Management 2.0 Richard Durnall Head of Delivery - REA Group - - PowerPoint PPT Presentation
Management 2.0 Richard Durnall Head of Delivery - REA Group Friday, 3 December 2010 The important thing is this: To be able at any moment to sacrifice what we are for what we could become. Agenda Charles Dubois Friday, 3 December 2010
Friday, 3 December 2010
Agenda
“The important thing is this: To be able at any moment to sacrifice what we are for what we could become.” Charles Dubois
Friday, 3 December 2010
Agenda
Who Am I?
“The important thing is this: To be able at any moment to sacrifice what we are for what we could become.” Charles Dubois
Friday, 3 December 2010
Agenda
Who Am I?
“The important thing is this: To be able at any moment to sacrifice what we are for what we could become.” Charles Dubois
Leadership vs Management
Friday, 3 December 2010
Agenda
Who Am I?
“The important thing is this: To be able at any moment to sacrifice what we are for what we could become.” Charles Dubois
Leadership vs Management The History of Management
Friday, 3 December 2010
Agenda
Who Am I?
“The important thing is this: To be able at any moment to sacrifice what we are for what we could become.” Charles Dubois
Leadership vs Management The History of Management Scientific Management vs Systems Management
Friday, 3 December 2010
Agenda
Who Am I?
“The important thing is this: To be able at any moment to sacrifice what we are for what we could become.” Charles Dubois
Leadership vs Management The History of Management Scientific Management vs Systems Management The PARCT Model
Friday, 3 December 2010
Agenda
Who Am I?
“The important thing is this: To be able at any moment to sacrifice what we are for what we could become.” Charles Dubois
Leadership vs Management The History of Management Scientific Management vs Systems Management The PARCT Model Systems Management in Action
Friday, 3 December 2010
Agenda
Who Am I?
“The important thing is this: To be able at any moment to sacrifice what we are for what we could become.” Charles Dubois
Leadership vs Management The History of Management Scientific Management vs Systems Management The PARCT Model Systems Management in Action Reflections
Friday, 3 December 2010
Friday, 3 December 2010
Friday, 3 December 2010
About Me
Richard Durnall Head of Delivery, REA Group Agile Melbourne Organiser (e) rdurnall@thoughtworks.com (b) http://www.richarddurnall.com (t) rdurnall
Friday, 3 December 2010
The Problem
The Standish Report CHAOS Data Failed & Marginal Projects : 2000 to 2008
18 36 54 72 2000 2002 2004 2006 2008
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Friday, 3 December 2010
Leadership vs Management
Friday, 3 December 2010
“Management is doing things right; leadership is doing the right things.” Peter F. Drucker
Leadership vs Management
Friday, 3 December 2010
“Management is doing things right; leadership is doing the right things.” Peter F. Drucker “Effective leadership is putting first things first. Effective management is discipline in carrying it out.” Stephen R. Covey
Leadership vs Management
Friday, 3 December 2010
“Management is doing things right; leadership is doing the right things.” Peter F. Drucker “Effective leadership is putting first things first. Effective management is discipline in carrying it out.” Stephen R. Covey “Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them.” Robert Jarvik
Leadership vs Management
Friday, 3 December 2010
Subject Leader Manager Essence* Change Stability Focus Leading People Managing Work Have Followers Subordinates Horizon Long-Term Short-Term Decision Facilitates Makes Power* Personal Charisma Formal Authority Appeal to Heart Head Culture* Shapes Enacts Persuasion Sell Tell Risk Takes Minimises Rules* Breaks Makes Conflict* Uses Avoids Concern What Is Right Being Right
Taken from http://www.changingminds.org
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Friday, 3 December 2010
The Modern IT Division
The History of Management The Management Guru - Dr. Edwin Lee Makamson
Friday, 3 December 2010
The Modern IT Division
The History of Management The Management Guru - Dr. Edwin Lee Makamson
Friday, 3 December 2010
The Modern IT Division
The History of Management The Management Guru - Dr. Edwin Lee Makamson
Friday, 3 December 2010
The Modern IT Division
The History of Management The Management Guru - Dr. Edwin Lee Makamson
Friday, 3 December 2010
The Modern IT Division
The History of Management The Management Guru - Dr. Edwin Lee Makamson
Friday, 3 December 2010
The Modern IT Division
The History of Management The Management Guru - Dr. Edwin Lee Makamson
Friday, 3 December 2010
The Modern IT Division
The History of Management The Management Guru - Dr. Edwin Lee Makamson
Friday, 3 December 2010
The Modern IT Division
“History is more or less bunk!” Henry Ford
Friday, 3 December 2010
The Modern IT Division
“History is more or less bunk!” Henry Ford
Friday, 3 December 2010
How?
Information Cascades The Wisdom of Crowds - James Surowiecki
Friday, 3 December 2010
How?
Information Cascades The Wisdom of Crowds - James Surowiecki
Friday, 3 December 2010
How?
Information Cascades The Wisdom of Crowds - James Surowiecki
2 3 7 8 5 4 6 1
Friday, 3 December 2010
How?
Information Cascades The Wisdom of Crowds - James Surowiecki
2 3 7 8 5 4 6 1
“Wordly wisdom teaches that it is better to fail conventionally, than to succeed unconventionally.” John Maynard Keynes
Friday, 3 December 2010
Friday, 3 December 2010
The Alternative
Systems Management Theory Frederick Winslow Taylor - Scientific Management
“It is only through enforced standardization of methods, enforced adoption of the best implements and working conditions and enforced cooperation that this faster work can be assured. And the duty of enforcing the adoption of standards and enforcing this cooperation rests with management alone.” Frederick Winslow Taylor “All anyone asks for is a chance to work with pride.” “A bad system will beat a good person every time.”
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How I Learned to Let My Workers Lead by Ralph Stayer
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The IT System
PARC(T) Organisational Taxonomy The Modern Firm - John Roberts * I added the Technology dimension.
Friday, 3 December 2010
The IT System
PARC(T) Organisational Taxonomy The Modern Firm - John Roberts * I added the Technology dimension.
Friday, 3 December 2010
The IT System
PARC(T) Organisational Taxonomy The Modern Firm - John Roberts * I added the Technology dimension.
Friday, 3 December 2010
The IT System
PARC(T) Organisational Taxonomy The Modern Firm - John Roberts * I added the Technology dimension.
Friday, 3 December 2010
The IT System
PARC(T) Organisational Taxonomy The Modern Firm - John Roberts * I added the Technology dimension.
Friday, 3 December 2010
The IT System
PARC(T) Organisational Taxonomy The Modern Firm - John Roberts * I added the Technology dimension.
Friday, 3 December 2010
People
“First we build people, then we build cars”. Toyota
Friday, 3 December 2010
People
“First we build people, then we build cars”. Toyota
Hiring Policies & Processes
Competencies & Capabilities Cultural Fit Appetite & Ability to Learn
Friday, 3 December 2010
People
“First we build people, then we build cars”. Toyota
Hiring Policies & Processes Personal Development
Competencies & Capabilities Cultural Fit Internal Academies & Universities Coaching & Training Appetite & Ability to Learn
Friday, 3 December 2010
People
“First we build people, then we build cars”. Toyota
Hiring Policies & Processes Personal Development
Competencies & Capabilities Cultural Fit Internal Academies & Universities Coaching & Training
Community Involvement
Support for User Groups & Conferences Supports Recruitment Appetite & Ability to Learn
Friday, 3 December 2010
What is the purpose of the organisational structure?...
Architecture (Structure)
“A bad system will beat a good person every time.”
Friday, 3 December 2010
What is the purpose of the organisational structure?...
Architecture (Structure)
“A bad system will beat a good person every time.”
To deliver company strategy as efgectively as possible.
Customer
Strategy Architecture Routines People Culture Technology
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Inside-Out
Architecture (Structure)
“A bad system will beat a good person every time.”
Friday, 3 December 2010
Inside-Out
Architecture (Structure)
“A bad system will beat a good person every time.”
(1) Start at the top.
Friday, 3 December 2010
Inside-Out
Architecture (Structure)
“A bad system will beat a good person every time.”
(2) Appoint managers by specialisation. (1) Start at the top.
Friday, 3 December 2010
Inside-Out
Architecture (Structure)
“A bad system will beat a good person every time.”
(2) Appoint managers by specialisation. (3) Allocate people to divisions/teams. (1) Start at the top.
Friday, 3 December 2010
(4) Communicate a strategy. Inside-Out
Architecture (Structure)
“A bad system will beat a good person every time.”
(2) Appoint managers by specialisation. (3) Allocate people to divisions/teams. (1) Start at the top.
Friday, 3 December 2010
(4) Communicate a strategy. Inside-Out
Architecture (Structure)
“A bad system will beat a good person every time.”
(2) Appoint managers by specialisation. (3) Allocate people to divisions/teams. (1) Start at the top. (5) Determine performance targets. X Y Z
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(6) Define the delivery process. (4) Communicate a strategy. Inside-Out
Architecture (Structure)
“A bad system will beat a good person every time.”
(2) Appoint managers by specialisation. (3) Allocate people to divisions/teams. (1) Start at the top. (5) Determine performance targets. X Y Z
Friday, 3 December 2010
(6) Define the delivery process. (7) Engage the customer. (4) Communicate a strategy. Inside-Out
Architecture (Structure)
“A bad system will beat a good person every time.”
(2) Appoint managers by specialisation. (3) Allocate people to divisions/teams. (1) Start at the top. (5) Determine performance targets. X Y Z
Friday, 3 December 2010
“A bad system will beat a good person every time.”
Outside-In
Architecture (Structure)
Friday, 3 December 2010
“A bad system will beat a good person every time.”
Outside-In
Architecture (Structure)
(1) Start with the customer.
Friday, 3 December 2010
“A bad system will beat a good person every time.”
(2) Develop a strategy. Outside-In
Architecture (Structure)
(1) Start with the customer.
Friday, 3 December 2010
“A bad system will beat a good person every time.”
(3) Design initial processes. (2) Develop a strategy. Outside-In
Architecture (Structure)
(1) Start with the customer.
Friday, 3 December 2010
(4) Define process metrics. “A bad system will beat a good person every time.”
(3) Design initial processes. (2) Develop a strategy. Outside-In
Architecture (Structure)
(1) Start with the customer.
Friday, 3 December 2010
(5) Structure to support processes. (4) Define process metrics. “A bad system will beat a good person every time.”
(3) Design initial processes. (2) Develop a strategy. Outside-In
Architecture (Structure)
(1) Start with the customer.
Friday, 3 December 2010
(5) Structure to support processes. (6) Appoint process managers. (4) Define process metrics. “A bad system will beat a good person every time.”
(3) Design initial processes. (2) Develop a strategy. Outside-In
Architecture (Structure)
(1) Start with the customer.
Friday, 3 December 2010
(7) End at the top. (5) Structure to support processes. (6) Appoint process managers. (4) Define process metrics. “A bad system will beat a good person every time.”
(3) Design initial processes. (2) Develop a strategy. Outside-In
Architecture (Structure)
(1) Start with the customer.
Friday, 3 December 2010
(7) End at the top. (5) Structure to support processes. (8) Adapt & Improve. (6) Appoint process managers. (4) Define process metrics. “A bad system will beat a good person every time.”
(3) Design initial processes. (2) Develop a strategy. Outside-In
Architecture (Structure)
(1) Start with the customer.
Friday, 3 December 2010
The customer-centric adaptive organisation is…
Architecture (Structure)
“A bad system will beat a good person every time.”
Friday, 3 December 2010
The customer-centric adaptive organisation is…
Architecture (Structure)
“A bad system will beat a good person every time.”
Customer Focussed
Friday, 3 December 2010
The customer-centric adaptive organisation is…
Architecture (Structure)
“A bad system will beat a good person every time.”
Customer Focussed Designed Around Demand
Friday, 3 December 2010
The customer-centric adaptive organisation is…
Architecture (Structure)
“A bad system will beat a good person every time.”
Business Process Centric Customer Focussed Designed Around Demand
Friday, 3 December 2010
The customer-centric adaptive organisation is…
Architecture (Structure)
“A bad system will beat a good person every time.”
Customer Focussed Designed Around Demand Adaptable
Friday, 3 December 2010
Routines (Processes)
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Charles Darwin
Friday, 3 December 2010
Requirements Gathering & Analysis (v) 1 Week (e) 4 Weeks (c) 4 Weeks Review & Approve
(v) 1 Day (e) 2 Weeks (c) 6 Weeks Solution Design (v) 2 Weeks (e) 6 Weeks (c) 12 Weeks Review & Approve
(v) 1 Day (e) 2 Weeks (c) 14 Weeks Build Solution (Coding) (v) 8 Weeks (e) 14 Weeks (c) 28 Weeks System Testing (v) 3 Weeks (e) 3 Weeks (c) 31 Weeks User Acceptance Testing (UAT) (v) 3 Weeks (e) 3 Weeks (c) 34 Weeks (v) Value-Added Time (e) Elapsed Time (c) Cumulative Elapsed Time Customer (Project Request) Deploy (v) 1 Week (e) 2 Weeks (c) 36 Weeks
Routines (Processes)
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Charles Darwin
Friday, 3 December 2010
Requirements Gathering & Analysis (v) 1 Week (e) 4 Weeks (c) 4 Weeks Review & Approve
(v) 1 Day (e) 2 Weeks (c) 6 Weeks Solution Design (v) 2 Weeks (e) 6 Weeks (c) 12 Weeks Review & Approve
(v) 1 Day (e) 2 Weeks (c) 14 Weeks Build Solution (Coding) (v) 8 Weeks (e) 14 Weeks (c) 28 Weeks System Testing (v) 3 Weeks (e) 3 Weeks (c) 31 Weeks User Acceptance Testing (UAT) (v) 3 Weeks (e) 3 Weeks (c) 34 Weeks (v) Value-Added Time (e) Elapsed Time (c) Cumulative Elapsed Time Customer (Project Request) Deploy (v) 1 Week (e) 2 Weeks (c) 36 Weeks
Routines (Processes)
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Charles Darwin
Friday, 3 December 2010
Requirements Gathering & Analysis (v) 1 Week (e) 4 Weeks (c) 4 Weeks Review & Approve
(v) 1 Day (e) 2 Weeks (c) 6 Weeks Solution Design (v) 2 Weeks (e) 6 Weeks (c) 12 Weeks Review & Approve
(v) 1 Day (e) 2 Weeks (c) 14 Weeks Build Solution (Coding) (v) 8 Weeks (e) 14 Weeks (c) 28 Weeks System Testing (v) 3 Weeks (e) 3 Weeks (c) 31 Weeks User Acceptance Testing (UAT) (v) 3 Weeks (e) 3 Weeks (c) 34 Weeks (v) Value-Added Time (e) Elapsed Time (c) Cumulative Elapsed Time Customer (Project Request) Deploy (v) 1 Week (e) 2 Weeks (c) 36 Weeks
Movement Waiting Excess Inventory Movement Waiting Excess Inventory Extra Features Defects Defects Waiting Routines (Processes)
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Charles Darwin
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Requirements & Planning Workshops (v) 3 Weeks (e) 4 Weeks (c) 4 Weeks (v) Value-Added Time (e) Elapsed Time (c) Cumulative Elapsed Time System Testing (v) 1 Weeks (e) 1 Weeks (c) 15 Weeks User Acceptance Testing (UAT) (v) 1 Weeks (e) 1 Weeks (c) 16 Weeks Customer (Project Request) Deploy (v) 1 Week (e) 2 Weeks (c) 18 Weeks Testing Design & Build User Acceptance (v) 8 Weeks (e) 10 Weeks (c) 14 Weeks
Routines (Processes)
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Charles Darwin
Friday, 3 December 2010
Routines (Processes)
“It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Charles Darwin
Operational Processes Operational Management Strategic Leadership Agile Methods Systems Management Theory (Lean Thinking)
Friday, 3 December 2010
Culture
Systems Management Theory The Fifth Discipline - Peter Senge How I Learned to let my Workers Lead - Robert Stayer
Command and Control Systems Management Theory Focus Hierarchy Customer Economies
Managers manage People manage Processes Structure Inside-Out Outside-In Metrics Individual Targets Process Measures Accounting Cost Based Value Based Reduce Downtime Waste View Silo Based End-to-End (Systemic) Optimise Ease of Management Adaptability Culture Maintain Status Quo Continuous Improvement
Friday, 3 December 2010
Techology
“Any suffjciently advanced technology is indistinguishable from magic”. Arthur C. Clarke
Friday, 3 December 2010
Techology
“Any suffjciently advanced technology is indistinguishable from magic”. Arthur C. Clarke
Collaboration Tools
Friday, 3 December 2010
Techology
“Any suffjciently advanced technology is indistinguishable from magic”. Arthur C. Clarke
Collaboration Tools Back Office Systems
Friday, 3 December 2010
Techology
“Any suffjciently advanced technology is indistinguishable from magic”. Arthur C. Clarke
Collaboration Tools Back Office Systems Development Technologies
Friday, 3 December 2010
The Case for Change
The Customer-Centric Adaptive Organisation The Modern Firm - John Roberts
Choices vs. Performance The graph assumes:
(2D simplification of reality)
Friday, 3 December 2010
The Case for Change
The Customer-Centric Adaptive Organisation The Modern Firm - John Roberts
Choices vs. Performance Our choice/performance
change over time due to changing:
Friday, 3 December 2010
The Case for Change
The Customer-Centric Adaptive Organisation The Modern Firm - John Roberts
Choices vs. Performance There may be more than
Friday, 3 December 2010
The Case for Change
The Customer-Centric Adaptive Organisation The Modern Firm - John Roberts
Choices vs. Performance There may be more than
Friday, 3 December 2010
Architecture (Structure)
“A bad system will beat a good person every time.”
A B X Y
Friday, 3 December 2010
Architecture (Structure)
“A bad system will beat a good person every time.”
Kaizen vs. Kaikaku
A B X Y
Friday, 3 December 2010
Architecture (Structure)
“A bad system will beat a good person every time.”
Kaizen vs. Kaikaku Kaizen :: Continuous improvement to eliminate waste.
A B X Y
Friday, 3 December 2010
Architecture (Structure)
“A bad system will beat a good person every time.”
Kaizen vs. Kaikaku Kaizen :: Continuous improvement to eliminate waste. Kaikaku :: Radical overhaul to eliminate
kaizen’.
A B X Y
Friday, 3 December 2010
Architecture (Structure)
“A bad system will beat a good person every time.”
Kaizen vs. Kaikaku Kaizen :: Continuous improvement to eliminate waste. Kaikaku :: Radical overhaul to eliminate
kaizen’.
A B X Y
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Friday, 3 December 2010
Our Values
Friday, 3 December 2010
Financial Year Plan 90 Day Plan 90 Day Plan 90 Day Plan 90 Day Plan Brand Plan Brand Plan Brand Plan Brand Plan Project Backlog Scoping & Estimation Project Initiation Project Delivery Delivery Capacity
1 The REA Group board
and Executive Leadership Team (ELT) set targets for the coming financial year.
2 The Product Managers
create brand plans, working closely with the Executive and Senior Producers.
3 The Strategic BA’s lead
workshops for planned projects and initiatives, evaluating high-level scope and leading estimation activities.
4 The Executive Producer, Portfolio Manager and Head of
Delivery plan projects and initiatives based on business priority, size and delivery capacity. Work is allocated to 90 day plans. Whilst the current 90 day plan is being executed, analysis, estimation and planning is taking place for projects and initiatives planned for the following cycle.
5 When availability appears
in the delivery calendar, new work is started. Workshops are run to initiate the delivery project and transfer prior analysis.
6 Iteration Managers and
Producers work together to manage the delivery of the project or initiative. High- level time, cost, scope changes require escalation.
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Transforming REA IT
Friday, 3 December 2010
Transforming REA IT
Friday, 3 December 2010
Transforming REA IT
Friday, 3 December 2010
Transforming REA IT
Friday, 3 December 2010
Transforming REA IT
Friday, 3 December 2010
Transforming REA IT
Friday, 3 December 2010
Transforming REA IT
Friday, 3 December 2010
Transforming REA IT
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Leadership in REA IT
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Leadership in REA IT
Friday, 3 December 2010
Leadership in REA IT
Friday, 3 December 2010
Leadership in REA IT
Friday, 3 December 2010
Leadership in REA IT
Friday, 3 December 2010
Leadership in REA IT
Friday, 3 December 2010
Leadership in REA IT
Friday, 3 December 2010
Leadership in REA IT
Friday, 3 December 2010
Leadership in REA IT
Friday, 3 December 2010
Leadership in REA IT
Friday, 3 December 2010
Leadership in REA IT
Health Warning: This is hard!
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REA IT Agile Challenges
Friday, 3 December 2010
REA IT Agile Challenges
Friday, 3 December 2010
REA IT Agile Challenges
Friday, 3 December 2010
REA IT Agile Challenges
Friday, 3 December 2010
REA IT Agile Challenges
Friday, 3 December 2010
REA IT Agile Challenges
Friday, 3 December 2010
REA IT Agile Challenges
Friday, 3 December 2010
REA IT Agile Challenges
Friday, 3 December 2010
REA IT Agile Challenges
Friday, 3 December 2010
The new platform, combined with REA’s use of the Agile methodology for software development, has let to an increased rate of innovation. The Group now benefits from a 90-day innovation cycle, with new products and enhancements delivered every 90 days.
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