The #noprojects movement seems to be gathering pace so I’d thought I’d publish some thinking I shared with a utilities client recently on what a ‘continuous value stream’ delivery might look like in direct comparison to the projects culture that is embedded in the organisation at the moment:
|Have temporary teams||Have permanent, ongoing teams that work together indefinitely, fostering high-performance|
|End when a set of goals have been reached. BAU, maintenance?||Don’t end, value is continually delivered. Demand for change could be from innovation, from existing backlog or from anywhere|
|May be suitable for one-off things that can be delivered and then forgotten||Are good for core business capabilities that must endure and continuously improve|
|Have success criteria often defined as “On time, on budget, on scope”||Have success criteria defined as “How much business value has been delivered compared to the cost of delivering it”|
|Generate knowledge through documents and artefacts||Generate knowledge in people|
|Confine change to a project||Make change part of everyday business|
|Have start-up costs and can delay the delivery of value||Provide ongoing ‘delivery capability’ that can react quickly and have little or no overhead|
|Promote large funding pots in entirety or ‘phases’||Promote ongoing funding, deciding whether to spend any more only when some value has been delivered|
The project world on the left may be familiar though I thought folks might find the workstream context interesting.
As the first post on this site I’d welcome comments even more than ever!