Project to Product
About this book
Kersten argues that funding projects with fixed scope and end dates is the wrong model for software, and proposes funding long lived product value streams instead. The Flow Framework defines four flow items of features, defects, risks and debts, and measures flow velocity, efficiency, time and load against business results. Includes the case studies from his time working with large enterprises through that shift.
Description via Product Digest.
Topics
Related concepts
- Benefits realisationThe discipline of obtaining the improvement for which the money was approved, which is a different thing from delivering the output, and which mostly happens after the project has closed.
- Project closureFinal acceptance, contract closure, releasing resources and archiving records, why a cancelled project is closed the same way, and the difference between a deliverable being accepted and a benefit being realised.
- Agile contractingHow a commercial agreement is written when the scope is expected to change, and the mechanisms that let a buyer keep control of cost without fixing the scope in advance.
- Choosing a delivery approachPredictive, adaptive and hybrid describe positions on a range, and what places work on that range is requirement stability, feedback, constraint and the cost of a wrong turn.
- Strategic alignmentHow a project connects to the organisation's strategy through the portfolio and programme layers above it, and what to do when the strategy moves while the project is still running.
- The project management officeA standing function that supports, controls or directs project work, and the question of which of those three it is, since that settles almost every argument about whether it is useful.
- Hybrid delivery in practiceCombining predictive and adaptive elements on one project, the patterns that work, and the seams between them where most hybrid arrangements actually fail.