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Project Myopia

Allan Kelly

Project Myopia: belief that the project model is the only way of managing business change and development; not seeing digital development as a continuous commitment to growing the business; believing it will end and working for the end. #NoProjects

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About the Book

Update: Project Myopia is now on Amazon.

Project Myopia is no long available on LeanPub.

Electronic and physical version of Project Myopia are now on Amazon. (That link is to Amazon UK, Project Myopia is also available on Amazon USA, Germany, Japan, etc. etc.)

About Project Myopia #NoProjects

Consider the well known success troika for projects:

- On schedule delivery

- On budget delivery

- On quality delivery

Think about this list of criteria, can you see identify a problem with these criteria?

This particular project success troika dominates project thinking. But something is missing: value. These “success” criteria do not consider the importance of the value created by the project.

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Project ManagementSoftwareLeadershipSoftware Engineering

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Author

About the Author

Allan Kelly

Allan Kelly calls himself an Agile Guide. He helps software professionals enjoy more fulfilling and satisfying work by improving the way work is organised and requests are made. Happier people and better ways of working make for more effective companies, greater value and competitive advantage.

His wide experience of the challenges faced in software development underpins his advice, coaching, training and writing. He is the author of seven books including "Xanpan - team centric Agile Software Development", "Business Patterns for Software Developers" and "Continuous Digital". He has pioneered techniques such as Value Poker, Time-Value Profiles and Retrospective Dialogue Sheets. His blog is at https://www.allankellyassociates.co.uk/blog/

Leanpub Podcast

Episode 252

An Interview with Allan Kelly

Contents

Table of Contents

Listen to Project Myopia

Project Myopia

Prologue

1.Introduction

2.Agile project tension

3.Project problems

  1. 3.1Why critique?
  2. 3.2Projects exist

4.Defining a project

  1. 4.1Developers’ definition
  2. 4.2Dictionary definition
  3. 4.3PMI definition
  4. 4.4PRINCE2 definition
  5. 4.5The defining feature
  6. 4.6Counter-argument
  7. 4.7Definitions of success
  8. 4.8In conclusion

5.Diseconomies of scale

  1. 5.1Milk is cheaper in large cartons
  2. 5.2Evidence of diseconomies
  3. 5.3Think diseconomies, think small
  4. 5.4Economies of scale thinking prevails
  5. 5.5And projects…
  6. 5.6Making small decisions
  7. 5.7Optimize for small
  8. 5.8Kelly’s Laws

6.Software isn’t temporary

7.If they use it, it will change

  1. 7.1Counter-argument
  2. 7.2Conclusion

8.False projects

9.The problem with project success

  1. 9.1Project assumptions
  2. 9.2Goal displacement

10.Multiple projects

  1. 10.1A model
  2. 10.2Project A
  3. 10.3Project B
  4. 10.4Interleave A and B
  5. 10.5Split the team
  6. 10.6Enter Project C
  7. 10.7What does this illustrate?
  8. 10.8Assumptions

11.Increasing value

  1. 11.1Value-seeking
  2. 11.2Reducing risk

12.Debt thinking

  1. 12.1Debt is good
  2. 12.2Why pay back debt?
  3. 12.3Payday loans
  4. 12.4Technical liabilities

13.The quality problem

  1. Quick definition of quality
  2. 13.1Rethinking the quality tradeoff
  3. 13.2The cost of poor quality
  4. 13.3Who pays?
  5. 13.4External costs
  6. 13.5There’s no such thing as quick and dirty

14.Programmes not projects

  1. 14.1What does a Programme Manager do?
  2. 14.2The Programme Management Office
  3. PMO makes it look good
  4. 14.3So what is a programme?

15.Personal changes

  1. 15.1Stop saying “project”
  2. 15.2Collections of small things
  3. 15.3Public success criteria
  4. 15.4Value estimates
  5. 15.5More than agile
  6. 15.6Stronger together
  7. 15.7Continuous Digital

Continuous Digital

Evolution of a meme

About the author

  1. Also by Allan Kelly

Acknowledgements

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