#22 - Project Management2014-09-09, Meeting Room, Alströmergatan 20

Tomas Rybing, Aptilo Networks

”Lean Tribe är ett nätverk av människor som delar de värderingar Lean står för och övertygelsen att Lean skapar verksamheter med kortare tid till värde

och ett bättre arbetsklimat.”

Agenda• Seven short speeches (12 minutes)

• SEB Project office, Christina Norrbring - SEB

• A portfolio of Opportunity, Johan Oskarsson - KnowIT

• Eat your own dog food, Carl Vikman - Hansoft

• BSS-Transformation, Daniel Granat - Softhouse

• Sustainable product development, Ingrid Nordmark and Matthias Grüter - Transmode

• Business models, Lars Irenius - KnowIT

• Agile project leading, Magnus Jonhart - SPP Liv

• Open Space - Queries that came up were discussed in 20 minutes slots in ”circles” (10-15 persons sitting on chairs in circle)

• How to get management buy-in?

• How to eat your own dog food?

SEB Project office, SEB• Figures - Started 1,5 years ago; 130 Project leaders, 80 projects

(5-500 MSEK), 1600 persons in total (1,4 BSEK in budget)

• Project office is:

• Execution

• Portfolio

• Agile excellence center (10-15 persons)

• ”Pulstavla” - 60 persons every Monday 10:00

• ”Speed dating” - PL circulates round tables and talk to other projects

• Management buy-in - MUST (CEO Annika Falkengren said in Rissne: ”Bank is IT, IT is bank”)

• Project leaders will disappear (get other roles)

• Agile journey started - But still long way to go (but there is no turning back!)

Christina Norrbring

A portfolio of Opportunity, KnowIT

• Impossible to coordinate all projects since they have different start and stop dates

• Agile - Puls/rhythm is introduced

• Business cross-functional team

• IT (Analyst, Developer, Tester)

• Business (Marketing, Logistics, Legal, Finance etc.)

• All competences needed to handle a business area (DeLaval - Utfodring)

Johan Oskarsson

Eat your own dog food, Hansoft

• Music producer, game producer (Battlefield)

• ”Eat your own dog food” (=use your own product) applied on all persons in the company!

• Battlefield - All played latest build of the game for an hour a day

• Square (payment solution) - Coffee at the office is bought with terminal running latest build

Carl Vikman

BSS-Transformation, Softhouse

• Telecom project - Replace the whole ”BSS stack”

• Figures - One program, 14 projects, Sweden, Hungary, China etc., 7000 hours/month

• Waterfall - Design bureau - 900 wireframes (Photoshop)

• Project leader is ”negotiating” between projects

Daniel Granat

Sustainable product development, Transmode

• Speed - #1 core value

• Ingrid’s experience (has headed LTE/4G program at ///)

• 50% ”features” (business driven)

• 50% ”maintenance” (for sustainable product)

• ”Code base shall increase in value over time” (like a stock fund)

• Zero bug policy (milestones - decrease for every release)

• Auto tests - MUST!

Ingrid Nordmark

Matthias Grüter

Business models, KnowIT• Traditional organization models are

now 100 years old (Gant & Taylor)

• Business models

• ”Fast pris” (supplier 100% risk)

• ”Målpris” (some risk split between supplier and customer)

• ”Löpande räkning” (customer 100% risk)

• ”Löpande räkning med tak” (shared risk)

• This model is best suited for agile projects

Lars Irenius

Agile project leading, SPP Liv

• Large company, ”replace Excel”, >100 users, 30 persons in reference group

• Uses Rally Software (is like Jira/VersionOne)

• Started ”the self playing piano”

• Same pace,days, people, patterns, quality, order, time etc.

• Magnus was unnecessary and left

• Recommends to use a tool/system

Magnus Jonhart

Open Space slot 1 - Circle 4 - ”How to get management buy-in?”• Suffering must exist - Then something new that ”eases the pain”

• Bring some other person in with ”an external voice” (Very good example from one guy: He said that he had been saying the same thing to the management for years, but when someone external come in and said ”the same thing but with their words” to the management he saw ”heads nodding” and there was finally acceptance from management)

• Some sort of crisis (like for SEB) - ”This can never happen again, we must change the way we work!”. Annika Falkengren (CEO of SEB) apparently said in Rissne: ”The bank is IT, IT is the bank”)

• Risk management (reduce risk) - Iterations with feedback (it’s expensive to do something wrong)

• Show some quick wins and build on that - Would the Telus delivery been possible at all without working agile?

• Get the train rolling (same thing as above)

• Middle management is the one ”blocking” (IT onboard, CEO onboard) - but what shall all the ”middle managers” do after the transition to agile?

• Once you have started the transition to agile there is no going back (this is a business wide change that you need to ”be on”)

Open Space slot 2 - Circle 3 - ”How to eat your own dog food?”• One guy told that their product could not be used ”straight off” by the

persons developing it. But they used ”supporting tools”, I asked if the whole company used their own tools (like CEO) witch was no, but better than most companies I guess.

• ”Experience the product” - see it from the customer perspective

• Change environment - Let the developers work a week in support (or in the call-center). But one comment to this was ”svarte petter veckan”.

• Create the peer pressure (”grupptryck”) that exist in for example a soccer team, if you make a mistake you get to hear about it! Or a band, when the drummer plays it wrong, they stop and play it again

• Hansoft - They used the latest build of their tool for their on project planning (is a project planning tool)