Project Half Double

1. Leading projects to impact in half the time with double the impact • Project Half Double

2. 30% OF ALL PROJECTS TODAY ARE CHARACTERISED AS SUCCESFUL

3. The changing workforce

4. Since 1983 (33 years) 1,279 articles on project management published 74 articles rethinking project management 7articles on how to DO IT Svejvig & Andersen, 2015

5. To put it simple, we will deliver Projects in halfthe timewith doubletheimpact Together we will develop a new and radical project paradigm to increase the competitiveness of the Danish industry

6. Methodology Projects 3 17 core elements experiments 13,8 mDKK Research People 3 1900+ universities practitioners

8. An overview • The Half Double Methodology

9. It is all about placing an extreme focus on three core elements Impact Reduce focus on deliverables and enhance focus on effect • Reduce formalism and enhance focus on active involvement of the project owner & reduce focus on management of systems and enhance focus on leadership of people Flow Leadership Reduce focus on optimization of resources and enhance focus on the project’s progression

11. Creating impact in your project requires commitment to three methods 1 2 3 Use the impact case to drive behavioural change and business impact Design your project to deliver impact as soon as possible with end users close to the solution Be in touch with the pulse of your key stakeholders on a monthly basis METHOD Impact Solution Design Pulse check Impact case & Impact tracking TOOLS • Principle: Stakeholder satisfaction is the ultimate success criteria

12. Creating flow in your project requires commitment to three methods 1 2 3 Allocate core team +50% and assure colocation. Reduce complexity in time and space to free up time to solve complex problems Define a fixed project heartbeat for stakeholder interaction to progress the project in sprints Increase insight and commitment using visual tools and plans to support progression METHOD Rhythm in key events Visual planning and project visuals Colocation design to support intensity TOOLS +50% • Principle: High intensity and frequent interaction to ensure continuous project progression

13. Creating leadership in your project requires commitment to three methods 1 2 3 Be an active, committed and engaged project owner to support the project and ensure stakeholder satisfaction. Be a collaborative project leader with a “people first” approach to drive the project forward. Apply a reflective and adaptive mindset – say yes to the mess. METHOD Collaborative leadership approach Reflective and adaptive mindset Active ownership approach TOOLS • Principle: Leadership must embrace uncertainty and make the project happen.

14. Local translation of Half Double is the key

15. The Half Double sweet spot – a perfect fit for transformation projects PRE-DEFINED PROJECTS TRANSFORMATION PROJECTS Source: Atkinson, Crawford & Ward, 2006 • Build a Half Double mindset to initiate the Half Double approach.

16. Pilot project results

17. The Half Double Methodology has been evaluated by researchers and it works in 7 out of 9 organizations Fulfilled Partly fulfilled Not fulfilled High impact Medium impact Low impact

18. Impact stories from the pilot projects

19. Main learnings across pilot projects #3 #1 #2 Half Double methodology must be applied in the early stage of the project to reach full potential Local translation in a reflective practice is the key to Half Double Managerial willingness to work differently is crucial for creating impact – the project cannot kill idiocracy alone #5 #4 Half Double always leaves a remarkable footprint in the organisation – some change more than others The Half Double sweet spot is with transformation and innovation projects

20. Pilot project:Novo Nordisk • flow • An extreme focus on reducing time to impact, involving end users • and on the prioritization of critical project resources • Project visuals • The project in short • What did we do? • The collaboration with Half • Double was initiated because: • The IT PMO wanted to try a more agile project methodology • It was suitable for the specific project: Heavy involvement of line of business – more specifically customer involvement was key • The project owner wanted a faster lead-time. Go-live planned for February 2017 • IMPACT • Impact case with strong KPI’s to navigate the project • Impact solution design to realise impact faster • Pulse of the project: Create stakeholder satisfaction with 3 main groups • Learn and compare with reference projects from ITC PMO • The aspiration was to improve a custom-made program in SAP APO that was important for the SNP Planning • department. More specifically, it was set • out to ensure: • Better master data • More stable and flexible planning solution • Incorporation of new business requirements • Multiskilled core team with core users is collocated 60% of the week • Visual leadership of plans and solutions • Fixed project pace through compressed sprints • Active project owner to engage with project team biweekly • Project manager coaching sessions to leverage leadership, reflected adaptation of the methodology and pure stamina • Finding common ground between the Novo Nordisk IT Governance model which is a classic stage gate model and the Half Double project approach in the pilot project • THE BIG WHY • HALF DOUBLE • The results so far • Time to impact • reduced 47% – Go Live from • February 2017 to June 2016. • User impact: Reduction of • number of hours spent on firefighting per week • Average Pulse Check score • of 4,3 on a 1-5 scale • (core team) • LEADERSHIP The pilot project at Novo Nordisk is a supply chain/IT enhancement project with the purpose of creating a more stable and flexible variant planning solution with future business requirements incorporated. [Pictures] #1 #2 #1