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

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

3. 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.

4. 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 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

5. 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

6. 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

8. The Half Double Methodology
An overview

9. 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

11. Creating impact in your project requires commitment to three methods1 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

12. Creating flow in your project requires commitment to three methods1 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

13. Creating leadership in your project requires commitment to three methods1 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.

14. Local translation of Half Double is the key

15. 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.

16. Pilot project results

17. 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

18. Impact stories from the pilot projects

19. 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

20. 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)