Light Speed in Executing and Delivering Projects

We began this series with How PMOs Can Catch the Wave Of Digital Disruption. We looked at how technology allows PMO’s to help project managers optimize the project’s lifecycle. The initiation phase of Fast Tracking the Initiation phase using Disruptive Technologies was discussed, along with optimizing the planning phase of Using Digital Disruption for Dissolving Planning Dilemmas.
The way companies build products and projects is a prime example of how technology has changed business. This is happening at lightning speed, compared to ten years ago. I explain this to clients by reminding them of the time they bought a car. It was still relevant for about 10 years. Amazon shipped new production changes every 11 seconds in 2011. Or their competitors will.
There is a greater demand for speed in the execution cycle of a project
It doesn’t take a rocket scientist for companies to realize that they cannot compete if only a few releases are shipped per year while their competitors ship every month or more. The most common question we receive from project managers is “When will it happen?” This question is more relevant than ever. Many of us have heard the comment of our sponsor: “The CEO will be visiting tomorrow with some board members.” They would like an update. They would like an update.
This article will focus on two ways technology allows project managers to ship faster.
1. Data that means something, Ai JIRA and TFS producing actual reports
Project managers love reports. To show stakeholders where we are in the project lifecycle, we use graphs to display EMV and earned market value. These metrics are important and we are taught this by certifications such as the PMP or Prince2. Technology has brought us to a better place.
All that data is meaningless if your competitor ships to market while you still produce reports. When it comes down to it, customers or stakeholders only care about the products that are currently available. Your data is worth nothing unless your product or service makes it to production and then goes on the market.
TFS and Jira tell us how far we are from completion. The project manager can see at any given moment how far the product is from being released into the market by using short iterations of design, development, testing, release.
The last two sprints can be viewed by the project manager to get an accurate prediction of the timing and see the performance of their teams. These tools store the product backlog as the business value. Project managers can quickly update their teams on product readiness and new features. These dashboards are accessible by the stakeholders in most cases.
2. Dev-Ops and Automated Deployment. Integrated Testing, Ai Jenkins and Kubernetes.
Dev-Ops is a great tool for automated deployment. The products are kept in a shippable condition and can be deployed to production by stakeholders at the touch of a button.
Jenkins and Kubernetes are dev-ops tools that allow development teams to create, test and deploy solutions at scale. This includes their local development environment, QA, Staging, and Production environments.
If there are issues in the team, they can be fixed. All post-tests against the new features are automatically run.
Although I have not had the opportunity to work at Amazon, where shipping to production takes only 11 seconds, I have had the pleasure of doing so.