Project Management and Design Thinking

Transcript

1. Design Thinking & Project Management March 14, 2019 !1
2. Design Thinking & Project Management Vera Rhoads Senior Managing Consultant UX IBM Digital Strategy and Interactive, Customer Engagement & Design vtrhoads@us.ibm.com @vtrhoads !2
3. Design Thinking & Project Management Certifications !3
4. Design Thinking & Project Management !4
5. Design Thinking & Project Management Design Thinking and Project Management: 
 Friends or Foes? !5
6. Design Thinking & Project Management !6
7. Design Thinking & Project Management Project Management Framework
 !7
8. Design Thinking & Project Management Trust Openness Respect Courage Empathy IBM Design Thinking and Project Management share the same five key values: Shared Values !8
9. Design Thinking & Project Management Shared Principles Begin with clarity about the outcome, and let it guide every step along the way. Our work is… • Focused on user value and business value. • Outcome-oriented. Listen, iterate, learn and course correct rather than wait until it’s perfect. 
 Our work is… • Iterative and fast. • Flexible, adaptive, and continuously improving. Build teams with the right skills to encourage innovation and accountability. Teams are… • Collaborative, multi-disciplinary, empowered • Provided leadership from a Project Manager Iteration and learning Clarity of outcome Self-directed whole teams !9
10. PMI M2D2 | Design Thinking & Project Management Design Thinking and Agile Project Management Focus on outcomes for users Continuous delivery and learning Radical collaboration Individuals and interactions Working deliverables Customer collaboration Responding to change !10
11. Communication is baked in Playbacks align teams and stakeholders – frequently. Design Thinking activities rely upon collaboration among Design, Offering Management, Development, Support and Marketing/Sales. !11
12. Understanding reduces risk Sponsor users and design research ensure we don’t base our work on assumptions. Early prototyping and sharing with real users limits the time we spend walking on the wrong path. IBM Design Thinking !12
13. IBM Design Thinking Time is of the essence Playbacks are incorporated into the overall release schedule. Agile teams decompose hills into iteration- based tasks during Iteration Zero (just after Playback Zero). !13
14. IBM Design Thinking Scope is less creepy Three and only three hills limit scope. All work maps to a hill or technical foundation. MVP narrows scope even further. !14
15. PMs are still essential PMs are still needed as servant leaders – to carry water and remove boulders. PMs must work at scale to manage dependencies, risk and communication among related offerings. PMs still plan, but the work is focused on rapid delivery of user outcomes to the market, rather than feature/function. IBM Design Thinking !15
16. Thank you Vera Rhoads Senior Managing Consultant UX vtrhoads@us.ibm.com !16
17. Vera Rhoads Senior Managing Consultant UX vtrhoads@us.ibm.com Ibm.com/design/thinking !17