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Visitus@http://prakalp.pmimumbaichapter.orgmarketing@pmimumbaichapter.orgContacton+912228792194
#PMIMumbaiChapter
AcademicPartner
PRAKALPJ O U R N A LVOL 19
ISSUE 5
JAN 2016PMConclave 2015-16 Special
aninitiativebyInnovation and Project Management
Hig
hlig
hts In
side
PROJECTMANAGEMENTINSTITUTE-MumbaiChapterUnitNo.642,Mainframe1-BWing,RoyalPalm,AareyMilk,Goregaon(E),Mumbai400065INDIA
http://prakalp.pmimumbaichapter.org
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#PMIMumbaiChapter Page1
pg /12 Maximizing Business ValueHOW?? To WOW!!
By Priya Patra
The winner of Technical Paper at
PMConclave 2015-16
pg /23 HOLACRACY - Democracy In Project Mgmt
By Rajesh Kumar Mudiakal
pg /26 Is there any Innovation happening in Agile?
By Rahul Sudame
PMCONCLAVE - TECHNICAL PAPER SECTION
PMConclave 2015-16
Highlightspg / 04
The Voices
pg /02 PMI Mumbai Chapter Team
pg /03 From Presidents Desk
Snapshots
pg /39 PMP Exam Preparation - Cost Questions
pg /44 Project Management Word Search
pg /46 PMPCE Course Schedule - Year 2016
ContentsVOL19,ISSUE5,JAN2016
PRAKALPJ O U R N A LPMConclave 2015-16 Special
pg /50 Mumbai Chapter Activities
pg /34 In Pursuit Of The Fourth "IUltimate Business and Project
Management Strategy
By M.K. Ramesh &
Debasis Chakrabarti
pg /45 Testimonials from Mumbai Chapter Students
pg /19 Method In MadnessBy Ritu Jain & Darshana Padghane
Finalist of Technical Paper at
PMConclave 2015-16
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#PMIMumbaiChapter Page2
The Team
VISIONTobecomearecognizedleaderinProject
Managementfortransformationandgrowth
MISSIONProvideaplatformtoshareknowledgeandinnovativeprojectmanagementpractices
CollaborationwithPMIcomponents
UpholdandinculcateEthicsandValuesinProjectManagementProfession
NurturerelationshipwithCorporate,Government,AcademiaandNGOs
Empowervolunteerleaders,membersandsocietytherebyenhancingqualityoflife
PUBLICATIONANDMEMBERSHIP
PrakalpispublishedmonthlybytheProjectManagementInstituteMumbai Chapter. Themission of Prakalp is tofacil itate the exchange of information amongprofessionalsintheeldofproject,programandportfoliomanagement., provide them with practical tools andtechniquesandserveasaforumofdiscussionofemergingtrendsandissues. AllarticlesinPrakalparetheviewsofthe authors and not necessarily those of PMI MumbaiChapter.
PMIMUMBAICHAPTER
UnitNo.642,Mainframe1-BWing,RoyalPalm(India),AareyMilkColony,Goregaon(E),Mumbai400065India
Prakalpwelcomesyourarticles,projectsuccessstoriesand/orsuggestions.
[email protected]@pmimumbaichapter.org
BOARD OF DIRECTORS
MR. D. Y. PATHAK, PMP
President
MR. AHMED ASHFAQ, PMP
Vice President
MR. KETAN VYAS
VP -Finance
MR. MANOJ SARASAPPAN, PMP
VP Outreach
MR. BHARAT C BHAGAT, PMP
VP Certication and Training
MR. JAY RAVAL, PMP
VP - Volunteer Development
MR. SREEGITH NAIR
VP - Professional Development
MR. OSCAR D'SOUZA
VP - Branches
MR. ANAND SUBRAMANIAM
VP - Membership
MR. BHAVESH THAKKAR
VP - Marketing
AVPs and Volunteers
Prabhu Rajpurohit - AVP Secretary
Manish Dedhiya - AVP Volunteer development
Jan Kaji - AVP Branches
Baiju Mehta - AVP - Cercaon and Training
Sachin Korgaonkar - AVP - Markeng
Vicky Panjwani - AVP - Membership
MPSTME Student Volunteers
Harshet Sharma
Partha Sharma
SIES Nerul Student Volunteers
Chiranjeev Barthakur
Ashutosh Hajare
VOL19,ISSUE5,JAN2016
PRAKALPJ O U R N A LPMConclave 2015-16 Special
PMI MUMBAI CHAPTER STAFF
Sagar Pal - Admin
Sunil Karangutkar - Admin
ADVISORS
Rameshchandra V. Joshi
Rakesh Gupta
PAKALP TEAM
MR. BAIJU MEHTA, PMP
AVP - Certication and Training
MR. SACHIN KORGAONKAR, PMP
AVP - Marketing
MR. PRABU RAJPUROHIT, PMP
AVP - Secretary
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PRAKALPJ O U R N A LPMConclave 2015-16 Special VOL19,ISSUE5,JAN2016
#PMIMumbaiChapter Page3
FromPresident'sDeskHi friends,
At the outset, wish you all a very prosperous and happy 2016!!!!
Welcome again this new edion of Prakalp for Jan-2016.
Having deliberaons on Innovaon and Project Management in PMConclave
2015-16 in Dec-2015, all us can now look forward one of the most important
dimensions of our work Innovaon!!!
If innovaon is all about converng an idea into reality, the project and/or
program management is all about increasing capability of an organizaon by
converng ideas into product or service. However, that realizaon of business
value can only be availed by the organizaons aer implemenng it
successfully.
Organizaons must have Discovery, Invenon and Innovaon as three key
aspects of its long term strategy for sustaining in the business and thereaer
ourishing in the business. Project and/or Program management is an engine
for implemenng new products and services within an organizaon. But what
brings value is the successful implementaon of the product or service to realize
the benets. Innovaon brings value to organizaons by enabling
organizaons with a compeve edge, by increasing return on investment
drascally, and increasing Business Value rapidly.
With start of Make in India, Smart Cies and Startup India iniaves by
the Central Government, a plethora of opportunies will be there to build in
innovave product and services. There will be need to use innovave, dynamic
and exible project management frameworks to ideate new product and
services and implement them successfully.
Such paradigm shi will bring signicant value as a part of your role as project
or program manager and benet yourself, your organizaon and our naon!!
I am sure that you all will nd this release very relevant to you profession and
will add value as you build and roll out innovave product or services.
With Warm regards,
MR. D. Y. PATHAK, MBA, PFMP, PMP, CISA
President
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PRAKALPJ O U R N A LPMConclave 2015-16 Special VOL19,ISSUE5,JAN2016
#PMIMumbaiChapter Page4
PMCONCLAVE 2015-16 Highlights - Day 1
PMIMumbaiChapterPMConclave2015-16Team
Dr.SharadMaisekar,DeanMPSTElightingthelamptoinauguratethePMConclave2015-16
D.Y.Pathak,PresidentofPMIMumbaiChapter,lightingthelamptoinauguratethePMConclave2015-16
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PRAKALPJ O U R N A LPMConclave 2015-16 Special VOL19,ISSUE5,JAN2016
#PMIMumbaiChapter Page5
PMCONCLAVE 2015-16 Highlights - Day 1
Dr.VandanaSonwaney-DirectorSIOMNashiklightingthelamp
R.V.Joshilightingthelamp.WithD.Y.Pathak,Dr.JayantGandhi,Dr.SharadMaisekarandVandanaSonwaney
Dr.VandanaSonwaneyaddressingdelegates.WithShrutiPandit,MOCandBaijuMehta,PMO
Mr.RajendraMuthyewithparticipantsinhisworkshopInnovationMadeSimple
Mr.RajendraMuthye Dr.VandanaSonwaneybeingfelicitatedbyBaijuMehta
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PRAKALPJ O U R N A LPMConclave 2015-16 Special VOL19,ISSUE5,JAN2016
#PMIMumbaiChapter Page6
PMCONCLAVE 2015-16 Highlights - Day 1
StudentofMPSTME-PMIMumbaiChapterBranchPresidentPMIMumbaiChapter,D.Y.Pathakaddressingthe
participants
'AnalyticalandCreativeProblemSolvingWorkshopbyMr.V.Prasanna Networkingbreak
Dr.HemjithBalakrishnanDelegates Mr.BalajiRamadurai
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PRAKALPJ O U R N A LPMConclave 2015-16 Special VOL19,ISSUE5,JAN2016
#PMIMumbaiChapter Page7
PMCONCLAVE 2015-16 Highlights - Day 1
WinnerofTechnicalPaper,PriyaPatrabeingfelicitatedbyMr.R.V.Joshi,ChairTechnicalPaperCommitte
DelegatesatRegistrationdesk
Dr.JayantGandhideliveringtheKeynote
Prof.PradeepPendse,Dr.AnujaAgarwalandProf.Seshadri
Mr.AhmedAshfaq,VicePresidentandD.Y.Pathak,PresidentofMumbaiChapterwithMr.PrakashSeernani-BFSI
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PRAKALPJ O U R N A LPMConclave 2015-16 Special VOL19,ISSUE5,JAN2016
#PMIMumbaiChapter Page8
PMCONCLAVE 2015-16 Highlights - Day 2
MOCShrutiPanditWelcomingDelegates
Dr.AnujaAgarwalAssociateDeanNMIMSMPSTME Dr.AnujaAgarwalbeingfelicitatedbyMr.ManojSarasappan
PresidentofPMIPuneDeccanIndiaChapter,Mr.GirishKadamwithMr.PrakashSeernaniandMr.JayaramBG
Mr.JayaramBGbeingfelicitatedbyMr.AhmedAshfaque Dr.SachinDeshmukhtakingonBigdata
Mr.JayaramBGAVP&HeadPMCOE,Infosys
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PRAKALPJ O U R N A LPMConclave 2015-16 Special VOL19,ISSUE5,JAN2016
#PMIMumbaiChapter Page9
PMCONCLAVE 2015-16 Highlights - Day 2
Mr.PrakashSeernani Prof.PradeepPendse DelegateaskingaQuestion
Dr.RadhakrishnanPillaienlighteningonChanakyaandProjectManagement
Mr.MihirShethistakingworkshoponBusinessEtiquette
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PRAKALPJ O U R N A LPMConclave 2015-16 Special VOL19,ISSUE5,JAN2016
#PMIMumbaiChapter Page10
PMCONCLAVE 2015-16 Highlights - Day 2
CEOofA3RMTPvt.Ltd.Dr.ShrikantParikhtalkingonProjectManagementofHighTechYoungCompanies
Mr.RajeevKumarbeingfelicitatedbyBaijuMehtaProf.V.SeshadribeingfelicitatedbyBaijuMehta
Mr.RakeshGuptabeingfelicitatedbyBaijuMehta
PanelDiscussion-"ChallengesofManagingInnovationProjectMr.PrakashSeernani,Mr.SureshRajan,Mr.RajeevKumar,
Prof.SeshadriandMr.RakeshGupta
Mr.AhmedAshfaq
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PRAKALPJ O U R N A LPMConclave 2015-16 Special VOL19,ISSUE5,JAN2016
#PMIMumbaiChapter Page11
PMCONCLAVE 2015-16 Highlights - Day 2
Mrs.DarshanaPadghanebeingfelicitatedbyMr.R.V.Joshi
Mr.PrakashSeernani,Mr.SureshRajan,Mr.RajeevKumar,Prof.SeshadriandMr.RakeshGupta
withMr.BaijuMehtaandMr.RojiPhillip Mrs.RituJainbeingfelicitatedbyMr.R.V.Joshi
Mr.RojiPhilipbeingfelicitatedbyMr.BaijuMehtaMr.PrakashSeernanibeingfelicitatedbyMr.BaijuMehta
StudentofMPSTME-PMIMumbaiChapterBranchwithMr.BaijuMehta,Prof.Seshadri,Mr.Pathak,Mr.BharatBhagat
andMr.TejasSura
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Maximizing Business Value
HOW??
WOW!!
to
he past decade has seen fundamental change in industries like
1. Telecommunicaons
2. Postal mail
3. Markeng
4. Television / Entertainment
5. Music / Entertainment
The foundaon upon which these industries were built shied and they
experienced profound disrupon as the result of how digital technology has been
leveraged.
This trend towards digital disrupon has accelerated. In order to maintain
relevance, businesses must encourage innovaon and agility.
The Project Management profession is transforming from mere delivery of
projects that conform to PMI's tradional triple constraint, to the delivery of
projects with business value.
The generaon of business value requires agility innovave thinking and
innovave acon.
Let's consider how the combinaon of innovaon and agility can produce business
value?
How can we align service delivery through ideaon, build, launch, support, and IT
operaons to maximize business value?
T
Priya Patra
Sr. Manager Projects, IGATE Global Soluons
In discussing the 200,000 taste tests that
led to the change in formula, the Coca-
Cola web site says, What these tests
didn't show, of course, was the bond
consumers felt with their Coca-Cola
something they didn't want anyone,
including The Coca-Cola Company,
tampering with.
PMCONCLAVE - TECHNICAL PAPER WINNER
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How can a Project Manager be a change agent?
Could the driving of change be the new Project Management for innovave and disrupve
transformaon?
Introducon
In early 1985, a team of high level execuves, analysts, and marketers secretly ploed what would be
remembered as one of the greatest market blunders of the 20th century. For een consecuve
years, Coca-Cola had watched as its agship product lost market share to non-cola products and to its
chief competor, Pepsi.
The company had not been idle. Coca-Cola was plong a change in formula based on the preferences of nearly 200,000 consumer
taste tests. On April 23rd, the company launched its new product, which would replace the exisng Coca-Cola, a product, which had
remained unchanged for nearly a century. Here was an intelligent risk, which had science in its corner. The company was looking to
regain industry dominance, and consumer loyalty.
The backlash was incredible. Coca-Cola's consumer hotline saw a three-fold increase in complaint calls, jumping to nearly one
thousand ve hundred calls each day. It didn't stop there; people complained vehemently to any Coca-Cola employee they had
access to. Security guards and neighbors were seemingly held personally responsible for the company's change in formula. The CEO
received derisive leers, one addressed to Chief Dodo, The Coca-Cola Company.
Coca-Cola had intended to disrupt the so-drink industry and regain market dominance. They ulmately succeeded, but not in the
way they had intended. Within seventy nine days of New Coke's launch, Coca-Cola reintroduced the original formula under the name
Coca-Cola Classic. This announcement resulted in two major news networks covering the story, and front page coverage on nearly
every major newspaper. Coca-Cola Classic enjoyed higher sales than ever, and the company cemented its posion of dominance in
the so-drink industry.
This is a story that demonstrates a calculated risk, gone awry, followed by a nimble response, which allowed the company to capitalize
on its earlier mistake, and gain the sort of dominance it sought, almost by accident. Coca-Cola's successful innovaon was not in the
reformulaon of its product, but rather in its agility in responding to a massive consumer backlash. What could we learn from the
New Coke Story?
SUCCESS OF A PRODUCT DEPENDS ON ITS BUSINESS VALUE.
Wikipedia denes Business Value as an informal term that includes all forms of value that determine the health and well-being of
the rm in the long-run and notes that it goes beyond purely economic value.
The New Coke story demonstrates product failure emerging from a low value proposion and a lack of consumer readiness. In
discussing the 200,000 taste tests that led to the change in formula, the Coca-Cola web site says, What these tests didn't show, of
course, was the bond consumers felt with their Coca-Cola something they didn't want anyone, including The Coca-Cola Company,
tampering with.
The value of
an idea lies in
using of it
-Thomas A Edison
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Digital Disrupon and Customer Experience Management:
GARTNER's 2015 research paper says Customer Experience management is the new baleeld. As change builds upon change,
certainty becomes increasingly elusive. Today's rate of change demands agility and innovaon in product development and
enhancement eorts. Organizaons which fails to innovate and fails to focus on enhancing customer experience won't be
compeve. This isn't about building the future; rather it is a focus on what customers need next.
A Customer experience journey map includes:
Customer Idencaon
Customer Acquision
Customer Development
Customer Retenon
Customer Growth
Aligning the product lifecycle with the customer experience journey map is valuable, and requires an examinaon of product
acceptance. Research indicates that when customers are involved in creang product ideas, their acceptance of new products
increases. In 2011, LEGO introduced crowdsourcing to its product development strategy with Cuusso, which invites users to submit
and vote for new LEGO set ideas. If an idea gets 10,000 votes, it is reviewed and deployed for producon. Cuusso revitalized LEGO's
suering market and today LEGO enjoys unprecedented success.
Who else crowdsources its product development? General Electric! In 2014 GE launched their First
Build iniave, an online community where people submit design ideas for home appliances. First
Build provides, space, tools and resources so that submied ideas are prototyped. Once the
prototype is evaluated, new products are produced on a small scale and consumers provide
focused feedback, which guides the nal design.
Customer Development and Retenon requires businesses to focus on customer experience
through service, delivery, and support. Cost reducon isn't enough; rather businesses must use
every interacon with a customer to generate value. According to the Harvard Business School, a
ve percent increase in customer retenon can result in prot growth of between twenty ve and
ninety ve percent.
Customer Growth: Developing and expanding your customer base is vital. In May of 2015, Coca-Cola launched the e-commerce
CustomerExperienceManagementJourneymap:
The Secret to
success is to use
technology to bring
customers closer,
not chase
them away
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campaign Share a Coke, which enabled consumers to order personalized Coke boles online. So far, 500,000 eight ounces bole
have been sold at the price of $5 each.
Agility Product Innovaon Business Value x N Model
Agile methodologies are designed to deliver business value. In fact, Product Innovaon, with agile, can amplify business value.
Consider sprint planning where features from the product backlog are priorized and moved to the sprint backlog. The business
manager focuses on business value and delivery of a potenally shippable product at the end of the sprint or iteraon. Each
subsequent iteraon either builds on or further opmizes the business value. What follows are some tools and frameworks that
enable this model.
Lean Startup - A startup is a temporary sub-organizaonwhich experiments with and implements new business models. Applying
lean thinking, results in models being validated by real users while comming minimal resources. It is based on the Build Measure
Learncycle.
Minimum Viable Product (MVP) is the product that provides highest return on investment vs risk. It is that version of the product that
enables the full turn of the Build Measure- Learn loop with a minimum amount of eort and least development me. Its goal is to
test the fundamental business hypotheses.
It was in July 2013, I was called in to manage / salvage a so called situaon. We were
conguring workows for on-boarding of suppliers, using a SaaS product from a third
party vendor.
Our workows were complex and had mulple steps. Over the years we had added
business specic parameters, leading to spaghe conguraon parameters and code.
The implementaons were complex, erroneous and the lead me to release a workow
was one month. We spent one week on user training and three weeks post producon
support. Our customer experience was not great and we were losing customer base to
other modes of on-boarding, somemes manual. We needed to simplify and standardize
our workows. Who else could provide us the right inputs? None other than our
customers!
BusinessValuexNModel
BusinessValuexNModel
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We presented our rst MVP the workow design as a mockup; we launched MVP 2, a working demo of the same to a pilot group of
users two days later. There were daily feedback sessions; and we would release a MVP every two days. We validated our learnings and
improved on the workow iteraon on iteraon. Aer ve MVPs and at the end of one month we rolled out a workow which was
simplied and loved by our users. We could cut down the me for our subsequent implementaons from 1 month to 3 weeks,
training and post producon support to 1 week. Not only was that implementaon a
success, it also increased our customer sckiness.
FASTWORKS is a framework developed by General Electric and Eric Ries based on the
lean startup principles of think simply, test quickly and move immediately.
In 2013, General Electric began implemenng FASTWORKS, where employees pitch
product ideas. The best ideas are developed by their original teams, who demonstrate
viability through tests and connuous user interacon. This process results in an MVP
directed by customer feedback. In January of 2013, GE developed a French door MVP
for their high end Monogram line of refrigerators. Customers said the color was too
dark and the lighng was inadequate. GE made revisions and in August 2013
customers indicated that they liked the product. In Jan of 2014, GE built 75 units, which
have met with customer approval and GE expects to launch version ten in late 2015.
GE has moved away from the tradional strategy of revising products every 5 years,
and today they revise every year. The FASTWORKS program has enabled GE to leverage speed as a compeve advantage along with
their open and collaborave interacon with customers.
MVP need not necessarily mean a minimally featured product; it is a means to get early feedback. In my Workow Implementaon
project our rst MVP was a mockup. In 2007, Dropboxreleased a 3m screencast published on Hacker news. The screencast provided
early adopters a preview of the Dropbox experience. The video served asan MVP, which validated Drew Houston's belief that his
development eorts would yield a product with customer demand.
Google Design Sprints This framework, developed by Google Ventures is a 5 day sprint as outlined below:
Day 1 Understand the team delves into the problem through compeve analysis, strategy exercises and research.
Day 2 Diverge Rapidly develop as many soluons as possible
Day 3 Decide Choose the best design and make a user story
Day 4 Prototype Quickly build a soluon and solicit user feedback
Day 5 Validate users access prototype and communicate what works and what does not
Cap Gemini's Co-innovaon Labs brings developers and customers together to co-create soluons that solve their customers'
problems. Co-innovaon Labs rely on two day hackathon sessions for rapid Ideaonand crowdsourced soluons to create MVPs.
To be successful, these business ideas require meculous project / product and program management. What would have happened
in Capgemini's Co-Innovaon Labs if the actors were not focused? Would a two day MVP be possible? Without Project management
these eorts would fail.
If you are not
embarrassed by
the rst version of
your product,
you have launched
it too late
- Reid Homan
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Disciplined program and project management are required for a successful blending of technology, focused innovaon, agility and
customer experience management. Without the Project Manager not only does a company fail to maximize business value, they may
well fail to deliver any value.
In a true agile manner when I retrospect on my experience and learnings of the workow implementaon project as a project
manager I:
Catalyzed the team to Introspect as well as extrospeco understand customer pain points.
Priorized ideas which could create the painkillers, In this case we used the innovaon funnel to Dene- Incubate-Accelerate and
Scale ideas.
Observed customer reacon, collect feedback and communicate back to stakeholders and team through eecve communicaon.
Measured learnings and incrementally build value based on the learnings.
Monitored risks arising due to changes in the SaaS product, which we were
conguring. We had a scheduled release of the SaaS product aer we had built our
third MVP. To migate the risk, the vendor was involved in the customer feedback
sessions to align the release to the MVP. This helped us to accelerate the creaon of
our third MVP and amplify value.
The above leads to the essenal components of project management as explored
below:
Strategic Planning: Innovaon projects are evaluated for GO or KILL decisions.
Manager must priorize innovaon with the most promise for prot and ideas
that are aligned to the business objecves, resources must be allocated where
they can make the biggest dierence.
Communicaon: As agility and innovaon gain in importance, project managers
will need to focus on being proacve based on market trends, changes in
technology and customer expectaons. Communicaon must include upper and
lower layers of the organizaon, as well as customers and third party vendors in
order to minimize surprises.
Monitoring and Tracking: A Project manager's role is to manage the fuzzy end of
innovaon. While creang MVPs learnings / value is to be measured, when the value yields diminishing results, they must
correct, or stop non value added projects. It is imperave that these assessments be done quickly, which will expand the
focus of Project Managers beyond the iron triangle of scope, schedule and budget, so that they are managing for value.
Risk Management: Rapid changes in technology and requisite experse constantly impact requirements. Thus, scope creep is a
constant threat, and unancipated opportunies may suddenly appear. Risk idencaon, monitoring, and response, is essenal
to migate damage and capitalize on opportunies.
InnovationFunnel
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Change Management: Change management is essenal to organizaonal agility and the ability to adapt to new business
scenarios, technologies, and customer senments. Change management is responsible for project success and change
acceptance is part of that success. Thus, change needs to be communicated to users, and compeng interest must be addressed
to ensure successful adjustment and adopon within the organizaon.
Looking Forward
Now that we have learnt about the market dynamics, how it relates to digital disrupon, customer experience and tools and
frameworks to achieve superior customer experience, it is just a maer of visualizing and connecng How ideas to generate
WOW customer and stakeholder experience? To summarize:
1)Improve co-creaon:Foster increased customer parcipaon.
2) Design Beer: Focus on designing the customer experience.
3) Showdon't tell: Provide customers with regular access to developing products for feedback and praccal improvement.
4)Be led by the customer needs not by Technological possibilies.
These principles will WOW customers and project sponsors. Customer retenon and growth will improve, business value will be
obvious, and prots will grow as customers become fans.
References:
hps://en.wikipedia.org/wiki/Business_value
hp://www.wazoku.com/blog/10-top-innovaon-quotes/
hp://www.coca-colacompany.com/stories/coke-lore-new-coke/
hps://www.pmi.org/Business-Soluons/~/media/PDF/Business-Soluons/Global_innovaons.ashx
The Lean Startup Eric Ries
hps://hbr.org/2014/04/how-ge-applies-lean-startup-pracces/
hps://rstbuild.com/
hps://www.capgemini.com/customer-experience-management/capgeminis-co-innovaon-labs-helping-you-think-two-steps-ahead
About the Author:
Priya Patra Sr. Manager Project, IGATE Global Soluons
Priya is an Agile Evangelist and a Project Manager in technology industry Within IGATE she leads the Agile Community of Pracce. Externally, she is
an acve contributor to projectmanagement.com - PMIs KM site. For her contribuons, she was invited for Ask an Expert session at the PMI
Global Congress 2015, North America.
Email: [email protected]
LinkedIn: hps://in.linkedin.com/in/priyapatra
Twier: @priyapatra
Reviewed By:
Michael Adams, PMP, ITIL Foundaon
Michael is a senior applicaon analyst and project manager for Los Alamos Countys IT Division. Michael volunteers as President Elect for the
Otowi Bridge PMI chapter in New Mexico, and Michael writes the PM-Interface blog on ProjectManagement.com
Email: [email protected]
LinkedIn: hps://www.linkedin.com/in/michaeladamspmp
Twier: @MichaelAdamsPMP
Images By: Mohammed Abuzar ([email protected])
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Method
n a global business environment, companies undertake large-scale and complex
projects as they seek to implement business strategies that involve mulple business
units, geographies and possibly several service providers. In organizaons where the
maturity of project management processes and tools is low, execung such projects
can be chaoc.
Project management discipline is essenal to the success of large-scale projects but
there are many situaons that project managers have to contend with that can
disrupt discipline and add to the chaos. These may include 'project creep' where
signicant scope is added at a late stage and this has a ripple eect on dependent
projects. Managers struggle to keep pace with perennial resource demands as
crical risks and issues get lost in nerve-ending lists and the status reports they
receive become 'stale'. Managing diverse teams across geographies also introduces
cultural complexity.
While there may be an opmum tool for each scenario, the reality is that restricons
oen mean project managers have to deploy what is on hand without the luxury of
introducing their preferred system.
Quick Wins with Innovave Soluons
If large projects are to be successfully executed, they must be well organized,
coordinated, monitored, and controlled. Although it may be preferable to deploy
specialized project management tools to handle such large projects, these tools
come with their own costs and complexies and implementaon can be
overwhelming. Introducing new tools may shi focus from actual project work. And
if users are not comfortable with these tools, their introducon may lead to other
complicaons.
For organizaons that have lile in the way of project management systems in place,
it may be more ecient to use whatever exisng tools and resources are already
available.
The following real world project scenarios are examples of innovave soluons being
introduced to address the prevailing challenge.
I
Abstract
For any large-scale project, there are several
challenges faced by a project manager. In this
paper author has shared various real life project
scenarios wherein exisng tools were used in an
innovave way to address few such challenges
and implement the best pracces to achieve the
project management discipline required for large
projects. This paper demonstrates how simple
and pragmac soluons can become powerful
means to achieve method in madness.
PMCONCLAVE - TECHNICAL PAPER ENTRY
Madness
Submitted for PMConclave 2015-16
Ritu Jain, PMP
Darshana Padghane, PMP
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Geng Right Resources at Right Time
Challenge: In a very large project at a global bank, more than 100 open resource requirements existed at any given point of me.
Timely availability of the people with the skills required at parcular stages was a prime concern.
Several factors combined to impede opmal resource assignment and ulizaon. There was no single view of resource requirements
at overall project level and mulple work streams were compeng for the same skill set. The methods of capturing and maintaining
resource requirements within each project were inconsistent. Timely informaon about requirements and status was unavailable so
a lot of me was spent in coordinaon and consolidaon. The support funcon that should have been allocang resources was
uncooperave due to these reasons.
Soluon: Microso SharePoint was already in use within the team so it was deployed as a tool to overcome these challenges.
SharePoints List feature was used to create a centralized list of all resource requirements. All requirement details such as date
requested, project work stream, skill set, experience level, cricality, planned start date, planned end date, and remarks. were
captured in the SharePoint List. This provided a real me view of all resource requirements at overall project level. There was no
dependency on individual teams for access to this view as informaon was available to all at a central locaon. The result was beer-
planned resourcing and support from the resource management funcon. The availability of real-me informaon made tracking
and reporng more eecve and relevant metrics were generated to support further improvement.
Result: Using this simple tool, resource management for this large project was streamlined and several benets were derived. A
single source meant all resource requirements were idened well ahead of me at a centralized place. This led to a signicant
reducon in me spent in coordinaon and consolidaon of informaon. With the help of tool, tracking and reporng of resource
requirements and their status became much more eecve. With improved cooperaon from resource management funcon
resources were available in a mely manner.
Coping with Lack of Synergy in Mulple Silo Teams
Challenge: A retail giants SAP project included several businesses located in the APAC region. The global project team comprised
various funconal experts sat in dierent locaons and country-specic teams for local implementaon.
Working with distributed teams presented several challenges. Team members were unaware of work hours and holidays at other
locaons, which made planning meengs dicult. Cross-cultural dierences caused problems and with key stakeholders travelling
across geographies, they became dicult to connect with.
Teams were unaware of other work streams and conngencies. Several escalaons across the teams hindered the projects progress.
Soluon: An overarching project umbrella to address the concerns of the distributed teams and unite members was needed. As
SharePoint was already used within the project as a document repository, a project portal was created using SharePoint Team Site to
provide a focal point. This website or portal became a go-to point for all informaon needs of team members and oered a channel
for consistent communicaon.
All project informaon was stored in the portal and links provided for various sites for work streams and country-specic roll-outs.
Project prole, project plan, risk register, issue register, and status reports were available as were key project updates such as
upcoming milestones, recently accomplished milestones, iniaon and closure of projects. The portal also held holiday, leave and
training calendars alongside contact informaon for all team members. A celebraon corner was used for personalized messages and
photographs of special occasions.
Result: The project portal helped create a sense of belonging for all team members and encouraged a collaborave project
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environment. Providing proacve and consistent communicaons was an important way of connecng and engaging the enre
team. As the team aligned to a common project purpose members became eager contributors to various project acvies. The
transparency created an environment of trust and teamwork and team celebraons kept morale high.
Tracking Fast-Changing Requirements
Challenge: A technology upgrade for the wealth management arm of a global bank encompassed re-architecng the applicaons
and enhancing exisng funconalies. The project had mulple technical and business requirements and, as it was live applicaon,
parallel change requests had to be incorporated as well. The project had to be completed before the legacy technology went out of
service. Using agile methodology, each release saw more and more funconality migrate from the exisng applicaon to the new
applicaon.
There were following key challenges
Due to dierent technology features, the exisng features could not be implemented as is
Change requests on older applicaon added to the list of requirements
Bugs in exisng applicaon were discovered and had to be xed as well
Business requested several enhancements on top of exisng funconality
The business requirements documented at the beginning of the project no longer remained valid
Several requirements came in over mails and no track of the ones authorized by business
Key requirements missed in the release leading to loss of faith and condence of business users
Development team overworked and frustrated with ever changing requirements
Soluon: The project needed an agile project management tool but there was no budget for any such tool and the team was not
ready to spend me and eort implemenng a new tool for the project. The project team was using JIRA to track maintenance
requests for the exisng applicaon so a decision was taken to use the same tool for the technology upgrade project. All
requirements listed in Business Requirements Document were broken down and migrated into JIRA for easier tracking. All
requirements were priorized and categorized as essenal, required, nice to have, or oponal and JIRA items tagged to a release.
Wherever change was iniated, an impact analysis was done and all conngencies idened, updated and sent for business
approval. Only JIRA requests approved by the business would be picked up for development. Aer each release JIRA items falling o
the release were re-priorized for the next release.
Result: With each successful release, the business was sased with the funconality delivered. As the requirements were signed o,
the number of defects and post release issues reduced. The capture and tracking of requirements to a logical closure helped gain the
trust and condence of user community. Requirements were beer priorized and managed which minimized backlog and took
pressure o the development team. In turn this improved the quality of deliverables and allowed for beer planning of subsequent
releases.
Eliminang Risk and Issues Creang Chaos
Challenge: The project was the conversion of a clearing plaorm for a global bank, which aimed to replace an external plaorm with a
proprietary one acquired with the purchase of a smaller bank. The overall business program had several work streams including
major IT sub-programs to customize the clearing plaorm and switch exisng applicaons. The project faced major challenges. All
work streams were running in parallel and interdependent. Teams had varying levels of project management maturity and used
dierent tools to manage their projects. As teams waited on each other they played a blame game over the delays. There were
several risks and issues but no clarity on which ones were impeding the overall program.
Soluon: With several IT project teams involved and high levels of specicity required within work streams, it was unsustainable to
connue to manage issues, risks, and dependencies in Microso Excel.
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SharePoint was touted for overall program management but the team, which had been using Mercury Quality Center (QC) for Defect
tracking, was not comfortable transioning. To deliver a quick win, QC was customized to create dierent categories of items for
issues, risks, and dependencies. Fields were added so that internal items could be easily assigned and tracked to closure while Excel
reports could be extracted easily and published to larger audiences.
Result: The risks, issues, and dependencies were well managed using the Mercury Quality Center. Segregated at appropriate levels
and assigned to correct owners, risks, issues, and dependencies were tracked to closure. By idenfying the correct owner for each,
issues and risks were migated in a mely manner. Escalaon mechanisms were used eecvely to manage risks and idencaon
and tracking of dependencies at overall project level helped improve control and risk planning.
Derived Best Pracces
Several conclusions can be drawn from the combined project experiences.
Single Source of Truth: In cases where mulple teams work in parallel it is essenal to have a single view of real-me
informaon. Best results come from the use ofa common shared arfact with controlled access such as resource tracker, risk and
issue tracker, assumpons and claricaons tracker, defect tracker, acon item tracker, or dependencies tracker. Any tool, whether
designed for content management, collaboraon, document or conguraon management can be used if it is centrally managed and
accessible and has controlled access.
Unied Project Team: When working with distributed teams a project portal is a must. It helps create an integrated
team environment. Depending on the size and nature of the project, several features can be added to the portal. These may include
news and announcements, calendar, me-sheets and leaves, contact details, travel plans, project team structure, and links to project
documents. Any prevalent web or portal technology can be used for the purpose.
Taming the Change: For projects in a dynamic or agile environment, it is imperave to have a suitable tool to plan and
track the change requests and manage the releases. There are several agile tools in the market but convenonal tools can be
customized for the purpose. Many defect-tracking tools also provide features for requirements and change-tracking.
Conclusion
There are clear benets to choosing the right tool for the job. In project management these benets will include reduced risk of
chaos, beer ulizaon of me, enhanced producvity, improved tracking, and idencaon of areas of further improvement. But it
is not the tools themselves that achieve results but the way in which they are used.
Instead of allowing a project to be overwhelmed by a tool implementaon, project managers should focus on solving the problem
with soluons that are easy to implement and adopt. Picking something that is already in place and with which people are already
familiar will give a project manager an edge.
References:
[1] Project Management Body of Knowledge (Edion 5 ) - PMI
[2] The Standard for Program Management PMI
[3] Managing successful Programs - Oce of Government Commerce, UK
[4] hps://en.wikipedia.org/wiki/Agile_soware_development
[5] hps://en.wikipedia.org/wiki/Microso_SharePoint
[6] hps://products.oce.com/en-us/sharepoint/collaboraon
[7] hps://technet.microso.com/en-us/oce/
[8] hps://www.atlassian.com/soware/jira
[9] hp://www8.hp.com/in/en/soware-soluons/quality-center-quality-management/
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HOLACRACY
olacracy operates on a principle of self-organizaon or self-management where
there are no bosses who dictate the decision from the top. It works on the
principle of distributed authority. This approach of management was founded by
Brian Robertson and Tom Thomison in 2007. Holacracy is derived from the Greek
term Holon which means whole or self-contained autonomous units.
According to the founders, Holacracy works like an operang system where
decision making is distributed among various circles. Each circle is self-organizing
group with people performing various roles. There will not be xed job
descripons or job tles. The tradional job descripons make the way for roles.
These roles are exible and keep on rening. A person can take mulple roles in
same circle or be part of mulple circles. Also the roles are not xed forever and
can be changed as per the decision during governance meengs. Each decision is
made in democrac way with no hierarchy within the circle. Each circle is led by a
lead link. But the dierence here is that the lead linksareequal to any other team
member and has no authority over the team members. Lead link has the
responsibility to assign the roles to its team members and represent the combined
roles of a circle.
The governing rules and processes are dened in Holacracy constuon, which is
frequently rened in mulple iteraons through governance meengs. Authority
and decisions are distributed to team rather than centralized decision making in
tradional way of management.Though there are no hierarchies within the circle,
there could be hierarchy of circles, with a super circle encompassing dierent sub
circles. The various circles can be linked to each other in hierarchical or exist in
parallel. There isa role called rep link who is nominated to be part of another
related circle, to ensure that there is greater
synergy across various circles.
The examples of roles could be:
Brand Design
Product delivery
Markeng
Developer
Secretary Etc.
H
Rajesh Kumar Mudiakal
SAP Project Manager
Abstract
What would be the reacon of Senior Director of a
company on being told that he has to give up all his
powers from the next day and would be treated on par
any other employee in the company? The natural
response would be that of resentment and this could
even result in employee arion. At the same me a
junior execuve whose ideas used to get sed by his
seniors more oen than not, would relish such situaon
where his voice will be heard. This is the kind of situaon
Holacracy would bring in to table. Holacracy is similar to
democracy or communism in management, which
empowers every employee and removes power centres
within the organizaon. But though it is democrac,there
cansll be hierarchies. But individuals are replaced by
group of individuals as circles and the job proles are
replaced by oang roles. It brings in transparency and
also bring inmore people in decision making process.
Though we cannot discount its benets, there are
apprehensions about the praccality and universal
adopon of this method. This paper examines this
revoluonary concept of management and how it can be
applied to Project Management.
PMCONCLAVE - TECHNICAL PAPER ENTRY
Democracy In
Project ManagementSubmitted for PMConclave 2015-16
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The taccal and governance meengs are held at regular frequencies to address governance and process related issues and
constraints. The Governance meengs take care of issues pertaining to roles, authority, powers etc. The Taccal meengs address
project updates, checklists of last week, project matrices and tensions.
A shared space known as corkboard is used for monitoring operaonal tasks. Shared space can be physical board, intranet or excel
sheet. The various rules and governing structures are laid out in holacracy constuon. The decisions are made through an
integrave decision making process where a facilitator coordinates the process, which involves a proposal followed by reacon
round where the immediate reacon of the other circle members are sought. A Decision is made if there are no objecons to the
proposal. If there are objecons, they are discussed and unl a consensus is arrived at. If there are no proposals from any member, a
group decision is made through exploring various points of views with each member of the circle. Each point of view or objecons are
discussed thoroughly before taking nal decision. Here it diers from typical democracy where decisions are made based on majority
vote that even the minority views also heard and incorporated, if they are valid points.
Case Study
The most popular case study for Holacracy Model is Zappos. Zappos started the process of transion in to Holacracy in 2013 and met
with inial resistance from a secon of the employees. The transion resulted in Chaos in the inial phase where the employees were
confused about the structure and the changes. One year was the targeted me for completely moving into holacracy. But the pace of
change was not up to mark. The Companys MD Tony Hseih had to give an ulmatum to his employees to embrace the new way of
funconing or leave the company with severance package. 14 % of the employees chose to take the package and leave the
organizaon. The key challenges were to align the employees to the new structure, dening proper roles, design of salary structure
based on roles, fear of losing jobs etc. But the resolve and belief of the leaders of Zappos is taking it through the transion despite the
obstacles.
Holacracy in Tradional Waterfall Project Management
There is a genuine fear among praconers about whether the project managers will be abolished or diluted in the new structure of
Holacracy. This fear is baseless as the projects sll have to be managed and alsothe project Management skills and methodologies are
sll be required. In tradional waterfall project Management, the project Manager has absolute authority of decision making
pertaining to the project and there is a reporng relaonship between project team and Project Manager. So a bad project Manager
can spoil a project despite the good work by the team and many mes the great ideas from the team members are blocked by
managers and also there can be situaons where team members fear to express themselves. Holacracy provides soluons to this.
The dierence here is that the project Management might not be done by a single person and also the project manager will just be
one of the roles within a project circle. There can be single or mulple roles which cover the enre acvies of project management
and also the project manager role will not have absolute authority over the decision making. For example, Creaon of inial project
plan could be one role; there can be other roles for acvies like monitoring, conducng status meeng etc. The advantage with the
holacracy is that the project management tasks are geng distributed among various team members and thus ensuring greater
parcipaon of all team members in the process. The risks and escalaons called Tensions are managed through taccal meengs
in a democrac manner. New roles are created and the exisng roles are reworked based on the changing realies of the project
through governance meeng. For example, in a complex project suppose new risk occurs which requires closer monitoring and set of
acvies which were not part of original project plan. In such cases, the exibility which Holacracy provides will be of help. Holacracy
constuon itself provides the provision of creaon new roles as per the changing condions. So the management structure will be
up to date with the changing realies. The distributed authority helps in ensuring that there is greater dialogue and brainstorming
while tackling various problems as more people are involved in decision making. All team members are given equal chance to speak
at taccal meengs and governance meengs. So the project management decisions will be based on group intelligence rather than
the intelligence of a parcular person. Empowering every individual ensures that there is opmum ulizaon of capabilies of all
team members. Also there will be free ow of informaon across various team members and ideas will not get sed by managers.
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Holacracy in Programme Management
Holacracy gives a framework for programme management scenarios as well, where the mulple teams and projects can be
interlinked through sub circles, super circles with the highest circle hierarchy level forms the programme management layer. The sub
project circles are linked among each other and to programme management circle through rep link role. Rep links are elected by each
circle. The Rep links ensure that the tensions and point of views of various project teams are heard at a higher level of decision making
circle and ensure integraon of projects aligning to the programme objecves.
Holacracy in Agile Project Management
Holacracy perfectly blends with agile environments. Holacracy itself has an agile governance model, which is rened through
mulple iteraons. Holacracy gives extra edge to agile project management methodology. Agile methodology is also working with
self-organised teams. But typical agile organizaon structure lacks proper administrave and decision making framework. This gap
can be fullled by Holacracy. Each scrum team can be treated as a circle with roles like scrum masters, developers etc. These two
frameworks can complement each other to enhance each others capabilies. Holacracy also gives a soluon to inter-play between
dierent agile/scrum teams working within the project and across dierent projects under same program. One of the key which is
missing in agile methodology is risk management, which get addressed through taccal meengs in Holacracy. But there is need for
creang a hybrid model of agile methodology incorporang holacracy structure in to agile framework. Ternary soware Inc had
successfully adopted holacracy for their agile development teams. Holacracy helped Ternary to have beer communicaon and
decision making within the agile teams and across mulple teams through double linking through rep links.
Conclusion
Holacracy as concept that holds a lot of promise and can revoluonise the project management and Management in general. But
how it is implemented and introduced in to the current system is very much important. A sudden switch to new concept can create
employee dissasfacon, chaos and arion like Zappos experienced.A phased introducon of change starng from some projects
or some specic areas would be beer opon rather radical change altogether. The centre theme of Holacracy is empowerment of
employees. So it is important that employees are aligned to the concept and their insecuries are understood and addressed. If this is
not happening, Holacracy will create holes in the organizaon with employee arion. Also the holacracy deals with only internal
re-organizaon, but specic guidelines are missing on how to deal with external stakeholders like partners, customers, vendors etc.
So there is need for expansion of the concept to encompass wider ecosystem.
References:
p://www.holacracy.org/how-it-works/
hp://www.businessinsider.in/Inside-Zappos-CEO-Tony-Hsiehs-radical-management-experiment-that-prompted-14-of-employees-to-
quit/arcleshow/47310297.cms
hp://www.forbes.com/sites/stevedenning/2014/01/15/making-sense-of-zappos-and-holacracy/
hps://hbr.org/2015/09/the-big-misconcepons-holding-holacracy-back & hps://en.wikipedia.org/wiki/Quality_circle
hp://www.sociocracy.info/hps://www.cuer.com/sites/default/les/oers/APM/2006/HolacracyACompleteSystemForAgileOrganizaonalG
overnanceAndSteering_Cuer.pdf
About the Author
Rajesh Kumar Mudiakal is currently working as SAP Project Manager with one of the Big 4 Auding and Consulng rms. He has an overall
Experience of 19 years in areas like IT, Manufacturing and Project Management. He has completed M.S in Mechanical Engineering from University
of Bristol in UK and an Execuve Cercaon in Strategy Consulng from Columbia Business School, USA. He was a recipient of presgious
Commonwealth DFID shared scholarship at the University of Bristol, UK. His Professional Cercaons include PMP and Prince2 in Project
Management, ITIL V3 and ISEB in soware tesng and SAP Cercaon in Soluon Consulng. His areas of interest are Project and Program
Management, Strategy Consulng, Risk Management, Agile project Management and SAP Consulng. He has been part of Final Judging
Commiees at American Business Awards and Internaonal Business Awards for Informaon Technology categories in 2014 and 2015. He has
published papers at PMI Naonal Conference at Hyderabad in 2014 and at Internaonal Conference of Management at JNU Delhi in 2014.
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AGILE?
mol, a young and bright Project Manager was having a conversaon with
Mahesh (Director of a product development company) regarding an Agile
Project Manager opening in Maheshs company. Mahesh asked Amol, Hey
Amol, you have menoned in your resume that you have worked on Agile
projects. How is your experience of applying Agile for large programs, using
scaling frameworks?
Amol said, Well, uh, um, I have a Scrum Master in my team, who talks with
Scrum Masters of other teams, part of the same program. Aer listening to
this Mahesh said, My dear friend, the world of Agile is evolving rapidly and
moving beyond the convenonal pracces.
Have you come across any such scenarios, where your friends menon lot of
new jargons in Agile context, which leaves you baed? Agile has now
become a mainstream methodology for managing projects and that is
resulng in lot of new terminologies. In this context, it is important for all
Project/Program Managers and other stakeholders to understand the new
developments in Agile space.
Evoluon of Agile
Even though iterave development processes existed for many years, the
real momentum started aer Agile manifesto was signed in 2001 and now
Agile is the de-facto methodology at many places.
A
Rahul Sudame,
Persistent Systems
Abstract
Agile Project Management methodology is geng wider
acknowledgement and adopon in the last few years. Even
though Agile Manifesto was signed in 2001, actual adopon of
Agile started geng recognion approximately since 2006 and
started becoming mainstream methodology since 2010. In this
context, it would be worthwhile to check if Agile as a project
management methodology is also evolving or not.
This paper will talk about innovaons happening in the eld of
Agile in the last few years and how the picture looks like going
forward. It would cover new trends in the eld of Agile and how
the eld of project management is adapng to it. Agile is resulng
in lot of changes in roles of dierent stakeholders and team
members and the paper would present some of these changes
experienced by the author. It would also cover new tools&
techniques emerging to manage projects eecvely. As Agile is
scaling across large organizaons, it is not enough to have
convenonal Scrum teams with just 7-9 team members. This is
resulng in lot of new scaling frameworks (like SAFe, DAD, LeSS
etc.) geng generated. The organizaons are also trying out lot of
new things like choosing best pracces from dierent Agile
methodologies like Scrum, Kanban, XP, Lean etc. The paper would
cover such trends and innovaons in the eld of Agile, which
would help readers to understand how the eld of Agile is
evolving since the last few years and how the future looks like.
PMCONCLAVE - TECHNICAL PAPER ENTRY
Is There any Happening inInnovation
Submitted for PMConclave 2015-16
EvolutionofIterativeprocesses
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Lets go through some of these advances in the Agile eld in the subsequent secons.
OpenSpace Agility Invitaon instead of Mandate
As Agile started becoming popular, many organizaons started imposing Agile on their teams with the expectaon of Faster
Cheaper Beer results. This mandate can somemes work against the culture we would like to build. Hence, OpenSpace Agility [3]
technique recommends inving the team members to get involved. It incorporates the power of invitaon, Open Space, passage
rites, game mechanics, storytelling etc. for building the right environment.
The key events menoned in the passage rites are:
A Beginning: An Open Space meeng
The Middle: With experimentaon, play, and storytelling
The End: An Open Space meeng
This concept highlights importance of building right culture which would encourage team members to opt-in to pracce Agile.
Scaling Agile across the Enterprise
One of the very visible innovaons in the space of Agile is evoluon of scaling frameworks. As enterprises are trying to adopt Agile for
large programs which can consist of hundreds of team members, standard Scrum guideline of a team consisng of 7 to 9 members is
not enough. This resulted in dierent frameworks to solve this scaling need.
Scaled Agile Framework
Scaled Agile Framework (SAFe) [4] presented by Dean Lengwell proposes Kanban pracces at Porolio level for dening Strategic
Themes and Business Epics. Program Layer recommends building Agile Release Train (ART), which is an ongoing release mechanism
based on Develop on Cadence and Release on Demand principle. Team layer consists of applicaon of Scrum pracces across
mulple teams involved in the ART.
EvolutionofAgileMethodology
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Large-Scale Scrum (LeSS)
LeSS [5] built by Craig Larman & Bas Vodde presents a framework that extends Scrum with scaling rules and guidelines without losing
original values of Scrum. It focuses on presenng a simple mechanism which ensures that core aspects like Transparency, Empirical
Process Control, Iterave development and Self-managing teams are maintained even during the scaling process.
ScaledAgileFramework
LeSSHuge
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Disciplined Agile Delivery (DAD)
Disciplined Agile 2.0[6] process decision framework supports simplied process decisions around incremental and iterave soluon
delivery. Built by Sco Ambler, it recommends using Scrum, Agile modelling, lean soware development and other pracces as
suitable for the project.
Descaling!
Apart from the above menoned frameworks, there are few more scaling frameworks like Scrum at Scale, Nexus, Evo, Spofy
Model etc. This is also creang confusion amongst Agile praconer community and hence a fundamental discussion has started
that we need to descale Agile and go back to the basics.
Combinaon of Agile Pracces
One of the common pracces now-a-days is to cherry-pick best aspects of dierent Agile frameworks and using them at dierent
stages of the project. For example, in some of our projects we are following Scrumban[7], which uses best pracces of Scrum &
Kanban, along with Lean principles.
Using Scrum during development/tesng phase and using Kanban once the product maintenance phase starts is also another
common paern. Some of my teams use TDD & Pair Programming from XP and rest of the process as per Generally Accepted
Pracces of Scrum (GASP).
DisciplinedAgileDeliveryFramework
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DevOps
Most of the organizaons are realizing that to take full advantage of Agile, they need to have beer alignment of Dev/Engineering
and Operaons/IT teams, which is resulng in advancements in DevOps eld. DevOps eld is expanding very rapidly and lot of
innovaons in terms on tools, processes and roles/responsibilies are happening currently. Many tools for Connuous Integraon,
Connuous Deployment, Monitoring, conguraon management, logging, collaboraon are emerging and adopon of these tools is
also increasing signicantly. Integraon tools & techniques are being built for dierent environments and have become an integral
part of the Agile ecosystem.
AdoptionofdierentAgilemethodologies
DevOpsToolsEcosystem
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I have been working with DevOps environment for few years; we started with seng up Connuous Integraon server and
automated builds. The next step was building a workow involving various engineering tools, as presented in the gure below. The
current trend is to useconnuous deployment tools like UrbanDeploy & Conguraon management tools like Chef, Puppet, which
supports Connuous Delivery rather than just Connuous Integraon.
Evoluon of Roles & Responsibilies
As the eld of Agile is changing rapidly, rolesand responsibilies of dierent team members are also changing. Many roles are even
becoming Vicms of Agile, where they are forced to change their way of working or become obsolete.
Project Manager / QA Manager / Funconal or People Manager
Since Scrum does not explicitly menons Project Manager as a role and Agile endorses self-managing teams, role of Project Manager
is geng quesoned. In one of my project, the Project Manager is now playing mulple roles since he is not the single authority on
project esmaons, planning & tracking. In some cases PMs are taking Scrum Master Role, in other cases they are taking up role of
Product Owner, Program Manager or Release Train Engineer.
Tesng Team
Tesng team members are going through lot of changes in Agile environment. I am seeing people with strong opinions are
quesoning separate role of QA team, since Agile does not recommend Dev sub-team or QA sub-team as independent enes. The
processes such Test Driven Development, Acceptance/Behavior Driven Development and Automaon (at Unit, API or Feature level)
are further fueling this discussion. One another change is, now in most of the environments QA team members are expected to be
mul-skilled, where they need to know Automaon, Performance or Security tesng apart from convenonal manual tesng.
ContinuousIntegrationEnvironment
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Business Analysts
Business Analysts are also going through lot of changes, since now they need to build the requirements in terms of Epics & User
Stories instead of detailed Funconal Specicaon Document (FSD) or Business Requirements Document (BRD). In many cases, BAs
are expected to transion to Product Owner role. The me commitment from BA team is also high in Agile environment.
Architects
In many organizaons, Enterprise Architect, System/Soluon/Applicaon Architects have been working on elaborate Design phase
which resulted in Architectural Blueprint, High level Design, Low Level Design etc. and mulple cycles for approving these
documents. Suddenly lot of these things is geng challenged due to Emergent Design concept and iterave nature of the process.
This is creang a tussle between Adaptability (of Agile) and Predictability (or waterfall) which is impacng the way Architects have
been working convenonally.
Agile in dierent environments
Once Agile started gaining tracon; many dierent types of businesses started praccing Agile. Some business areas like eCommerse,
Internet companies, Web or mobile applicaon development companies have been quick to adopt Agile due to nature of their
business. But I have worked on adopng Agile in domains such as Banking, Healthcare and Storage/Networking/Virtualizaon as
well, which were inially considered as out of Agile scope, since it involves lot of design &statutory / compliance needs, large
planning and vericaon cycles etc. Organizaons are now realizing that providing incremental value to the customer is important in
the current era, irrespecve of the domain or type of the organizaon (e.g. Product based, Services based or Startup).
Similarly Agile is now pracced in all dierent types of technologies like web applicaon development (e.g. Java or .Net), Open source
(e.g. Drupal), Mobile Applicaon development (Android / iOS / Hybrid) or SMAC (Social, Mobile, Analycs, Cloud). The rapid change
in technology landscape is in-fact making Agile an obvious way of managing projects.
Ecosystem around Agile
As the eld of Agile is evolving, it is creang a huge eco-system around it. Lets look at some of the elements of this eco-system.
New Business Opportunies
Agile has generated lot of new business opportunies for dierent organizaons. Some organizaons have emerged primarily due to
Agile environment. Many organizaons are developing tools (like Agile Project Management Tools, DevOps/CI-CD tools) and
plaorms required for Agile environment. Many organizaons provide Training or Coachingto Agile teams. Some organizaons have
built Agile Pracce / Center of Excellence, having Agile skilled professionals to work within the organizaon or to work with the
customers.
New Roles
Agile is generang new roles and opportunies for many dierent people. New roles like Release Train Engineer (who facilitates
enre Agile Release Train in Scaled Agile Framework), Area Product Owner (Specialist who focuses on customer-centric area as per
LeSS), Epic Owner, DevOps / Systems Engineer etc. are emerging rapidly. Agile Coach role is also being leveraged by many
organizaons to streamline their Agile adopon in standardized way across the organizaon.
New Cercaons
With new frameworks coming into existence, many new cercaons and associated services (like training etc.) are emerging
rapidly. Cercaons like PMI-ACP, CSP, CSC, SAFe Program Consultant, SAFe Agilist, Scrum.org, ICAgile, LeSS, DAD cercaons are
geng introduced through dierent forums.
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Alignment with compliance needs
Since organizaons are adopng Agile and at the same me they need to manage their compliance needs, lot of eorts are being
made to align compliance needs of standards such as CMMi or ISO with Agile/Scrum environment. On one hand, the compliance
standards and audit process is improving, where it recognizes iterave process and aligns its documentary evidence needs
accordingly. On the other hand, the eld of Agile is also maturing on handling these compliance aspects and sll follows the core Agile
principles.
Case Study
I would like to present a Case Study where a big soware enterprise is taking advantage of latest developments in Agile environment
for delivering iterave value to its customers.
Some of the Agile pracces of this environment:
v Scaled Agile Framework for aligning dierent Business Units with common standards.
v Tools like UrbanDeploy to facilitate DevOps environment and collaboraon between IT and Engineering teams.
v Connuous Integraon environment which integrates Code repository, CI (Jenkins), Automated build (Maven),
Auto-deploy, Automated code quality check (Sonar), Unit Tesng (Junit) and Build Vericaon Tests (Selenium).
v Executable specicaons provided by Product Owners in form of FitNesse decision tables.
v Eecve usage of collaboraon tools like WebEx, Conuence Wiki and Teleconference etc.
v Organizaon-wide Agile Community of Pracce, which supports various teams in adopng Agile.
v Integraon of Requirement management tool with Agile Project Management Tool and Test execuon tool.
Summary
The eld of Agile is evolving very rapidly and innovaons in dierent aspects are happening connuously. Since the word Agile
evolved in 2001, there are many developments happening and it is impacng the eld of Project Management as well in signicant
manner. Innovaon in various Tools (like DevOps tools), Integraon of exisng tools; evoluon of various Scaling Agile frameworks
and alignment of Agile with compliance standards is not a future trend anymore. Roles and responsibilies for many people are
changing in Agile environment. Exisng roles and old way of working is geng challenged and new roles are evolving connuously.
Agile is even generang lot of new business opportunies for many organizaons and individuals.
Agile has become mainstream methodology, hence future of Agile is going to involve dierent praccal experiences and tailoring of
methodology accordingly. The current trend of DevOps ecosystem and Scaling is going to stabilize soon and more such new
advancements will connue to evolve. Smart project managers and other stakeholders should analyze these changes and should
prepare themselves for a grate Agile future unfolding in front of us every day!
References:
[1] Brief History of Agile Movement - hps://setandbma.wordpress.com/2012/03/23/agile-history/
[2] State of Agile Survey 2011, VersionOne - hps://www.versionone.com/pdf/state-of-agile-development-survey-ninth.pdf
[3] Openspace Agility - hp://openspaceagility.com/about/
[4]Scaled Agile Framework - hp://www.scaledagileframework.com
[5] Large-Scale Scrum- less.works
[6] Disciplined Agile Delivery - hp://www.disciplinedagiledelivery.com
[7] Scrumban - hps://en.wikipedia.org/wiki/Scrumban
[8] DevOps Tools - hp://www.e-zest.com/wp-content/uploads/2015/05/Tools1.3.png
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trategy sets the route for a business to reach its goals. Out of the three basic
forms of strategy, Corporate Strategy deals with broader issues including
compeve environments, long term goals, structuring the organizaon in
Strategic Business Units (SBU) etc.; Business strategy as a subset of
corporate strategy is more focussed towards compeng in a parcular
market or industry. Business has many funcons and Funconal Strategy
deals with decisions according to those funconal lines. Decisions, as we
know, are all about choosing one alternave over other available
alternaves. Priorizaon (based on strategy) therefore plays a vital role in
decision making for an individual, for an SBU or for an organizaon.
Organizaonal strategies and priories are therefore linked and have
relaonships between porolios and programs as well as between
programs and individual projects. Projects are oen ulized as means of
achieving an organizaons strategic plan. PMBOK lists various reasons
behind authorizaon of a project such as market needs, customer request,
technological advances, legal requirements etc. One of the key reasons is
strategic opportunity/ business needs. PMBOK recognizes projects, within
programs or porolios, as a means of achieving organizaonal goals in the
context of a strategic plan.
Situaon Analysis is the starng block of strategic planning. Situaon
Analysis enables an organizaon to evaluate itself regarding its capabilies
vis--vis the market opportunies and business needs. This leads to
Strategy Formulaon. However, even the best formulated strategy will lead
to nothing unless it is correctly implemented. Here lies the importance of
Strategy Implementaon.
Projects (and Programs) as subsets of the Porolios aligned towards
meeng strategic business objecves are oen part of strategy
implementaon. Thus project managers should know how their projects
are aligned with the broad business strategy. This knowledge would guide
them to think beyond mere management of the triple constraints. Eecve
leadership in project management goes beyond the roune, and thus acts
as change agent. Pursuit of beerment makes the eecve project
management leaders to think out of the box, and become invenve and
innovave.
S
M.K. Ramesh, PMP Debasis Chakrabar, PMP
Abstract
Strategic Business Management has two components: Strategy
Formulaon and Strategy Implementaon. Projects (and
Programs) are subsets of the Porolios aligned towards meeng
strategic business objecves. Thus eecve leadership in project
management more than oen depends on two similar
components: Invenon and Innovaon. While invenon could be
a unique or novel device, method, composion or process,
innovaon is the applicaon of beer soluons to meet exisng
or new project requirements and/or needs and as an extension-
strategic business requirement. In this arcle, with the help of
theory, literature and real life examples, the authors try to explain
innovaon in construcon projects while dierenang the same
from invenon. The arcle also discusses another I-word that is
improvisaon, which some consider as a bridge over
dicules. It is not uncommon for even experienced managers
to oen confuse between the three I s.While managing the
triple constraints might be viewed as the immediate measure of
project success (or failure) the ulmate success in a project (and
thereby program, porolio and business as a whole) depends on
the project leadership acng as eecve change agents guiding
the project through a process of beerment. The process of
moving from the exisng state to a beer state is the denion of
improvement. The authors consider improvement the fourth I
and advocate its connuous pursuit as the cornerstone of the
ulmate sustainable business strategy.
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Ultimate Business and Project Management Strategy
Submitted for PMConclave 2015-16
In Pursuit Of The Fourth I
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Invenon and Innovaon- The Two Is
While many project professionals consider themselves invenve and/or innovave, the fact is most are confused between the two.
As per Wikipedia denions, an invenon is a unique or novel device, method, composion or process. The invenon process is a
process within an overall engineering and product development process. It may be an improvement upon a machine or product, or a
new process for creang an object or a result.
Innovaon on the other hand is a new idea, more eecve device or process. Innovaon can be viewed as the applicaon of beer
soluons that meet new requirements, in arculated needs, or exisng market needs.
Mankind has history of invenons across all kinds of domains including, physical and medical sciences, informaon technology,
telecommunicaons, entertainmentthe list is endless. Two most common examples of invenon in construcon industry is the
concrete vibrator, which replaced the ineecve manual poking and the concrete pump that facilitated ease of concreng at
heights or at other places with limited access. Another example of the results of innovaon in construcon could be the transion
from tradional chain and compass survey methods to the use of theodolites and levels and then to modern day GPS survey using
satellites.
A Real Life Experience
About 25 years back, one of the authors of this arcle was working as a site engineer construcng an industrial building on a lled up
area. The ra foundaon was to rest on about 200 cast in situ RCC piles. Six piling rigs were at work drilling 600 mm diameter holes of
varying depths ll they reach the undulated rocky strata below. Then there were hecc acvies for each hole: withdraw chisel and
accessories, lower pre-fabricated steel cage, weld the next cage, lower the tremie, pump out the bentonite and pour concrete before
the sides collapsed! There was not much me available between boring and concreng, so quite a bit of prefabricated reinforcement
cage had to be cut o every me resulng in high scrap generaon. There was no way to do predict the depth so as to plan the cage
length accordingly.
One day the young site engineer had a spark. He wrote down the depth of each completed piles on the pile footprint drawing pasted
on the wall. Then he connected the equal depths, somewhat similar to a typical contour map with the dierence that instead of
elevaon, this reverse contour indicated depths. From that day all he had to do was to check the nearest contour line next to a new
bore and (barring local undulaon errors) he was able to predict the depths. This resulted into big savings for the company by means
of scrap reducon. Eventually the general manager asked the site engineer to prepare a report which was circulated in the company
as part of its training manual. It was also an important milestone in the site engineers subsequent career advancement.
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In a recent arcle innovaon and change specialist Braden Kelley had stated: invenon is coming up with a great idea, but innovaon
is the act of introducing that invenon successfully to the world. Innovaon is truly about transforming the useful seed of an
invenon into something valuable that ulmately achieves wide-scale adopon.
Hence this real life incident can be considered as an innovaon: where the applicaon of a new idea met the project requirement. The
reverse contour itself can be considered as a small invenon at that point of me, as far as that parcular company was concerned.
Improvisaon: The Third I
We go back to Wikipedia denions and nd that improvisaon is the process of devising a soluon to a requirement by making-do,
despite absence of resources that might be expected to produce a soluon.
There is an Indian word called Jugaad. The concept of Jugaad is focussed towards achieving immediate result employing short cuts.
The photograph shows one such Jugaad: in absence of required scaolding, ladder, man li and concrete pump a backhoe loader is
used to li workmen, equipment and concrete for pouring. Such improvisaons gave immediate result, which was the prime
objecve in this case, but there were serious compromises with quality and safety standards.
Interesngly, in this example of improvisaon too there was an idea and its implementaon. In fact there is a school of supporters of
Jugaad approach to frugal and exible innovaon as an alternave to the old formula of sustained innovaon eorts by expensive
R&D and structured innovaon processes. Crics of improvisaon argue that innovaon need not always be expensive and me
consuming. The reverse contour could prove a point.
Whether Improvisaon would qualify as innovaon therefore remains a subject of debate with both its supporters and crics having
their own points of view. Yet, it is not uncommon in the construcon industry to go for such improvisaons.
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Improvement The Fourth I
Queson: Why would project managers go for one or more of the three Is?
Answer: In pursuit of improvement.
For one last me we refer Wikipedia and nd that improvement is the process of moving from one state to a state considered to be
beer, usually through some acon intended to bring about that beer state.
Quality of life for mankind improved through centuries of invenon and innovaons. In the context of project management, even the
run-of-the-mill project manager tries to improve by managing the triple constraints to save me and cost and by remaining within
specicaons.
Leaders in project management think beyond the triple constraints. Employing innovave pracces, they take their projects from the
exisng state to the desired state. They idenfy, encourage, nurture and ulize the change drivers that are pro-change stakeholders.
They face resistance to change from some stakeholders and adopt innovave tools to manage such resistors.
One such tool could be generaon, development and maintenance of trust to manage stakeholders.
There are countless other improvement tools. Demings PDCA cycle, Value Engineering, Kaizen - connuous small improvements or
the all-encompassing Business Process Engineering, Total Quality Management to the more recent Agile Pracces are all innovaons
aimed towards improvement. The PMI itself could qualify as a giant innovaon towards improved project management; and
PMBOKs with their revisions as guidelines for connuous improvement.
Specically for construcon projects, PMBOK can be considered as an invenon; and the process of adding new knowledge areas
such as Stakeholder Management as innovaon. Development of Pracce Standards to describe the use / applicaon of PM tools and
techniques specically for construcon industry can be seen (though not as Jugaad) as the result of improvisaon