#NoProjects Beyond Projects - Why Projects Are Wrong & What To Do Instead
summary
Argues that fixed-end-date projects turn working software into dead software and drive bad engineering tradeoffs, cites Capers Jones’s ~2% requirement churn (≈27% per year) and examples like LeanPub sales as real feedback and the Guardian doing ~300 releases/week. Replaces stage-gate governance with iterative portfolio review (like a Dragon’s Den asking what have you delivered for me lately), keeps stable teams rather than temporary orgs, and favors small batches reduce risk and measure on benefits not schedule with continuous delivery.
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chapters (24)
- 0:00Introduction
- 1:57Allan Kelly... Training for Agile
- 8:42Project Model Assumptions
- 10:01Pre-defined outcome?
- 10:53IT/IS & Business Manager survey
- 13:15Focus on Benefit not The End
- 14:18Change Governance
- 15:00Governance based on results
- 15:32Iterative Portfolio Management
- 16:05Successful software doesn't stop
- 17:52End dates damage quality
- 19:10A project is....
- 21:31Rational end dates?
- 22:36Solution
- 25:28Temporary organizations
- 26:24Temporary Organization?
- 31:09Projects are Big
- 32:38Software development...
- 35:46Big Batch Size
- 36:11The End of Projects
- 36:32Wait a minute. Not fair!
- 39:21Problem #3: Language
- 40:04False Projects
- 41:25Waterfall 2.0 Continuous Flow
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