Every (Failed) Project Has ‘Success' Story To Tell

#SridharPeddisetty #LessonsLearned #Management #Project #BestPractices #Agile #ProjectManagement 

A 24 year old boy seeing out from the train’s window shouted…
“Dad, look the trees are going behind!”
Dad smiled and a young couple sitting nearby, looked at the 24 year old’s childish behavior with pity,
suddenly he again exclaimed…
“Dad, look the clouds are running with us!”
The couple couldn’t resist and said to the old man…
“Why don’t you take your son to a good doctor?”
The old man smiled and said…
“I did and we are just coming from the hospital, my son was blind from birth, he just got his eyes today.

We should not judge too soon before knowing all facts as at times the truth might surprise you. Every single person on the planet is unique and has a story to share. Similarly, every project is unique and has a ‘success’ story to tell even if it failed to meet its objectives in the eyes of stakeholders. By definition, project is a temporary unique endeavor having start-end timelines with a defined scope & resources with planned set of interrelated tasks executed to accomplish goal(s). 

There are many means to measure the success and failure of a project but there is no strict line dividing between the two. For instance, a ‘successful' project could have exceeded the planned budget or went over scheduled delivery date or could even not have provided all the planned functionalities upon completion. Whereas a ‘failed’ project could have a release with all planned features but missed the critical market launch or could not align with the direction of new leadership team. Brian K Willard in his Project Success and Failures article has shared examples, which strengthens the point that success or failure of a project are subjective. 

In my earlier post, Why Sharing Lessons Learned Is Key For Matured PMO, I discussed why sharing 'lessons learned' across teams is one of the key aspects of a matured PMO in an Organization. A well organized exercise to document 'Lessons learned’ would include identifying the ‘success’ factors of a project and understand how to repurpose it for future or existing projects. Success factors that could be salvaged from a ‘failed’ project could be

• An improvement to internal process(s) 
• An improvement in technical skill(s) of the resource(s) 
• An improvement to service(s) for the end customer 
• An improvement to save cost in utilizing key resource(s)

The exploitation of knowledge and experience gained from completed projects is very critical for a matured organization and application of the same for continuous improvements.  

Summary

To summarize, do not judge a ‘failed' project too soon without getting specific facts for learning lessons. It's important to identify and share the ‘success’ value of a project even if it failed to meet its main strategic goals.

Remember not to throw the baby out with the bathwater!

Previous posts you might be interested in:

• Why Sharing Lessons Learned Is Key For Matured PMO
• Top 20 Tips for Project Managers
• Are You Providing 'Right' Status To Stakeholders?

Minimum Marketable Features: An Agile Essential

#SridharPeddisetty #Agile #MMF #Strategy #Project #MinimumMarketableFeatures #Management #BestPractices #ProcessImprovement  

"Agile is all about adapting to change; it was built on the foundational principle that business drivers will change and the development teams must be ready to adapt"

Introduction

Organizations no longer compete on product or service but they compete on experience of faster to market with quality results. It is an organization's ability to learn and translate that learning into action rapidly, which gives it the ultimate competitive advantage. More often than not, it’s seen that most organizations focus on delivering the software and not paying enough attention to the value the software brings to the business. 

What is a Minimum Marketable Feature (MMF)?

A Minimum Marketable Feature (MMF) is the smallest set of functionality that can be delivered, which has value to both the organization delivering it and the end customer using it. MMF is characterized by its three attributes: Minimum, Marketable and Feature.

• Minimum attribute represents the smallest set whether a feature or feature set, which is key for faster time to market 
• Marketable attribute represents the selling of the significant value to the end customer and to the delivering organization 
• Feature attribute represents the perceived value by the end customer and delivering organization. Value may include brand recognition, competitive advantage, revenue generation, cost savings or enhanced customer loyalty.  

How MMF is essential for being Agile?

Agile is an iteratively incremental SDLC methodology in which requirements and solutions evolve through communication and collaboration between self-organizing and cross-functional teams. Agile promotes ‘building the right thing’ through 

• Customer involvement, 
• Adaptive planning, 
• Evolutionary development, 
• Early delivery, 
• Continuous improvement and 
• Encourages rapid & flexible response to change 

in delivering high quality product or service. MMF provides an essential tool to effectively decompose customer needs into finer grain features, which can be delivered more rapidly than waiting for large scale features to be complete. Using the concepts of MMF, decompose the epics into smaller sets of user stories that provide value to end users in shorter development cycles. In Agile SDLC, it’s during the product backlog grooming when the value of requirements or features can be quantified based on how these requirements contribute to the business objectives. During the grooming, using INVEST model to define a user story or MoSCoW for prioritization, various models or methods could be applied that helps to identify the most important features to implement or identifies the MMFs. A release could then be the collection of MMFs, which can be delivered together within the time frame.

Summary

Product innovation is tied to change and often the need for change appears midstream in a project so decomposing the requirements into Minimum Marketable Features (MMF) helps have the edge while improving the time to market. One essential advantage of MMF is the ability to make changes during development without being too disruptive. In other words, MMF helps in adjusting product requirements during development in response to customer feedback. Jim Shore in his Phase Releases article had shared how to use phased delivery to increase project value:

• Group functionality into MMFs that can be released individually.
• Create a release plan that deploys high-value features first.
• Have the entire team focus on one releasable feature at a time.
• Use continuous design to spread out investment in technical infrastructure.
• Deploy releases as soon as possible.

Previous posts you might be interested in:

• Empower Your Team To Own Responsibilities 
• 5 Reasons To Let Your Team Struggle Today
• Trust Your Team But Make Sure To Verify

Minimum Marketable Features: An Agile Essential was originally published under Prokarma blog on Oct 23rd 2015

Value Stream Mapping As A Process Improvement Tool

#SridharPeddisetty #Agile #PMO #ValueStreamMapping #Lean #Kanban #Value #Stream #Mapping #BestPractices #ProcessImprovement  

“If you can't describe what you are doing as a process, you don't know what you are doing” 
― W. Edwards Deming

What is Value Stream Mapping?

Value Stream Mapping is a lean tool, which employs a flow diagram documenting in detail every step of a process. It is the fundamental tool to identify waste, reduce process cycle times, and implement process improvement.

Why use Value Stream Mapping?

Organizations no longer compete on product or service but they compete on experience of faster to market with quality results. In order to enable Organizations to achieve their strategic objectives, continuous improvement of the quality of products, services or processes must be ongoing. Value Stream Mappings help identify and eliminate source of waste in an Organization's development ecosystem. It is an invaluable technique to define the current state of a process and analyze it for opportunities to reduce time spent on non-value steps. 

How to use Value Stream Mapping?

Below is an example of how Value Stream Mapping was employed for identifying the wastes in current ‘As Is Process’ and then eliminating the wastes for improving the overall process in ’To Be Process’. 

In the Figure: ‘As Is’ Process, wastes in the process are marked by a triangle identifying where tasks are taking too long either by redundancy or following unecessary steps. Value Stream Mapping provides an opportunity to identify steps in the process, which provides value to the development process and those that do not. 

                                                        Figure: 'As Is’ Process

In the Figure: ‘To Be’ Process, wastes are eliminated and Value Stream Mapping is applied to create a future state process that reduces total cycle time

                                                      Figure: ‘To Be’ Process

Summary

Apply the method of Value Stream Mapping to an inefficient process within your organization and learn how to calculate the efficiency of a process from end-to-end. Learn to diagram the 'As Is' process to identify areas of waste and then develop the 'To Be' process that reduces total cycle time. An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage and Value Stream Mapping is the tool for providing that efficiency in process improvement. 

"Without continual growth and progress, such words as improvement, achievement, and success have no meaning"- Benjamin Franklin

Value Stream Mapping As A Process Improvement Tool was originally posted under Prokarma Blog on Oct 5th 2015