Project Myopia
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Project Myopia

About the Book

Update: Project Myopia is now on Amazon.

Project Myopia is no long available on LeanPub.

Electronic and physical version of Project Myopia are now on Amazon. (That link is to Amazon UK, Project Myopia is also available on Amazon USA, Germany, Japan, etc. etc.)

About Project Myopia #NoProjects

Consider the well known success troika for projects:

- On schedule delivery

- On budget delivery

- On quality delivery

Think about this list of criteria, can you see identify a problem with these criteria?

This particular project success troika dominates project thinking. But something is missing: value. These “success” criteria do not consider the importance of the value created by the project.

About the Author

Allan Kelly
Allan Kelly

Allan Kelly works as an Agile Consultant, he advises and trains teams from many different companies and domains on adopting and deepen Agile practices and development in general. When he is not with clients he writes far too much.  He specialises in working with software product companies and aligning products and processes with company strategy.  He is the author of three books: "Xanpan - team centric Agile Software Development", "Business Patterns for Software Developers" and “Changing Software Development: Learning to be Agile”; the originator of Retrospective Dialogue Sheets and a regular conference speaker. 

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Table of Contents

  • Listen to Project Myopia
  • Project Myopia
  • Prologue
  • 1. Introduction
  • 2. Agile project tension
  • 3. Project problems
    • 3.1 Why critique?
    • 3.2 Projects exist
  • 4. Defining a project
    • 4.1 Developers’ definition
    • 4.2 Dictionary definition
    • 4.3 PMI definition
    • 4.4 PRINCE2 definition
    • 4.5 The defining feature
    • 4.6 Counter-argument
    • 4.7 Definitions of success
    • 4.8 In conclusion
  • 5. Diseconomies of scale
    • 5.1 Milk is cheaper in large cartons
    • 5.2 Evidence of diseconomies
    • 5.3 Think diseconomies, think small
    • 5.4 Economies of scale thinking prevails
    • 5.5 And projects…
    • 5.6 Making small decisions
    • 5.7 Optimize for small
    • 5.8 Kelly’s Laws
  • 6. Software isn’t temporary
  • 7. If they use it, it will change
    • 7.1 Counter-argument
    • 7.2 Conclusion
  • 8. False projects
  • 9. The problem with project success
    • 9.1 Project assumptions
    • 9.2 Goal displacement
  • 10. Multiple projects
    • 10.1 A model
    • 10.2 Project A
    • 10.3 Project B
    • 10.4 Interleave A and B
    • 10.5 Split the team
    • 10.6 Enter Project C
    • 10.7 What does this illustrate?
    • 10.8 Assumptions
  • 11. Increasing value
    • 11.1 Value-seeking
    • 11.2 Reducing risk
  • 12. Debt thinking
    • 12.1 Debt is good
    • 12.2 Why pay back debt?
    • 12.3 Payday loans
    • 12.4 Technical liabilities
  • 13. The quality problem
    • 13.1 Rethinking the quality tradeoff
    • 13.2 The cost of poor quality
    • 13.3 Who pays?
    • 13.4 External costs
    • 13.5 There’s no such thing as quick and dirty
  • 14. Programmes not projects
    • 14.1 What does a Programme Manager do?
    • 14.2 The Programme Management Office
    • 14.3 So what is a programme?
  • 15. Personal changes
    • 15.1 Stop saying “project”
    • 15.2 Collections of small things
    • 15.3 Public success criteria
    • 15.4 Value estimates
    • 15.5 More than agile
    • 15.6 Stronger together
    • 15.7 Continuous Digital
  • Continuous Digital
  • Evolution of a meme
  • About the author
    • Also by Allan Kelly
  • Acknowledgements
  • Notes

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