Project Management exam
AA-
6class_Project_management_Kamil_Sabatowski_2020_AEH_v32.pdf
Project management.
Kamil Sabatowski University of Economics and Human Sciences in Warsaw
March 2020
Lecture 3
DEFINITION:
“The application of knowledge, skills, tools and techniques to project activities to meet the project requirements.”
- Project Management Institute
What is project management?
DEFINITION:
“Project management is an organised common-sense approach that utilises the appropriate client involvement in order to meet
sponsor needs and deliver expected incremental business value.”
- Wysocki, Effective Project Management, Wiley
What is project management?
• Flexibility and adaptability
Challenges to effective project management.
DEFINITION:
,,One of the major problems that TPM faced, and still faces, is the difference between wants and needs. (...) remember that what the client
wants is probably not what the client needs. If the project manager blindly accepts what the clients say they want and proceeds with the
project on that basis, the project manager is in for a rude awakening.“
- Wysocki, Effective Project Management, Wiley
What is project management?
• Flexibility and adaptability • Deep business understanding • Project type and its impact on project management • Managing the creeps
Challenges to effective project management.
DEFINITION:
“,,Creeps here refer to minute changes in the project due to the obscure, and for a while unnoticeable, actions of team members.
Many of these go undetected until their cumulative effect creates a problem that raises its ugly head. There are four types of creeps (…)”
- Wysocki, Effective Project Management, Wiley
What is a creep?
• Flexibility and adaptability • Deep business understanding • Project type and its impact on project management • Managing the creeps
• Scope creep • Hope creep • Effort creep • Feature creep
• Difficulty with understanding requirements
Challenges to effective project management.
What is a „requirement”? DEFINITION:
“A requirement is: 1) A condition or capability needed by a stakeholder to solve a problem or achieve an objective.
2) A condition or capability that must be met or possessed by a solution or solution component to satisfy a contract, standard, specification, or other formally imposed documents.
3) A documented representation of a condition or capability as in (1) or (2).”
- International Institute of Business Analysis (IIBA). (2009). “The Guide to the Business Analysis Body of Knowledge (Version 2.0)
Projects vs other activities in the organisation.
Repetitive
T. Wrzesiewski, Project management at Executive Level, EY Academy of Business
TASK PROJECT
TASK PROCESS
Innovative,
unique
Simple ComplexScale of Complexity
S ca
le o
f U ni
qu en
es s
Work Breakdown Structure
T. Wrzesiewski
Work Breakdown Structure
T. Wrzesiewski
Goal / Scope
Products / Results
Tasks
Project’s landscape.
G oa
l
Solution
N ot
c le
ar C
le ar
Clear Not clear
Wiley, Effective project management.
Traditional, Agile, Extreme.
Emertxe Projects Extreme Projects
Traditional
Projects Agile Projects
Start End
Task 1
Task 2
Task 3
Task 4
Task 5
Task 6
Task 7
Task 8
Task 9
Task 10 Task 13
Task 14
Task 11
Task 12 Task 16
Task 15
Deliverable 1
Deliverable 2
Deliverable 3
T. Wrzesiewski
Stream type of projects (traditional).
Start End
Task 1
Task 2
Task 3
Task 5
Task 6
Task 7
Task 11
Task 13
Task 12
Deliverable 6
T. Wrzesiewski
Deliverable 1
Deliverable 2 Deliverable 5
Deliverable 4
Deliverable 3
Phase type of projects (traditional).
Phase 1 Phase 2 Phase 3
Suppliers:
Competitors:
Regulators:
Receivers: Internal stakeholders:
External stakeholders inside an organisation:• Sponsors
• Banks and other financial institutions
• Insurers • Raw materials suppliers • Contractors • Advisors • Potential employees
M. Trocki, B. Grucza
• Customers • End users • Local communities • NGOs • Other groups of interest
• Direct competitors • Indirect competitors
• Government with administrative institutions • Political parties • European Union institutions • International institutions • National and local media
• Management board • Steering committee • Line managers • Experts • PMO managers • Union representatives
• Steering committee • Project Manager • Project team members • Consultants
Project-level
Macro-level
Stakeholders’ types.
Who is this stakeholder?
What does he want from this project?
What are his advantages and disadvantages?
What is his importance for this project?
What is his attitude towards this project?
What should be done in relation to this stakeholder?
Identify
AnalysePlan
Engage
E. Bukłaha
How to understand stakeholders?
Project management.
Kamil Sabatowski University of Economics and Human Sciences in Warsaw
March 2020
Lecture 4
Scoping
Project’s lifecycle.
Planning Launching Executing ClosingInitiating
plus monitoring and control
plus monitoring and control
plus monitoring and control
plus monitoring and control
Defining the scope of work
Project’s lifecycle.
Defining Preparing, planning Executing Closing
Character of activity Conceptualization Planning, organising Conducting project, executing the plan. Monitoring and controlling. General coordination.
Implementation, final reporting.
Stages - Project initialization - Defining project
- Organising team structure (involving different roles etc.) - Planning project structure - Milestones planning (and other dates) - Resources and budget planning - Planning execution team
- Conducting tasks within a project - execution according to a plan - Control and coordination
- Closing project - Billing and finance summary - Terminating project’s team structure
Actors / participants Initiator, users, management, specialists, experts
Project’s team, management, vendors
Project’s team, vendors, management
Project’s team, vendors, management, users, sponsor (payer/internal customer/principal)
Costs / expenses Low Mediocre High High
E. Bukłaha
Project’s landscape.
G oa
l
Solution
N ot
c le
ar C
le ar
Clear Not clear
Wiley, Effective project management.
Traditional, Agile, Extreme.
Emertxe Projects Extreme Projects
Traditional
Projects Agile Projects
Traditional projects Agile projects Extreme projects Emertxe projects - Low complexity
- Few scope changes
- Well-understood
technology infrastructure
- Low risk
- Experienced and skilled
project teams
- Plan driven management
- Linear model - Incremental model
- A critical problem without
a known solution
- A previously untapped
business opportunithy
- Change drivel projects
- Meaningful stakeholder
involvment is essential
- Small co-located teams - Iterative model - Adaptive model
(You know the problem, and
want to find a proper solution
to that problem)
- Research and
development project - High risk - Extreme model - A solution out looking fro
a problem to solve
(You have the solution, but
you need to find the
application for that solution)
Project’s landscape.
Wysocki, Effective Project Management, Wiley
Micro and macro environment.
Blythe, 2005
Project’s role within an organisation. Relation between strategy and project management
Strategic level Mision
Strategy
Strategic goal 1 Strategic goal 2
Detailed goal 1.1
Detailed goal 1.2
Detailed goal 2.1
Detailed goal 2.2
Task 1.1.1 Task 1.1.2 Task 1.1.3 Task …
Vision
Tactical level
Operational level
S tr
at eg
y ex
ec ut
io n
S trategy form
ulation
Task … Task … Task … Task …
Task … Task … Task … Task …
Task … Task … Task … Task …
E. Bukłaha
Agile projects
Agile projects - Scrum team.
Developer
Scrum Master
Product Owner
Building the right thing
Building the thing right
Building the thing fast
sunscrapers.com
Agile projects - Scrum.
Sprint planningScope called „Product backlog”
Daily stand-ups Sprint review
Sprint
retrospection
Self-organising agile teams: a reality, myth or utopia?
t
Scrum isn’t as simple as we all used to think*
*Or maybe Scrum is indeed simple. It’s the implementation that brings us troubles.
t
Theory =/= practice
Experience = theory + practice
The goal of agile implementations is creating teams that are:
HIGH-PERFORMING ABLE TO DELIVER VALUE IN SHORT
ITERATIONS
AUTONOMOUS SELF-ORGANISING
t
Self-organising
t
Independent
t
High-performing
t
Able to deliver value in short
iterations
t
Autonomous
Is self-organisation in agile teams a myth, reality, or utopia?
Isn’t self-organisation just another buzzword?
Here’s how the Scrum Guide defines self-organisation:
t
„Self-organizing teams choose how best to accomplish their
work, rather than being directed
by others outside the team."
t
"Development Teams are
structured and empowered by the organization to organize and
manage their own work."
Here’s how the Agile Manifesto defines self-organisation:
t
,,The best architectures,
requirements, and designs
emerge from self-organising
teams.”
But here’s what usually happens:
t
• The team doesn’t have the necessary skills, • or it has the necessary skills, but no sense of ownership at all, or no
willingness to take risks, • or sometimes team members focus too on theory which doesn’t solve
problems, • also, communication problems may occur.
Everyone speaks about self- organisation, but very few people have actually seen it work in practice.
Usually it just doesn’t work as intended.
t
’The team can be far more or far less than the sum of its
individuals’
SPECIFIC PERSONAL ATTRIBUTES
COMPANY’S ORGANISATIONAL CULTURE
AGILE UNDERSTANDING
INCONGRUENCE OF TEAM AND COMPANY GOALS
LACK OF TRANSPARENCY OR TRUST WITHIN A TEAM
NO EDUCATION ABOUT SELF- ORGANISATION
LACK OF FEEDBACK LOOP
LACK OF BUSINESS ORIENTATION
IMPROPER TASK RELEVANT MATURITY
BAD HABITS, ASSUMPTIONS, AND EXPERIENCES
We need to understand some more symptoms or root causes
Why we need to pay workers their salaries?
’Many people claim that because of the separation of the ownership and control in a corporation, managers have little incentive to work in the interests of shareholders (…) As a manager wouldn’t be more fun to relax all day and freely eat in the company’s gourmet dining room? (…) Economists call this a principal-agent problem when managers, despite being hired as the agents of shareholders, put their own self-interest ahead of the interests of shareholders.’
Stangeland, Berk, Demarzo, Corporate
Finance. Fourth Canadian Edition
t Employers and employees have different
goals.
Agency dilemma (principal-agent theory)
Owner (Principal)
Manager / employee (Agent)
Contract
Two parties may enter into a conflict because they aim to maximise their own benefits of the contract
Agency dilemma (principal-agent theory)
Owner (Principal)
Manager / employee (Agent)
Contract
There’s a chance for moral hazard to occur.
Information asymmetry increases the circle of influence of the Agent
Agency theory creates so called agency costs - the sum of costs that the principal must bear for monitoring the agent’s activities.
How does it relate to self-organisation concept?
Self-organisation in its ideal state would remove the transaction costs resulting from the need to manage people, motivate them, control them, and set directions.
tSelf-organisation is not a myth.
t
Self-organisation is not a myth.
I would call it utopian reality.
t
A utopia.
’One could also say that utopia is a perfect "place" that has been designed so there are no problems’
- Wikipedia
t
Reaching self-organisation is not a project - rather, it’s a process.
ACT PLAN
STUDY DO
ACT PLAN
STUDY DO
ACT PLAN
STUDY DO
t
• Understand that self-organisation is a process • Retrospectives are really great tool for boosting the learning curve • Once you set up a new team, it needs to start evolving and aligning immediately. Here’s
how to do this:
1. Introduce a culture of empathy, understanding and honesty.
2. Don’t punish anyone for making mistakes.
3. Pay attention to delivering feedback regularly.
4. Talk about goals: company goals, team goals, sprint goals. In many teams OKRs works great. Using them isn’t that easy, but when you do it correctly, you can efficiently decompose organisational goals into team/individual goals.
• Organisational culture is crucial
Here’s my advice for managers looking to build agile self-organising teams.
Self-organisation requires strong leadership.
MANAGING BY VALUES
MBI (management by instructions)
MBO (management by objectives)
MBV (management by values)
When agile isn’t enough, tech teams need quality leadership
https://www.scrum.org/resources/blog/scrum-master-servant-leader
If there’s no-one who wants to take the ownership, you should be the first one and lead by example.
5 levels of Agile Maturity by Ron Eringa (scrum.org)
HIGH-PERFORMING ABLE TO DELIVER VALUE IN SHORT
ITERATIONS
AUTONOMOUS SELF-ORGANISING
t t t1 Limited Complying tFollowing rules and instructions.
t t t2 Mediocre Interpreting tFollowing guidelines with situational experience.
t t t3 Decent Contributing tCo-creating guidelines & delivering goal-driven results.
t t t4 Good Shaping tContinuous reshaping rules. Delivering value, based on conscious feedback. Following principles/vision/intuition.
t t t5 Great Leading tContinuously taking instant, appropriate decisions. Using a Greater Goal without the need for rules/monitoring.
t
1. Select the external environment - understand the influence we have on the organisation’s identity, what’s the company’s objective, and what’s outside the organisation/what’s outside the team? You need to understand which resources and limitations are located within to manage your team at the level of alignment and resource management.
2. Define performance.
3. Manage meaning - understand what people value and how they respond to the company’s initiatives; are the personal values of individuals coherent with the company’s values?
Implement Philip Anderson’s 7 levers for influencing evolution
t
4. Choose people - self-optimisation within a team is necessary to get a little bit closer to self-organisation; adjust the team structure, team size, and communication style; introduce routines or internal rituals to integrate people.
5. Reconfigure the network - there must be a connection between teams and the organisation to ensure that the understanding of the key business objectives is consistent among teams;
6. Evolve vicarious selection systems - the selection system evolves as the team matures; adopt a constant retrospective approach.
7. Energize a team or multiple teams.
Implement Philip Anderson’s 7 levers for influencing evolution
t
Set the vision
Empower people
Inspect, adapt & improve
Understand constraints & boundaries
Help people grow
Create a safe environment
◦ specific personal attributes
◦ incongruence of team and company goals
◦ problems with company’s organisational culture
◦ lack of transparency or trust within a team
◦ bad habits, assumptions, and experience
◦ improper Task Relevant Maturity
◦ lack of a proper feedback loop within the team
◦ lack of business orientation
Key takeaways:
t
Key takeaways:
Self-organisation requires strong leadership. You should learn how to distil vital few problems from trivial many, focus on them and quickly remove impediments.
Self-organisation is a never ending process. Reaching self-organisation is not a specific point on the timeline. Even if you achieve this state, you can easily lose it, so striving for self-organisation really never ends.
Project management.
Kamil Sabatowski University of Economics and Human Sciences in Warsaw
March 2020
Lecture 5
General overview.
Agile
• Scrum • Kanban • Lean • XP • Feature Driven Development • Test Driven Development
• DSDM (Dynamic System Development Method)
• SAF (Scaled Agile Framework) • Disciplined Agile Delivery • Agile PM • Prince2Agile
Methods, frameworks focused on managing agile delivery from organisational
perspective Methods, frameworks focused on continuously developing product
Useful materials for Agile Project Managers.
Scrum Guide AgilePM® Handbook v2 Completely defined manual describing Scrum framework
with all its attributes, roles, events and so called artifacts (19 pages).
Handbook describing AgilePM® framework, preparing for exams at Foundation and Practitioner’s level
(costs around 37 GBP).
https://www.scrum.org/resources/scrum-guide https://www.agilebusiness.org/
Manifesto for Agile Software Development.
’We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools Working software over comprehensive documentation
Customer collaboration over contract negotiation Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.’
Kent Beck Mike Beedle
Arie van Bennekum Alistair Cockburn
Ward Cunningham Martin Fowler
James Grenning Jim Highsmith Andrew Hunt Ron Jeffries
Jon Kern Brian Marick
Robert C. Martin Steve Mellor
Ken Schwaber Jeff Sutherland Dave Thomas
https://agilemanifesto.org/
Principles behind the Agile Manifesto.
’We follow these principles:
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
https://agilemanifesto.org/
Principles behind the Agile Manifesto.
https://agilemanifesto.org/
7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and
users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity — the art of maximizing the amount of work not done — is essential. 11. The best architectures, requirements, and designs emerge from self-organizing
teams. 12. At regular intervals, the team reflects on how to become more effective, then
tunes and adjusts its behaviour accordingly.'
W A T E R F A L L / C A S C A D I N G / S E Q U E N T I A L
Traditional approach. I T E R A T I V E + I N C R E M E N T A L + A D A P T I V E
AgilePM and DSDM approach.
Features
Quality?
Time Cost Features
Quality
Time Cost
Constant Variable
Foundations.
Business value orientation
Delivering on time
Great collaboration
Never compromise the
quality Deliver
incrementally Developer iteratively
Constant and transparent
communication Demonstrate
control
Project’s team members have to understand vision and higher level goal.
Team should be focused on delivering functionalities / features that creates business value for an organisation.
Team should ensure their business understanding is aligned with company’s strategy.
Agile doesn’t mean chaos!
Entire work should be divided into short timeboxes (cycles, sprints, iterations).
Team should be focused on priorities first.
Team has a power to build trust, transparency and credibility via delivering on a regular basis within agreed times and dates.
Agile means constant or at least often and regular involvement of key stakeholders.
Agile foster business representatives to get listened to more carefully.
Agile supports building fantastic team spirit.
Agile enables people to base on their skills and competences.
Agile provides tools to defined desired level of quality (e.g. Definition of Done, Definition of Ready, Acceptance Criteria).
Agile Project Manager has to ensure that the Quality will not become a project’s variable.
Possibility to test and verify results earlier contributes to better quality.
By working in short iterations (e.g. 2 weeks long), we don’t have to precisely schedule (and scope) projects upfront.
EDUF - Enough Design Up Front rule lets prepare as much as necessary to solve upcoming problems.
After every single incremental: 1) analyse priorities to ensure they’re up to date; 2) verify project’s profitability.
Constant feedback loop between both team members and other stakeholders is the key to success.
Prepare stakeholders that detailed information will appear later than sooner.
Team has to find its way to approach changing conditions and requirements.
Constant learning, continuous improvements regarding communication capabilities, deliverables etc.
Safety space and environment for truly open discussion.
Always appreciating honest and transparent feedback sharing.
Project’s progress has to be clear, visible, understandable for everyone.
Project’s progress measurement by evaluating end results, not number of activities done.
Benefits of Agile.
• Flexibility - being able to change entire roadmap
• Great stakeholder’s engagement - staying in regular contact with them
• Quicker releases - delivering business value more often
• Adaptability - increasing chances of delivering end product that really meets both stakeholder’s and organisation’s needs and expectations
• Focusing on quality - instead of managing projects according to agreed timeline and budget
t
AgilePM - Process.
Evolutionary Development
DEPLOYMENT POST-PROJECTFOUNDATIONFEASIBILITYPRE-PROJECT
Scoping - user stories.
Short Version: “As a [persona], I [want to].”
Long Version: As a <particular class of user>, I want to <be able to perform/do something> so that <I get some form of value or benefit>
Examples: • As a User, I want to select the child’s gender from the dropdown menu, so that I can distinguish boys and girls • As a User, I want to save selected milestones on a milestone list page of a given child • As Max, I want to invite my friends, so we can enjoy this service together.
Important: 1.Avoid confusing and ambiguous terms, and use active voice. 2.Focus on what’s important, and leave out the rest.
Scoping - user stories.
Persona / User Who are we building this for? We’re not just after a job title, we’re after the persona of the person. Max. Our team should have a shared understanding of who Max is. We’ve hopefully interviewed plenty of Max’s. We understand how that person works, how they think and what they feel. We have empathy for Max.
Want to Here we’re describing their intent — not the features they use. What is it they’re actually trying to achieve? This statement should be implementation free — if you’re describing any part of the UI and not what the user goal is you're missing the point.
So that “So that”: how does their immediate desire to do something this fit into their bigger picture? What’s the overall benefit they’re trying to achieve? What is the big problem that needs solving?
Scoping - let’s scope some popular project.
As a User I want to login via Facebook
As a User I want to login via email
address As a User I want to login via username
As a User I want to login via phone
number As a User I want the app to remind
me password As a User I want
to change language
As a User I want to sign up
As a User I want to download app straight from the
App Store
As a User I want to see pictures
As a User I want to like pictures As a User I want
to comment a picture
As a User I want to share a picture
with others As a User I want to flag the picture
As a User I want to see other
options As a User I want to search for (…)
As a User I want to upload my picture (…)
As a User I want to search by
hashtags
As a User I want to search by usernames As a User I want
to search by locations
As a User I want to see my search
history As a User I want
to remove positions from my
search historyAs a User I want to visit specific
profile or hashtag page As a User I want
to switch between different types of search
As a User I want to the app to give
me hints when typing (so called
auto-complete function)
As a User I want to see uploaded
picture
As a User I want to see number of
likes As a User I want to see picture’s
description
As a User I want to see people that liked my
picture As a User I want to like my picture
As a User I want to comment a
picture As a User I want to share picture
with other
As a User I want to see other
functions
Epics vs User stories.
https://www.atlassian.com/agile/project-management/epics-stories-themes
As a User I want to search by usernames
As a User I want to search by
locations
As a User I want to see my search
history
As a User I want to search by
hashtags
Search
As a User I want to see pictures
As a User I want to like pictures
As a User I want to comment a
picture
As a User I want to share a picture
with others
Wall
Epics vs User stories.
https://www.atlassian.com/agile/project-management/epics-stories-themes
As a User I want to see uploaded
picture
As a User I want to see number of
likes As a User I want to
see picture’s description
As a User I want to see people that liked my picture As a User I want to like my picture
As a User I want to comment a picture
As a User I want to share picture with
other
As a User I want to see other functions
Estimating. Fibonacci sequence
1 2 3
5 8 13
21 34
Setting priorities - MoSCoW method.
Must have User stories from Critical Path. Those that are necessary to deliver value, to go through minimal user journey.
Should have
Could have
Won’t have (this time)
User stories that are really important for you and can be seen as strategic advantage for your project. At the same time these are features which if not delivered, will not disable your product to
deliver value.
User stories that possibly could be useful for users or some of users are asking for them, but they are neither critical nor strategic for your product.
User stories that can be delayed or even postponed for the future. They do not play an important role for your product now.
User stories - good practices.
1. Use Personas to discover the right Stories
2. Progressively Refine the Epics into User Stories
3. Create Stories Collaboratively
4. Don’t forget about adding Acceptance Criteria
5. Sometimes User Stories are not enough
Work visualisation - Kanban.
Product backlog TO DO WORK IN PROGRESS DONE
As a User I want to search by
usernames
As a User I want to search by locations
As a User I want to see my search
history
As a User I want to search by hashtags
As a User I want to see pictures
As a User I want to like pictures
As a User I want to comment a picture
As a User I want to share a picture with
others
Search
Wall
As a User I want to flag the picture
As a User I want to see other
options
As a User I want to remove
positions from my search history
As a User I want to visit specific profile
or hashtag page
As a User I want to switch between
different types of search
As a User I want to the app to give me hints when typing (so called auto-
complete function)
Measuring project’s progress.
Why do we need metrics?
Team’s Velocity - ’is a measure of the amount of work a Team can tackle during a single Sprint and is the key metric in Scrum. Velocity is calculated at the end of the Sprint by
totaling the Points for all fully completed User Stories.’ (scruminc.com)
scrum.org / Michel van der Meulen
Jira’s reports.
Jira’s reports.
The Burn up Chart - ’provides a visual representation of a sprint's completed work compared with its total scope. It offers insights on your project's progress, as well as offers
warnings to help you maintain your project's health; you can instantly identify problems such as scope creep or a deviation from the planned project path.’
Shows the statuses of issues over time. It helps to identify high-risk issues or unresolved important issues.
Cumulative Flow Diagram - Shows the statuses of issues over time. This helps you identify potential bottlenecks that need to be investigated.
Jira’s reports.
Users’ satisfaction
Other things worth measuring.
Employees’ satisfaction
Release frequency
Planning accuracy
Planning accuracy.
As a User I want to see number of
likes
1
As a User I want to see people that liked my picture
As a User I want to comment a picture
As a User I want to share picture with
other
5
8
13
40 story points planned for a 1- week long sprint, which lasts 40 hours.
As a User I want to see uploaded
picture
13
BUT - User story estimated for 5 points wasn’t delivered (done) on time. So team member delivered 35 points out of 40.
Planning accuracy.
As a User I want to see number of
likes
1
As a User I want to see people that liked my picture
As a User I want to comment a picture
As a User I want to share picture with
other
5
8
13
35/40 = 0.88 (88% of sprint’s goal)
As a User I want to see uploaded
picture
13
Project management.
Kamil Sabatowski University of Economics and Human Sciences in Warsaw
March 2020
Lecture 5
Benefits of Spotify’s model.
• Reduction of processes Decreased number of dependencies on people
• Addresses short term challenges
• Problem solving made easier
• Minimum control over team members
• Clarity and transparency emphasised
• Velocity Enhanced
Misconceptions about Spotify’s model - why it didn’t work according to Jeremiah Lee?
• Matrix management solved the wrong problem
• It fixated on the autonomy
• Collaboration was an assumed competency (and the truth is that it isn’t)
• Mythology became difficult to change
https://www.scaledagileframework.com/SAF - Scaled Agile Framework***.
