INF 5890 IT og Ledelse Project Management Alterna1ve approaches. Bendik Bygstad IFI, Feb 2015

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1 INF 5890 IT og Ledelse Project Management Alterna1ve approaches Bendik Bygstad IFI, Feb 2015

2 Learning outcomes Aware of the limitabons of the PMI approach Understand the cribcal approach From Control to DriK the trade- off between differenbabon and integrabon Describe the agile development approach Describe the DevOpp approach

3 Two Faces of Project Managemement Norma1ve PMI, CMM Turner, Paulk, Cadle&Yeates Methods and control Main evidence: StaBsBcs Focus on planning and control Cri1cal AlternaBve perspecbves, Fitzgerald, Hanseth, Beck Theories and innovabons Main evidence: Cases Focus on human and social aspects

4 The Cri1cal Approach Point of departure: The normabve approach is not effecbve: InformaBon infrastructures are not designed, but grow organically (Ciborra and Hanseth, 2000) NormaBve approaches not found in empirical research (Ciborra, 2000, Fitzgerald, 2004) Lack of real theory: From Control to DriK (Ciborra 2000) The iron triangle (Bme, cost, quality) is too narrow (Atkinson, 1999, Bygstad and Nielsen 2012)

5 From Control to DriA Ciborra/Hanseth s cribque (Ciborra and Hanseth 2000): Top- down planning and control approach is not reflected in pracbce Empirical invesbgabon oken finds IS development projects to be situated and emergent This requires skills such as empathy and improvisabon rather than managerial control Complexity and risk is inherent in IS, and cannot be mibgated by more control... Ciborra Hanseth

6 Trade- off: Differen1a1on and Integra1on Lawrence and Lorsch (1967): Trade- off between differenbabon and integrabon Bygstad and Nielsen (2012): Process InteracBon Event 5: Into production. Organisation Organisational change Changed Organization Result: Organised interaction. Information systems IS development Extended information systems Spring 2001 Summer 2002

7 The Agile Manifesto: The Programmers Revolt Our highest priority is to sabsfy the customer through early and conbnuous delivery of valuable sokware. Welcome changing requirements, even late in development. Agile processes harness change for the customer's compebbve advantage. Deliver working sokware frequently, from a couple of weeks to a couple of months, with a preference to the shorter Bmescale. Business people and developers must work together daily throughout the project. Build projects around mobvated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effecbve method of conveying informabon to and within a development team is face- to- face conversabon. Working sokware is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. ConBnuous ahenbon to technical excellence and good design enhances agility. Simplicity- - the art of maximizing the amount of work not done- - is essenbal. The best architectures, requirements, and designs emerge from self- organizing teams. At regular intervals, the team reflects on how to become more effecbve, then tunes and adjusts its behavior accordingly. Kent Beck (Beck et al, 2001)

8 Agile Method: Scrum Time-boxing. Work is organised in sprints Team based organization. Decisions are taken at at the daily scrum. Incremental product development Ken Schwaber

9 DevOps > Remove boundaries between Development and OperaBons Two industry trends converging: Agile development ConBnuous integrabon, frequent releases Large- scale/cloud infrastructure VirtualisaBon and automabon

10 Humble and Melesky: Why Enterprises Must Adopt Devops to Enable Con1nuous Delivery 1. Integrate development and operabons teams 2. Move from project oriented development to service oriented producbon 3. AutomaBon of build, deployment, and tesbng is key to achieving low lead Bmes and thus rapid feedback. Cutter Journal, 2011

11 Project- based

12 Service- based

13 Unsolved problems in Project Management Project management in large informabon infrastructures Project management in complex adapbve systems Project management in service innovabon

14 Literature Atkinson R. (1999). Project management: cost, Bme and quality, two best guesses and a phenomenon, its Bme to accept other success criteria. Int J Project Management;17(6): Ciborra et al. (2000). From Control to DriK. Oxford University Press. Bygstad & Nielsen, /(2012) Understanding and Managing Process InteracBon in IS Development Projects. SCIS. Lawrence PR, Lorsch JW. DifferenBaBon and integrabon in complex organizabons. Admin Science Quarterly 1967;12(1):1 47. Scwaber, K. (2004) Scrum. Humble and Melesky: (2011) Why Enterprises Must Adopt Devops to Enable ConBnuous Delivery. Cuher Journal.

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