1. 1
How to drive Growth?
Half-Double
Hybrid

2. 2
Does
Your Company
have a
Growth Ambition?
2

3. 3
Plan:
Create an on-line
Supermarket
3

4. CRM
system
Business
transformation
Must-Win-Battle
programme
Next Gen
Product
Project
planning
software
Strategy
process
Performance
Management
System
New
Service
Offering
4

5. Customers will buy it
We
can make
money
We can operate
the business
Users think it’s a good idea
We can build it
We think it is interesting
Many organizations are too solution focused – and
learn to slow about market/ customer need
5

6. Idea
The problem with product development is - that it is
“Product Development”
Concept
Detailed
Design
Testing
Strategy/
Market
need
Sales
R&D*
*Or “IT-Organization 6

7. Front-end
(define the need)
Back-end
(deliver the solution)
Hand-over
The waste generated through hand-overs can be
very significant?
(thinking) (doing)
7

8. 8
30 % of all
projects are
successful
13 % of all
employees
are engaged
30% Hitrate: Standish Group Survey. 13% Engagement: Gallup Survey “State of the Global Workplace
8

9. What are the
greatest
Challenges in
the coming
years?
Please discuss
with the person
next to you
From your
perspective, or the
perspective of the
PMO…
Q #1
9

10. 10
The PMO has a unique
opportunity to drive
Future Growth
• Problem & business finding skills
• Business orientation/ investor
thinking
• Flexible methods & fast learning
• Entrepreneurial mindset
• People commitment/ centricity
All
companies
want more
of this – But
who is going
make it
happen?

11. Half
Double
Hybrid
Scrum
Scaled Agile
Lean
Start-up
Design
Thinking
• Solve user problems with new
solutions
• When the solution is more than
software
• Development, not operations
• Outcome not just output
• Change & communication built in
• Firms with existing development set-up
& process
New thinking
needed:
AGILE
Community of 1200 PMO/
project professionals
17 Pilot projects conducted –
Cross industry
Method impact validated by
Aarhus University research

12. LeadershipFlowImpact
We believe that 3 principles should be at the
core of all projects
Leadership & decision
authority as close as possible
to real insights
Small sponsor teams &
frequent touch points
Better + Faster decisions
Focus more on Impact
than Deliverables.
All commit to end-2-end
value
Frequent value
demonstrations
Keep the project (the value
process) flowing almost at any
cost
X-functional teams collocated to
minimize handover-loss
Highly allocated (+50%) multi-
skilled teams
12

13. Having a detailed and perfect plan does not work
when uncertainty if high
Problem/
Solution
Assumptions
(What needs to be true?)
Prioritize
assumptions
(Impact vs Uncertainty)
Test key
assumptions
(for true answers)
Learn & refine
(Problem/ Solution)
Assumption
based
testing in
fast
iteration
Desirability
Feasibility Viability
13

14. 14
Double Diamond – Development model
Those doing the solution must also define & understand the problem…
PROBLEM SPACE SOLUTION SPACE
Problem (re-) defined and
quantified
Concept(s) selected and ready
for testing/ implementation
The problem area
is framed
”Identify the ‘right’ problem” ”Solve the problem correct” ”start selling/ improving”
Build
Learn Measure
DELIVERY SPACE

15. Half Double focuses on
three core elements to
ensure that projects are
creating value, that its
carried through & that
people are motivated
There are tools/ thinking
related to each element
IMPACT
FLOW
LEADERSHIP
Active project
owners
PM with impact
focus
Adaptable approach
(Pivot)
Co-locate people Fixed weekly
rhythm
Visual plans
Impact overview &
ownership
Fast MVP’s
(Skateboards)
Pulse check with
Customers
Half
Double
3 x 3 things
to do…
15

16. How it works – and looks at Danfoss…
Prioritized
deliverables
Focus hypothesisImpact tracking Sprint planRelease plan
Core Team
Project manager
R&D Sponsor Mkt sponsor
Solution demo
Future value
stream
Mfg Sponsor
½ time to
market
30%
Engagement
increase 16

17. Leadership must embrace
uncertainty and make the
project happen.
Chose to focus on 3 value creating efforts rather than 10 efforts identified –
and reduced number of lost baggage from 12 to 6 pr. 1000 in just 3 months
THIS IS HOW
LOST LESS
TRANSFER LUGGAGE
All flight planners to
use same criteria to
”hold” a plane, or let it
go
All luggage people call
flight planners 10 min
before departure to
ensure that the plane is
still at gate
Optimized plane off-
loading, ensuring that
the transfer storage
always is opened first
The 10 improvement efforts were identified by gathering people working in the
baggage handling processes. Jointly they prioritized to deliver top 3 solutions as
fast as possible (Skateboard model)
17

18. The new stage gates – for building business?
Idea Concept
Detailed
Design
Testing
Build &
sell 1
Refine &
sell 10
Refine &
sell 100
Refine &
Sell 1000
Metered funding, if positive (real-
world) validation of
Desirability, Feasibility & Viability
D
VF
New
Product/
Business
Development
Disruptive
Product/
Business
Development
1
2
18

19. What could
you (r PMO) do
more of – to
drive Growth?
Please discuss
with the person
next to you
From your
perspective, or the
perspective of the
PMO…
Q #2
19

20. 20
Inspiration
Dogmas/
Viewpoints
20

21. Everybody has a plan,
until they get punched in
the face 21

22. 22
●3
1
-
1
0
-
2
0
1
8
The elevator
is too slow…
The waiting
time is boring
ORIGINAL PROBLEM:
RE-DEFINED PROBLEM:
Tendency to lack focus on
solving the “right” problem
Wonderful
engineering
challenge, but
Why is that a
problem?
(5 x Why)
22

23. 23
“Growth Winners” see themselves differently…
Did not see themselves as
an on-line bookstore
Did not see themselves as
a computer producer
Did not see themselves as
a search engine
Saw themselves as
producer of chemical film
Saw themselves as a
network of stores renting out
physical movies
How do you see
your company?
How do you see
the PMO Function?
How do you see
yourself?
23

24. Make the real test “DO WE DELIVER CUSTOMER VALUE?”
- as fast as possible
24

25. Don’t Create A Product.
Create A Business.
SANITY CHECK
If we are indeed creating business, how
come our process & project efforts does not
reflect that?
25

26. Reduce The Corporate Theatre –
Launch “MVPs” – fast…
SANITY CHECK
Do we like making monster slide decks &
reports that no one reads?
Could we do without the functional & political
positioning at large steering group meetings?
26

27. Don’t Seek
Applause, Seek
Insights
SANITY CHECK
Are you good at talking to customers without
having anything to show them?
Do you prefer making your outputs spotless
before presenting them to others?
27

28. What Would
You Do If It Was
Your Company?SANITY CHECK
Do you accept bad organizational processes
& habits?
Is it okay to wait 6 weeks for facility service to
mount a whiteboard in your project room?
28