bill dominguez, pmp, csm value innovation. lean-agile value innovators 2008~2011 shojiki solutions...
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Bill Dominguez, PMP, CSM
Value Innovation
Lean-Agile Value Innovators
2008~2011 Shojiki Solutions
bill
do
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value innovator
Bill is a subject matter expert in the areas of value innovation, solution identification, program management, team building, organizational alignment, and removing the ‘dis’ from diseased ecosystems.
A Certified Project Management Professional, Certified Scrum Master, Lean Agilist, Change Agent. Bill holds Master Certifications in Neuro Linguistic Programming, and Master Performance and Results Coaching.
Bill is the founder of Ecocentric Strategies, formerly the Berenguer Group and currently holds the position of Vice President Community Relations for the Project Management Institute Bay Area Chapter with over 2,400 members
Bill has helped companies from startups to Fortune 10 recognize value opportunities and has built and led high performance sales, marketing, development, professional services, and customer service organizations that deliver consistent high quality and value.
Lean-Agile Value Innovators
2008~2010 Shojiki Solutions
Projects succeed if:Projects succeed if:
Project fails if:Project fails if:
Cancelled
Never implemented
Cancelled
Never implemented
On time
On budget
Full scope
On time
On budget
Full scope
Lean-Agile Value Innovators www.shojiki-solutions.com
Measuring Project SuccessMeasuring Project Success
2008~2011 Shojiki Solutions
Scope
Resources
Schedule
Lean-Agile Value Innovators www.shojiki-solutions.com
Measuring Project SuccessMeasuring Project Success
2008~2011 Shojiki Solutions
Chapter 1, Page 6
• Balancing the competing project constraints including, but not limited to:
• Scope• Quality• Schedule• Budget• Resources, and• Risk
“
“
managing a project typically includes . . .
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
Schedule
64%of work
results in waste
Scope
Resources
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2010 Shojiki Solutions
Always
Frequently
Occasionally
Rarely
Never
36% of functionalitydelivers over 80%
of project value
Source: 2007 Standish Chaos Report
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
Resources
Schedule
Scope
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
So, how do we support strategic decision making??
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
1960 – Portfolio Management concept was introduced to manage monetary investments and to comply with investors tolerance for risk
Today, successful organizations manage their portfolios according to strategic value.
Portfolios, Dashboards, Balanced Score Cards . . .
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
AIG Analysis of PMO Executive Council project database results
“among the projects delivered at least 90% on time and on budget, the majority fail to deliver business outcomes”
“the top performing projects in terms of budget and schedule compliance attain on average only 53% of their business outcome expectations”
Business outcome index consists of:• Quality of delivery• End-user adoption• Business case attainment• Sponsor satisfaction
Source: American International Group PMO EXECUTIVE COUNCIL IT PRACTICE
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
????
Value to customer and businessis a key metric at portfolio level
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
A well designed balanced scorecard addresses Quality, Value, Innovation, and $
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
What is value?
Is value best described in dollars and cents?
In beneficial outcomes?
In meaningful relationships?
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
The customer
defines
Value
and
Quality
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
$6 Billion USDSold for $25 Million USD
$3,295 USD per phone$7 USD per minute
Motorola Iridium Satellite Phone
Motorola set the value NOT the customer
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
“What it looks like now is amultibillion-dollar scienceproject. There are fundamentalproblems: The handset is big, theservice is expensive, and thecustomers haven’t really been identified.” – Chris Chaney,Analyst, A.G. Edwards, 1999
LEARNING FROM CORPORATEMISTAKES:THE RISE AND FALL OF IRIDIUMSydney FinkelsteinShade H. Sanford
http://74.220.211.32/manuals/Iridium.pdf
Maybe they should have asked the customer?!!!!
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
Baseline Budget - $160 million USD
Actual over budget by $130 + million USD
Over Budget! – Scope Creep! – Late! Ouch!
Baseline Release Date July 1, 2008
Actual Release Date August 28, 2009
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
Customer set the value and quality
WW Gross to date$2.8 Billion USD
Profit to date?$1.2 Billion USD
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
and evolve…
Start where you are now…
An evolutionary approach
Creating Value
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
…throughhighly effective
visualization toolsthat show usthe reality of
our project
Predicting Value
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
…with highly effective quantitative analysis
of actual progress
Measuring Value
2008~2011 Shojiki Solutions
Exploiting new ideas leading to the creation of a new product, process, or service
that add value or improve quality
Lean-Agile Value Innovators
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
sustainable actionable and evolutionary
Value Innovation is
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
and results in
higher customer value
business strategy alignment
optimal investments
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
Human Factor
Environment
ToolsThinking
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
Value Innovation Prism
Value Innovation Prism Shojiki Solutions
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
Innovative Thinking
Improve the
business
ecosystem
Lean-Agile Value Innovators www.shojiki-solutions.com
Innovation Fostering Environment
2008~2011 Shojiki Solutions
Lean-Agile Value Innovators www.shojiki-solutions.com
Innovation Fostering Environment
2008~2011 Shojiki SolutionsHM Government Dept. for Business Innovation and Skills
Lean-Agile Value Innovators www.shojiki-solutions.com
Innovative Tools
For example
Kanban
看板
2008~2011 Shojiki Solutions
“Kanban is not a project management or software development lifecycle method. It is an approach to change management - a framework for catalyzing change in an organization.”
David J. Anderson
Human Factor
Environment
ToolsThinking
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
Value Innovation Prism
Value Innovation Prism Shojiki Solutions
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
Five skills that set innovators apart
Harvard Business ReviewDecember 2009
Question Observe
Experiment
Network
Associate
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki SolutionsSource: AIG PMO EXECUTIVE COUNCIL IT PRACTICE
Project Manager Effectiveness DriversPMO Executive Council Analysis
1. Flexibility – ability to innovate
2. Problem Solving
3. Personal Ownership
4. Political Acumen
5. Stakeholder Management
Value Innovation promotes effective project management
Lean-Agile Value Innovators www.shojiki-solutions.com
2008~2011 Shojiki Solutions
In Conclusion
Innovative thinking
Innovative tools
and an environment conducive to innovation
lead to Value Innovationresulting in
Higher Value Project Management
“as professionals we must strive to align resources in the business ecosystem, drive to value, and eliminate waste by building efficient, high quality, high availability systems that holistically serve multiple boundaries" Bill Dominguez, 2009
Bill Dominguez, PMP, CSMinfo@shojiki-solutions.com
Value Innovation
www.shojiki-solutions.com
2008~2011 Shojiki Solutions
Lean-Agile Value Innovators
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