Project Half Double Leading projects to impact in half the time with double the impact

OF ALL PROJECTS TODAY ARE CHARACTERISED AS SUCCESFUL 30% OF ALL PROJECTS TODAY ARE CHARACTERISED AS SUCCESFUL

The changing workforce Let’s look at a typical company today producing a product or a service. Typically, the company will be able to reduce the cost of producing their product or service by 2-3% each year. This is actually an astonishing number. It means that this glass will become 2-3% better or cheaper each year!   This is due to many things we do: We buy cheaper because we buy globally, we move work to low cost countries and we increase productivity by introducing LEAN in our daily operation. All this means that over the last 50 years organizations have changed their balance completely in the western world. We have radically fewer people producing goods and services and we have radically more people in sales, administration and development. The change in the western workforce is remarkable with a fall from 75% to 50% of blue-collar workers over the last 50 years. In the meantime white-collar workers have increased from 10% to 35%. But while blue-collar have improved 2-3% each year white-collar work is another story. White-collar workers are paid high salaries to do one off tasks such as marketing campaigns, IT improvements and product development. Most of this work is done in projects. And guess what… They haven’t improved significantly over the last 30 years! It is still a 30% success rate… Our message today is that this is the single greatest opportunity for business in the western world today! The productivity within project work can be improved dramatically. Productivity being more impact with less resources. Meaning more innovation and improvements for less resources. We have cases where we have improved productivity in projects by 300%. Therefore we call this Half Double.

1,279 articles on project management published Since 1983 (33 years) 1,279 articles on project management published 74 articles rethinking project management 7 articles on how to DO IT Despite this, there has not been done much research on the topic for the last 33 years. 1279 articles have been written about PM; only 74 is written about rethinking current practice, and only 7 articles are centered around how we can do things differently in practice.. There is a huge and evident potential hidden here! So we asked ourselves – how can we invent a new project paradigm that will break with the classic project paradigm and cope with chaos and reality? How can we run projects where changes in the deliverables is a consequence of learning, not a consequence of bad project management. It turned out we already had some of the answers to this. Because in Implement Consulting Group we have been experimenting with concepts like speed in a box, impact cases, pulse checks, co-location and small steering committees with great success and remarkable results already. We just need to wrap it together and spread it the way Womack and Jones did it with LEAN. Svejvig & Andersen, 2015

To put it simple, we will deliver Projects in half the time with double the impact Together we will develop a new and radical project paradigm to increase the competitiveness of the Danish industry

3 17 3 1900+ core elements experiments universities practitioners Methodology Projects 3 17 core elements experiments 13,8 mDKK Research People 3 1900+ universities practitioners

The Half Double Methodology An overview

Reduce focus on deliverables and enhance focus on effect It is all about placing an extreme focus on three core elements Reduce focus on deliverables and enhance focus on effect Impact Flow Leadership Reduce formalism and enhance focus on active involvement of the project owner & reduce focus on management of systems and enhance focus on leadership of people Reduce focus on optimization of resources and enhance focus on the project’s progression

Creating impact in your project requires commitment to three methods 1 2 3 Use the impact case to drive behavioural change and business impact Design your project to deliver impact as soon as possible with end users close to the solution Be in touch with the pulse of your key stakeholders on a monthly basis METHOD Impact case & Impact tracking Impact Solution Design Pulse check TOOLS Principle: Stakeholder satisfaction is the ultimate success criteria

Creating flow in your project requires commitment to three methods 1 2 3 Allocate core team +50% and assure colocation. Reduce complexity in time and space to free up time to solve complex problems Define a fixed project heartbeat for stakeholder interaction to progress the project in sprints Increase insight and commitment using visual tools and plans to support progression METHOD Colocation design to support intensity Rhythm in key events Visual planning and project visuals TOOLS +50% Principle: High intensity and frequent interaction to ensure continuous project progression

Creating leadership in your project requires commitment to three methods 1 2 3 Be an active, committed and engaged project owner to support the project and ensure stakeholder satisfaction. Be a collaborative project leader with a “people first” approach to drive the project forward. Apply a reflective and adaptive mindset – say yes to the mess. METHOD Active ownership approach Collaborative leadership approach Reflective and adaptive mindset TOOLS Principle: Leadership must embrace uncertainty and make the project happen.

Local translation of Half Double is the key

The Half Double sweet spot – a perfect fit for transformation projects HARD PARAMETER SOFT Objectives clearly defined GOAL CLARITY Objectives highly ambiguously defined Physical artefact GOAL TANGIBILITY Abstract concept Only quantitative measures SUCCESS MEASURE Only qualitative measures Not subject to external influences PROJECT PERMEABILITY Highly subject to external influences Refinement of single solutions NUMBER OF SOLUTION OPTIONS Exploration of many alternative solutions Expert practitioner, no stakeholder participation PARTICIPATION PRACTITIONER ROLE Facilitative practitioner, high stakeholder involvement Values technical performance and efficiency, manages by monitoring and control STAKEHOLDER EXPECTATIONS Values relationships, culture and meaning, manages by negotiation and discussion PRE-DEFINED PROJECTS TRANSFORMATION PROJECTS Source: Atkinson, Crawford & Ward, 2006 Build a Half Double mindset to initiate the Half Double approach.

Pilot project results

HALF DOUBLE METHODOLOGY FULFILLING PROJECT SUCCESS CRITERIAS The Half Double Methodology has been evaluated by researchers and it works in 7 out of 9 organizations COMPANY PROJECT TYPE IMPACT FROM HALF DOUBLE METHODOLOGY FULFILLING PROJECT SUCCESS CRITERIAS Product Development Market & Product Development Supply Chain Project IT Project E-commerce Project Organizational Change We have evaluated 9 projects and this slide shows the overall results Green circles shows high impact and fulfilled success criterias Shaded circles in between Red circles low impact and not fulfilled success criterias High impact Medium impact Low impact Fulfilled Partly fulfilled Not fulfilled

Impact stories from the pilot projects

Main learnings across pilot projects #1 #3 #2 Half Double methodology must be applied in the early stage of the project to reach full potential Local translation in a reflective practice is the key to Half Double Managerial willingness to work differently is crucial for creating impact – the project cannot kill idiocracy alone #5 #4 Half Double always leaves a remarkable footprint in the organisation – some change more than others The Half Double sweet spot is with transformation and innovation projects

Pilot project: Novo Nordisk An extreme focus on reducing time to impact, involving end users and on the prioritization of critical project resources The project in short What did we do? THE BIG WHY HALF DOUBLE IMPACT The aspiration was to improve a custom-made program in SAP APO that was important for the SNP Planning department. More specifically, it was set out to ensure: Better master data More stable and flexible planning solution Incorporation of new business requirements The collaboration with Half Double was initiated because: The IT PMO wanted to try a more agile project methodology It was suitable for the specific project: Heavy involvement of line of business – more specifically customer involvement was key The project owner wanted a faster lead-time. Go-live planned for February 2017 Impact case with strong KPI’s to navigate the project Impact solution design to realise impact faster Pulse of the project: Create stakeholder satisfaction with 3 main groups Learn and compare with reference projects from ITC PMO flow Multiskilled core team with core users is collocated 60% of the week Visual leadership of plans and solutions Fixed project pace through compressed sprints The pilot project at Novo Nordisk is a supply chain/IT enhancement project with the purpose of creating a more stable and flexible variant planning solution with future business requirements incorporated. LEADERSHIP Active project owner to engage with project team biweekly Project manager coaching sessions to leverage leadership, reflected adaptation of the methodology and pure stamina Finding common ground between the Novo Nordisk IT Governance model which is a classic stage gate model and the Half Double project approach in the pilot project Project visuals [Pictures] The results so far #1 #2 Time to impact reduced 47% – Go Live from February 2017 to June 2016. User impact: Reduction of number of hours spent on firefighting per week #1 Average Pulse Check score of 4,3 on a 1-5 scale (core team)