Half Double Methodology Foundation Guide E-Book

Half Double Institute

• Herausgeber: Van Haren Publishing
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 89

Veröffentlichungsjahr: 2022

Beschreibung

This guide has been written for all passionate project practitioners. People who are driven by the need to create real impact and are willing to take untraditional measures to lead projects. Whether you are a PMO, project owner, project manager, team member or someone who invests time in temporary endeavours undertaken to create an impact – this guide is for you. This guide is the shorter version of the Half Double Methodology Handbook, which focuses on explaining the use of the Half Double Methodology. It is a practical guide designed to change your way of thinking and acting in and with projects. It provides you with hands-on principles, methods and tools to help you realize projects with double the impact in half the time. A guide designed to enable you to go out and do it yourself. The guide is also mandatory ready for taking the Half Double Foundation Certification Exam. Consultancy, universities, companies and more than 2,500 practitioners have co-created the ideas presented here in this guide. Half Double is a methodology created through practice, with real practitioners. It has already created proven impact in projects around the globe, delivering on the overall ambition of realizing projects in half the time with double the impact. In essence, the guide extends the known agile methods with concrete methods for impact realization, reflective leadership and a strong focus on how people are motivated and perform — it’s all about placing an extreme focus on three core elements:

• Impact – Stakeholder satisfaction is the ultimate success criterion.
• Flow – Intensity and frequent interaction in project work with weekly progression.

Leadership – Embrace uncertainty and make the project happen.

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HALF DOUBLE METHODOLOGY FOUNDATION GUIDE VERSION 1.0

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Titel:

Half Double Methodology Foundation Guide Version 1.0

A Publication of:

Half Double Institute

Authors:

John Ryding Olsson, Karoline Thorp Adland, Michael Ehlers, Niels Ahrengot, Jørgen Aalbæk, Nicoline Hvidt, Johanne Lyngsø Jensen, Thomas Kristian Ruth, Emilie Fraenkel Kærn

Publisher:

Van Haren Publishing, ‘s-Hertogenbosch - NL, www.vanharen.net

ISBN Hardcopy:

978 94 018 0835 4

ISBN eBook:

978 94 018 0836 1

ISBN ePUB:

978 94 018 0837 8

Edition:

First edition, first impression, May 2022

Layout and Cover Design:

Coco Bookmedia, Amersfoort-NL

Copyright:

©2022 Half Double Institute and Van Haren Publishing. All rights reserved.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of the copyright owner.

Contents

1 Reading guide

2 Introduction

2.1 Background for current project management

2.2 The direction of future project management

2.3 Agile methodologies have taken us some of the way

2.3.1 There is still a huge potential to be realized

2.4 Half Double - an agile hybrid model

2.4.1 Half Double – perfect for transformation projects

2.5 The three core elements of Half Double

2.5.1 From the triple constraint to focusing on impact

2.5.2 From resource optimization to flow optimization

2.5.3 From the management of systems to the leadership of people

3 Impact

3.1 The purpose of the impact principle

3.1.1 How do we define impact?

3.2 The three impact methods

3.3 Impact Method 1: Impact case

3.3.1 Purpose and description of Impact Method 1

3.3.2 Impact Method 1 guidance

3.3.3 The tool used for Impact Method 1: Impact case

3.4 Impact Method 2: Impact Solution Design

3.4.1 Purpose and description of Impact Method 2

3.4.2 Impact Method 2 guidance

3.4.3 The tool used for Impact Method 2: Impact solution design

3.5 Impact Method 3: Pulse Check

3.5.1 Purpose and description of Impact Method 3

3.5.2 Impact Method 3 guidance

3.5.3 The tool used for method Impact Method 3: Pulse check

4 Flow

4.1 The purpose of the flow principle

4.1.1 How do we define flow?

4.2 The three flow methods

4.3 Flow Method 1: +50% Allocation

4.3.1 Purpose and description of Flow Method 1

4.3.2 Flow Method 1 guidance

4.3.3 The tool used for Flow Method 1: Co-location design

4.4 Flow Method 2: Visualization

4.4.1 Purpose and description of Flow Method 2

4.4.2 Flow Method 2 guidance

4.4.3 The tool used for Flow Method 2: Visual Planning Board

4.5 Flow Method 3: Rhythm in Key Events

4.5.1 Purpose and description of Flow Method 3

4.5.2 Flow Method 3 guidance

4.5.3 The tool used for Flow Method 3: Rhythm in key events

5 Leadership

5.1 The purpose of the leadership principle

5.1.1 How do we define leadership?

5.2 The three leadership methods

5.3 Leadership Method 1: Active Project Owner

5.3.1 Purpose and description of Leadership Method 1

5.3.2 Leadership Method 1 guidance

5.3.3 The tool used for Leadership Method 1: Active ownership behavior

5.4 Leadership Method 2: Collaborative Leader

5.4.1 Purpose and description of Leadership Method 2

5.4.2 Leadership Method 2 Guidance

5.4.3 The tool used for Leadership Method 2: Collaborative project leadership behavior

5.5 Leadership Method 3: Reflective and Adaptive Mindset

5.5.1 Purpose and description of Leadership Method 3

5.5.2 Leadership Method 3 guidance

5.5.3 The tool used for Leadership Method 3: Adaptive and reflective mindset

6 Local translation

6.1 The purpose of the local translation principle

6.1.1 How do we define local translation?

6.2 The three local translation methods

6.3 Local Translation Method 1: Build a Half Double Mindset

6.3.1 Purpose and description of Local Translation Method 1

6.3.2 Local Translation Method 1 guidance

6.4 Local Translation Method 2: Customize Governance

6.4.1 Purpose and definition of Local Translation Method 2

6.4.2 Local Translation Method 2 guidance

6.5 Local Translation Method 3: Anchor the Half Double Practice

6.5.1 Purpose and definition of Local Translation Method 3

6.5.2 Local Translation Method 3 guidance

7 End notes

7.1 The Half Double practitioner journey

Appendix A The Half Double Methodology

Appendix B Impact

Appendix C Flow

Appendix D Leadership

Appendix E Local translation of Half Double is the key

1   Reading guide

This foundation guide has the purpose of giving the reader the needed knowledge and insight in the Half Double methodology to pass the foundation exam and start implementing principles, elements and methods in the organization.

This book is created to fit the structure of the methodology, delegating a chapter to each of the four elements:

■   Impact

■   Flow

■   Leadership

■   Local Translation

Each chapter starts by providing the reader with an overview of the element and principle behind it. Afterwards a deep dive is made into each of the methods, within the given core element.

Each deep dive will provide the following:

■   Purpose and description of the method;

■   Guidance for using the method;

■   Presentation of the tool used for the method.

In the appendices the reader will find more detailed descriptions of the various tools including process guides.

It is important to note that the Half Double methodology is not a ‘one size fits all’ approach. This means that we focus on the core elements and underlying methods and use the tools as suggestions on how to implement the methods and principles.

We hope you will enjoy reading this Foundation guide and find it valuable.

Best regards,

The Half Double Institute

2   Introduction

2.1   Background for current project management

The past was built on efficiency, optimization, and perfection in operations.

For thousands of years, humans lived as hunter-gatherers, and the simple notion of agriculture did not dawn on anyone. It was a giant leap when we stopped living like nomads and started staying put. We went from shortsighted thinking and eating everything here and now to gathering reserves, sowing, and cultivating, and keeping and breeding animals. This ‘stage change’ multiplied our production by the hundreds. Today, a relatively small percentage of the world’s population feeds the rest. Henry Ford’s transformation of car manufacturing from workmanship to industry marked the beginning of the efficiency-driven era. Industrialization was founded on four simple principles: standardization, reproducibility, specialization, and the division of labor. Throughout the 60s, quick changeovers became increasingly important because multiple suppliers offered similar products. During this period, Toyota factories developed what is now known as lean.

Lean was based on five principles:

1.   Identify the value;

2.   Map the value stream;

3.   Create flow;

4.   Establish pull;

5.   Seek perfection.

Once again, the principles were very simple, but throughout the 80s, they formed the basis for the superiority of the Japanese automakers, which outmatched their American colleagues. It took the US factories 240 days to produce one car, whereas it only took the Japanese 24 hours!

The Japanese production costs were half of those of the US, and the quality was better. Today, these principles of focusing on value adding time, cycle time, lead time, and waste reduction through continuous improvements are well-known best practices in all areas of production management. The Japanese mantras of small batch sizes and flow struck a responsive chord all over the world. The procedure is clear: sense the situation, categorize the problems, analyze possible improvements, and respond – which is referred to as the efficiency paradigm. This worked wonders in the past. But how is further optimization possible when product lifecycles have already been drastically reduced and the problems are not only complicated but have also become complex and chaotic?

2.2   The direction of future project management

Fast and value-driven project execution is the future.

Strategies that were once needed and that worked in the past won’t accommodate the needs of tomorrow’s fast-paced environment. We’re headed for a world with no speed limits. A life where new products, technologies, and needs wash over us like a tsunami. To optimize our products and processes, all these changes can feel like a never-ending sea of interruptions. This is what is referred to as the innovation paradigm, where the preferred methods are act, probe, sense, and respond.

We’re in a position where optimization and perfection are growing increasingly desperate as service life is continually declining. Creation is outpacing optimization. We need to understand that the efficiency paradigm is water under the bridge and that we now live in an innovation-driven reality where a transformation of organization, processes, and behavior produces greater benefits than perfection. It is essential that we learn to exploit the accelerating flow of opportunities rather than viewing them as interruptions. We cannot make the necessary adjustments solely with continuous perfection; we must master real transformations at a high pace.

These transformations include organization, products, processes, competences, and new behavior. In the US, Japan, and Canada, highly educated employees represent 42%, 45%, and 51% of the workforce, respectively. This suggests a shift from a workforce based primarily on blue-collar workers to a workforce comprising mainly white-collar workers. In other words, many of us today find ourselves working with more complex problems and developments than in the past. And this work is often carried out as one-off assignments: projects. But while the number of projects is drastically increasing, our efficiency within this work form has stagnated.

■   In 1982, 33% of revenue and 22% of profits came from new products. Just ten years later, these figures had risen to 50% and 40%, respectively. The majority of hp’s profits today come from products that did not exist a year ago. Cell phones generally have a commercial lifetime of just three months, and new software updates are released on nearly a monthly basis.