve our end product, and create better
business value!
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In 2007 the Danish Ministry of Finance
created a rapport with Gartner…
Between 60 – 70% of all public IT-projects in
Danmark failed due to budget- or time- slippage and
wrong estimates
The projects that runs well contains up to 60% not
needed functionality, when done – typically
caused by wrong requirement specs and changed
needs
All changes to the projects are extremely
expensive, the further you are in the development
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So we needed to identify, what risks caused
all this:
Lack of suitable communication
Lack of visibility
Cost of change
Dysfunctionel project methodology
Not clearly identified and optimized processes
Amount of risks too high in general for healthy
projects!
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…the old way of doing things:
ZERO portfolio management
PRINCE2 was the only ”tool” for project managers in their execution of the projects
Subcontractors managed 100% how repporting, test and delivery should be made!
As projects progressed it became more and more difficult to talk with the subcontractor about changes or wishes for the system!
Change Management was a daily rutine!
Too much communication through mails and seldom through meetings, skype etc.
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Waterfall model example
• Handover between steps
• Surprise at the end – (Tah-dah)
Requirements
Design
Implementation
Testing
Installation
Acceptance
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Over the Wall mentality
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We had (and wanted) to do something…
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- cheaper
- better
- faster
- smarter!
(Words by Peter Corbett, iStrategylabs)
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Our top priority…
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To satisfy the customer or stakeholders through
early and continuous delivery of valuable
software
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Principles I
Our highest priority is to satisfy the customer or
stakeholder through early and continuous
delivery of valuable software
Welcome changing requirements, even late in
development. Processes should harness
change for the customer's competitive
advantage
Deliver working software frequently, from a
couple of weeks to acouple of months, with a
preference to the shorter timescale
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Principles II Business people and developers must work together daily throughout the project
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation
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Principles III
Working software is the primary measure of
progress
Processes promote sustainable development.
The sponsors, developers, and users should be
able to maintain a constant pace indefinitely
Continuous attention to technical excellence
and good design enhances agility
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Principles IV
Simplicity - the art of maximizing the amount of
work not done - is essential
The best architectures, requirements, and
designs emerge from self-organizing teams
At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts
its behavior accordingly
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In 2007 we changed our management
strategy
Adopted two ”controversial” project methods
One fostered the startup and maintainance of a
project
The other fostered the core development
We had to build a bridge over all the RISKs our
old projects faced!
If you had a budget of 100mio kroner worth of
ICT projects, you wouldn’t just let kaos loose,
right?
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All employees in our department was certified in Scrum as either Master or Productowner, and most were already or was provided with certification in at least PRINCE2 Foundation or above.
All internal teams and external projects started up with Scrum as primary methodology in their daily work and with PRINCE2 as overhead
We supported the projects and portfolio with tools for both PRINCE2 and Scrum
The two methods on one page:
PRINCE2 PRINCE2 SCRUM / PRINCE2
Business Case
RISK identification
Stakeholders
Proof of Concept
Daily standup
Sprint planning
Retrospect
Reporting
Documentation
RISK analysis
Evaluations
Transfer of ownership
Maintainance
RISK evaluation
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- Most people think the two methodologies dont match!
- PRINCE2 is great at starting up and ending the projects…
- …Scrum is excellent at executing the project!
- …but common for both of them is that communication is a central element and tool you should use – every day, hour, minute, second
Why two project methodologies?
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Developer
Customer
Need
Requirement specification
Implementation document
Finished Product
Actual
need
Salesforce
PM/
Architect
“Classic it-project”
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Customer
Vision
Team Actual needs
Agile it-project
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Communication is the key to reducing your RISKs!
• Set expectations
• Define goals
• Prioritize effort
• Act on problems
• Sharing
• Work as a team
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RISK considerations – I
Business value
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RISK considerations – II
Change Management
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RISK considerations – III
Communication
© Alistair Cockburn 14/01/14
RISK considerations – IV
RISK management
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RISK considerations – V
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Maximize delivered value for money...
The Lean Message: •Reduce waste
•Just-in-time
•Stop the line
The Agile Message: •Frequent deliveries
•Learn and adapt
•Team work
The TOC Message: •The goal is to maximize profit
•Constraints limit throughput
•Optimize the whole
Value and Waste
Maximize Throughput
People and Leadership
Optimize the Whole
Continuous Improvement
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Value and Waste
Value – What the customer is willing to pay for.
Waste – Everything that do not create value are
potential waste candidates.
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7 Wastes of Software Development
Partially done work (inventory)
Paperwork
Extra features (overproduction)
Task switching
Handoffs
Delays
Defects
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Optimize the Whole
3 days of value
81 days of waste 3.6% efficiency
Describe problem at
the support web
site
Evaluate severity Technical analysis Code & Fix
Document fixPackage & release
bug fix
Download and
review bug fix
Install bug fix at
customer site
30 min 7 days 30 min 14 days ½ day 0 days 1 day
½ day 0 days ½ day 30 days 30 min 30 days ½ day
84 days cycle time
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Maximize throughput
Define cross-functional teams
Early and frequent delivery of value
Pull work at bottleneck rate
Reduce project size
Reduce multitasking
Pull
Delivered value
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Theory of Constraints
Eli Goldratt
1.Identify Bottleneck
2. Exploit Bottleneck
3. Subordinate
4. Increase Bottleneck Capacity
5. Goto 1
Pull
Delivered value
Critical Chain
Throughput
Accounting
Inventory is a cost
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Reduce Multitasking
100k 20k 50k
A1 B1 C1 A2 B2 C2 A3 B3
A1 A2 B1 B2 C1 C2
100k 20k 50k
C3 B3 A3
C3
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Return on Investment
-1000
-800
-600
-400
-200
0
200
400
600
800
1000
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15KN
OK
Parallel Serial
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Inventory
0
100
200
300
400
500
600
700
800
900
1000
0 1 2 3 4 5 6 7 8 9 10
KN
OK
Parallel Serial
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People and Leadership
Simple Rules – Dee Hock “Simple clear purpose and principles give rise to complex intelligent behavior”
“Complex rules and regulations give rise to simple, stupid behavior”
Empowered teams Define the purpose for the team
Give the team access to customers
Let the team make its own commitments
Cross-functional and collocated teams
Let the team self-organize
100% focus on actual feature, when done, pull next feature from priority list
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Optimize the whole
Look at the whole Value Stream, from the arrival of a Customer request to its completion.
No value until end-users start using what we’ve done
Tell me how you measure me, and I tell you how I behave” – Eli Goldratt
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However…
Scrum, PRINCE2, Six Sigma and other
methodologies ia not a silver bullet
You, your organization and your subcontractor
has to be mature and ready for adopting
changes
Changes needs to anchored buttom-up –
especially agile changes
PRINCE2 gives management tools…
…SCRUM gives subcontractor and/or your
employees tools Dato Direktoratet for forvaltning og IKT
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Thank you for listening
(– now go and communicate!)
M: +47 902 96 319
T: @vindinge
L: www.linkedin.com/in/vindinge