Shojiki Solutions

1. presents Shojiki Solutions Value Innovation Bill Dominguez, PMP, CSM

2. Shojiki Solutions Lean-Agile Value Innovators Bill is a subject matter expert in the areas of value innovation, solution identification, program management, team building, organizational alignment, and removing the ‘dis’ from diseased ecosystems. bill dominguez A Certified Project Management Professional, Certified Scrum Master, Lean Agilist, Change Agent. Bill holds Master Certifications in Neuro Linguistic Programming, and Master Performance and Results Coaching. value innovator Bill has helped companies from startups to Fortune 10 recognize value opportunities and has built and led high performance sales, marketing, development, professional services, and customer service organizations that deliver consistent high quality and value. Bill is the founder of Ecocentric Strategies, formerly the Berenguer Group and currently holds the position of Vice President Community Relations for the Project Management Institute Bay Area Chapter with over 2,400 members  2008~2011 Shojiki Solutions

3. Shojiki Solutions Lean-Agile Value Innovators Value Innovation Iron triangle Value Quality Innovation  2008~2010 Shojiki Solutions

4. Shojiki Solutions Scope • Cancelled • Neverimplemented Project failsif: Resources Lean-Agile Value Innovators www.shojiki-solutions.com Measuring Project Success Projectssucceed if: • On time • Onbudget • Full scope Schedule  2008~2011 Shojiki Solutions

5. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com Measuring Project Success Chapter 1, Page 6 “ managing a project typically includes . . . • Balancing the competing project constraints including, but not limited to: • Scope • Quality • Schedule • Budget • Resources, and • Risk “  2008~2011 Shojiki Solutions

6. Shojiki Solutions Scope Resources Lean-Agile Value Innovators www.shojiki-solutions.com 64% of work results in waste Schedule  2008~2011 Shojiki Solutions

7. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com 36% of functionality delivers over 80% of project value Always Frequently Occasionally Rarely Never Source: 2007 Standish Chaos Report  2008~2010 Shojiki Solutions

8. Shojiki Solutions Scope Lean-Agile Value Innovators www.shojiki-solutions.com Resources Schedule Good Job! on time! on budget!  2008~2011 Shojiki Solutions

9. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com So, how do we support strategic decision making??  2008~2011 Shojiki Solutions

10. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com Portfolios, Dashboards, Balanced Score Cards . . . 1960 – Portfolio Management concept was introduced to manage monetary investments and to comply with investors tolerance for risk Today, successful organizations manage their portfolios according to strategic value.  2008~2011 Shojiki Solutions

11. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com AIG Analysis of PMO Executive Council project database results “among the projects delivered at least 90% on time and on budget, the majority fail to deliver business outcomes” “the top performing projects in terms of budget and schedule compliance attain on average only 53% of their business outcome expectations” • Business outcome index consists of: • Quality of delivery • End-user adoption • Business case attainment • Sponsor satisfaction Source: American International Group PMO EXECUTIVE COUNCIL IT PRACTICE  2008~2011 Shojiki Solutions

12. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com ???? Value to customer and business is a key metric at portfolio level  2008~2011 Shojiki Solutions

13. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com A well designed balanced scorecard addresses Quality, Value, Innovation, and $  2008~2011 Shojiki Solutions

14. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com What is value? Is value best described in dollars and cents? In beneficial outcomes? In meaningful relationships?  2008~2011 Shojiki Solutions

15. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com The customer defines Value and Quality  2008~2011 Shojiki Solutions

16. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com Motorola Iridium Satellite Phone $6 Billion USD Sold for $25 Million USD $3,295 USD per phone $7 USD per minute Motorola set the value NOT the customer  2008~2011 Shojiki Solutions

17. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com “What it looks like now is a multibillion-dollar science project. There are fundamental problems: The handset is big, the service is expensive, and the customers haven’t really been identified.” – Chris Chaney, Analyst, A.G. Edwards, 1999 Maybe they should have asked the customer?!!!! LEARNING FROM CORPORATE MISTAKES: THE RISE AND FALL OF IRIDIUM Sydney Finkelstein Shade H. Sanford http://74.220.211.32/manuals/Iridium.pdf  2008~2011 Shojiki Solutions

18. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com Over Budget! – Scope Creep! – Late! Ouch! Baseline Budget - $160 million USD Actual over budget by $130 + million USD Baseline Release Date July 1, 2008 Actual Release Date August 28, 2009  2008~2011 Shojiki Solutions

19. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com WW Gross to date $2.8 Billion USD Profit to date? $1.2 Billion USD Customer set the value and quality  2008~2011 Shojiki Solutions

20. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com Creating Value An evolutionary approach and evolve… Start where you are now…  2008~2011 Shojiki Solutions

21. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com Predicting Value …through highly effective visualization tools that show us the reality of our project  2008~2011 Shojiki Solutions

22. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com Measuring Value …with highly effective quantitative analysis of actual progress  2008~2011 Shojiki Solutions

23. Shojiki Solutions Lean-Agile Value Innovators Exploiting new ideas leading to the creation of a new product, process, or service that add value or improve quality  2008~2011 Shojiki Solutions

24. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com Value Innovation is sustainable actionable and evolutionary  2008~2011 Shojiki Solutions

25. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com and results in higher customer value business strategy alignment optimal investments  2008~2011 Shojiki Solutions

26. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com How ?  2008~2011 Shojiki Solutions

27. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com Value Innovation Prism Human Factor Tools Thinking Environment  Value Innovation Prism Shojiki Solutions  2008~2011 Shojiki Solutions

28. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com • Innovative Thinking • Improve the • business • ecosystem  2008~2011 Shojiki Solutions

29. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com Innovation Fostering Environment  2008~2011 Shojiki Solutions

30. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com Innovation Fostering Environment HM Government Dept. for Business Innovation and Skills  2008~2011 Shojiki Solutions

31. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com 看板 Innovative Tools For example Kanban “Kanban is not a project management or software development lifecycle method. It is an approach to change management - a framework for catalyzing change in an organization.” David J. Anderson  2008~2011 Shojiki Solutions

32. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com Value Innovation Prism Human Factor Tools Thinking Environment  Value Innovation Prism Shojiki Solutions  2008~2011 Shojiki Solutions

33. Shojiki Solutions Question Observe Experiment Associate Network Lean-Agile Value Innovators www.shojiki-solutions.com Five skills that set innovators apart Harvard Business Review December 2009  2008~2011 Shojiki Solutions

34. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com Value Innovation promotes effective project management Project Manager Effectiveness Drivers PMO Executive Council Analysis • Flexibility – ability to innovate • Problem Solving • Personal Ownership • Political Acumen • Stakeholder Management Source: AIG PMO EXECUTIVE COUNCIL IT PRACTICE  2008~2011 Shojiki Solutions

35. Shojiki Solutions Lean-Agile Value Innovators www.shojiki-solutions.com In Conclusion • Innovative thinking • Innovative tools • and an environment conducive to innovation • lead to Value Innovation • resulting in • Higher Value Project Management “as professionals we must strive to align resources in the business ecosystem, drive to value, and eliminate waste by building efficient, high quality, high availability systems that holistically serve multiple boundaries" Bill Dominguez, 2009  2008~2011 Shojiki Solutions

36. thank you! Shojiki Solutions Value Innovation Bill Dominguez, PMP, CSM info@shojiki-solutions.com www.shojiki-solutions.com

37. Shojiki Solutions Lean-Agile Value Innovators good reading  2008~2011 Shojiki Solutions