Mike Palladino: Managing the Unpredictable: Applying Agile Innovations to a Transformed Business Environment
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Mike Palladino: Managing the Unpredictable: Applying Agile Innovations to a Transformed Business Environment
1. UA PMDAY 2021
1
Managing the Unpredictable
Applying Project Management Innovations to a
Transformed Business Environment
Mike Palladino, PMP, CSM, ATP Instructor, SAFe
- Director, Agile Center of Excellence, Bristol Myers Squibb
- Adjunct Professor, Villanova University
- Author, Data Management University
- Past President, PMI-DVC chapter
10. It’s the People
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•4x faster – 8 programs completed instead of 2 over 12 wee
•4x sooner – First programs released in 3 weeks vs 12 wee
•With 25% less bugs!
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19. Project vs Team Centric
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3 Month Project 3 Month Project
3 months to form
team and start
3 months to form
another team and start
1 month to stop
project and team
1 month to stop
project and team
3 Month Project
3 months to form
team and start
3 Month Project
1 month to stop
project and team
14 months
10 months
71% of the original time
or
1.40 x faster – 40% faster
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20. Project vs Team Centric
20
3 Month
Project
3 Month
Project
28 months
16 months
3 Month
Project
3 Month
Project
3 Month
Project
3 Month
Project
3 Month
Project
3 Month
Project
57% of the original time
or
1.75 x faster – 75% faster
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28. Program Background – Pharmaceutical Wholesale
• $153 Billion revenue
• #9 on the Fortune 500 list of largest
companies in the world
• #1 Walmart
• #2 Exxon
• #3 Apple
• #5 Amazon
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29. Program Background – Business Goal
• Web ordering solution for Pharmacies
• Features include
• Ordering
• Returns
• Safety data information
• Inventory
• Payment information
• ~$120 Million
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30. Program Background – Team
• 200 people on 9 teams
• 4 Vendors
• 7 Locations
• 5 time zones
• 13 ½ hour time differences
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31. Benefits
• Two-year estimate
• Delivered in 9 months
• 38% of the original estimate
• 2.67 x faster or 167%
• Team speed increases of over 4x
• Senior Leadership change in relationship
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32. Changing Expectations
“I saw a Lion walking down the street”
“I saw a Lion walking down the street”
“I saw a Lion walking down the street”
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33. Examples - SAP
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4x faster
With 25%
less bugs!
4x the amount of work
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39. Business Agility …
The adoption and evolution of values,
behaviors and capabilities
Customer Centricity and Design Thinking
Adapt quickly to market changes -
internally and externally
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Respond rapidly and flexibly to customer
demands
Adapt and lead change in a productive and cost-
effective way without compromising quality
Continuous Learning Organization
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40. An agile leader…
Empowers the team, does not micromanage
Celebrates success
Expresses interest/concern for team members’
success and personal well being
Trust the team until they prove to be untrustworthy
Is productive and results-oriented
Is a good communicator - listens and shares
information
Helps with career development
Has a clear vision/strategy for the team
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41. Conclusion
• With new advancements, more tools to work more efficient
• But so is everyone else
• Agile was created to incorporate rapid change
• Business Agility continues to grow
• Appearing in unexpected places
• Agile is not quite what we think it is
• A coach's job is Not to implement Agile
• Is to help teams become Faster, Better, Cheaper,
Higher Quality
• Happen to use Agile techniques
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45. UA PMDAY 2021
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Thank you!
Questions ???
Comments ???
Mike Palladino
www.linkedin.com/in/mikepalladino
Notas do Editor
Explosion of ideas
There’s been an incredible explosion of new thoughts, ideas, devices and techniques over the past several years. Whenever we turn around, we constantly encounter something new.
Today, let’s go behind the curtain and explore why this rapid change is occurring, and how it came about.
Come join me and take the red pill, to see the drivers behind these changes
And by the end, we’ll help reduce our urge to “Scream” about this new reality
Trends, what is happening and what is changing in our profession
Example of large scale program using techniques I mention
Emergence and growth of Business Agility
New toys and gadgets
Our teams are also speeding up
and so is our competition
The speed spirals up and we see geometric growth
Faster transportation is not faster horses. Instead, cars, trucks, trains, airplanes
Years, decades, centuries (over 100 years, Notre dame)
Large, labor intensive, expensive to change
Must Plan
Planning is still important
Pony express try to keep up with emails today
Extensive Planning is not as necessary. Easy to make changes.
Defined Process – Model of control
Empirical – Model of control
Inspect & Adapt
For processes that are imperfectly defined and generate unpredictable and unrepeatable outputs.
We should become expert at discovery & Learning. Agile assumes we don’t know the answer at the beginning. Waterfall assumes you must know before you start.
True of software. Unpredictable. Bugs
Determine every pixel before starting
Easier to paint, then tell you
When do we know the details of the painting?
What are you doing in 9 months, 2 weeks, 3 days on Tuesday at 10:30?
Software more aligned to Creative Process, not Preplanned process
Take things we know and think about them differently
9 month projects – 85% original time, or 18% Doubled 77% original time or 30%
12 month projects – 88% original time, or 14% Doubled 81% original time or 23%
9 month projects – 85% original time, or 18% Doubled 77% original time or 30%
12 month projects – 88% original time, or 14% Doubled 81% original time or 23%
Sandra Lee
Fun at sponsor meetings
Faster – Release 3 weeks instead of 12 weeks
More work - Release 8 instead of 2
Seeing these types of trends in the industry, and even outside of IT
Which leads me to talk about…
Software – Changes in teams sped up the need for DevOps, Automated testing
Project Management – Not a translation of Waterfall - There's places for waterfall, and places for Agile. Not a complete change. PM value for SM
Not English vs metric measurements
Checklist – More that a checklist. Need to bring your brain to the table
Process – Example from Covid, work from home, not waiting for bosses to define the process first
Worldwide experiment in Agile thinking.
Exert a new reality to produce unexpected results
Lean Portfolio Management - traditional approaches to portfolio management were not designed for the impact of digital disruption
Organization Agility - the enterprises must be able to change quickly to respond to the challenges and opportunities that today’s rapidly evolving markets present.
We need to keep an eye open for change and to understand the future
By doing that, we can …
…exert a new reality to produce unexpected and amazing results
And allow us to pull back the curtain of a worrisome future. I’m looking forward to a fun and productive future.
So far, I’ve been able to do things I could only imagined 10, 20, 30 years ago. And am optimistic about tomorrow.