2021

Half Double
methodology guide
Leading projects to double the impact in half the time

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Projects with double the impact in half the time
Together we will develop a new project paradigm to increase
the competitiveness of Danish industry

+2500 practitioners

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It is all about placing an extreme focus on three core elements

Reduce focus on deliverables

and enhance focus on effect

Reduce focus on optimization of Reduce formality and enhance focus

resources and enhance focus on on active involvement of the project
the project’s progression owner, reduce focus on management
of systems, and enhance focus on
leadership of people

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Half the time to impact creation will Double the impact

IMPACT

DOUBLE
HALF
TIME

Initiation Execution Realise

Mindset: Half Double projects are characterized by creating impact while they are being executed.

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The Half Double PRINCIPLE:

Methodology
Key stakeholder
focus on 9 methods to reduce the satisfaction is the
time to impact in projects ultimate success criterion

High intensity and

frequent interaction

Leadership must embrace

uncertainty and make the
project happen.

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77
Impact

The new triple constraint is circular and has impact in the middle – No projects without value!

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Creating impact in your project requires commitment to three
methods

1 2 3

Use the impact case to drive Design your project to deliver Be in touch with the Pulse
METHOD

behavioural change and impact as soon as possible with of your key stakeholders
business impact end users close to the solution on a monthly basis

Impact case Impact Pulse

and impact tracking solution design check
TOOLS

Principle: Stakeholder satisfaction is the ultimate success criterion

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Impact case and impact tracking

WHY HOW
To ensure stakeholder satisfaction and to manage the 1. Build an objective hierarchy with purpose, success
project with impact in mind. criteria and main deliverables
2. Identify business impact using the objective hierarchy
WHAT and by asking “what business effect is needed?”
A prioritised overview of the project's business and 3. Identify necessary behavioural changes to realize
behavioural targets to create project value. business impact by asking “what will leaders and
employees be doing different/better afterwards”?
4. Design few but critical and leading impact key
performing indicators (KPI's)
5. Gain commitment with project sponsor and upper
management
6. Use KPIs to adjust for early impact realization

Use the Impact case to drive behavioural change and business impact

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Impact case & Impact tracking

PROJECT VISION IMPACT CASE

• <State the ultimate impact targeted>

<The overall project vision, <Overall impact>
linking the project to the • …
customer’s economic value
creation and strategic priorities>
BUSINESS IMPACT
<Business
<State desired impact on relevant dimensions, e.g.:
impact A>
• Customer performance
• Financial performance
• Process performance
<Business <Business
• Compliance with external requirements
impact B> impact C>
• Intangibles and other benefits>

BEHAVIOURAL IMPACT
<Behavioural < Behavioural <State the desired impact along relevant dimensions, e.g.:
impact 1> impact 2>
• Behaviour, such as specific practices applied
• Organisational capabilities demonstrated
• Technological capabilities demonstrated
• Competence, knowledge and abilities of employees>
<Behavioural impact 3>

Use the Impact case to drive behavioural change and business impact

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Impact case & Impact tracking

IMPACT OBJECTIVES IMPACT MEASUREMENT

Business/performance
KPI/
Impact map Impact objectives Baseline Target Date Date Date Date Dat Behaviour/capability
measure

BUSINESS IMPACT:
<Overall impact>

Business impact A

<Business
impact A> Business impact B

<Business <Business Business impact C

impact B> impact C>
BEHAVIOURAL IMPACT:

< Behavioural < Behavioural Behavioural impact 1

impact 1> impact 2>

Behavioural impact 2

<Behavioural impact 3>

Behavioural impact 3

Use the Impact case to drive behavioural change and business impact

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Impact Solution Design

WHY HOW
To reduce time to impact and enhanced early value creation 1. Identify key stakeholders to be involved in the impact
in project execution. solution design process
2. Use the process to formulate the core idea for early
WHAT impact creation and build the impact solution design
The impact solution design is an overall roadmap of the based on this idea
project’s value creation from start to finish. The impact 3. Use fast prototyping, early learning and customer insight
solutions design is based on an insightful core idea to drive to support the process
value creation and early project output.
4. Remember the impact solution design process is not a
Impact solution design process is a human-centred, pre-defined series of orderly steps but a system of
learning focused, hypothesis-driven approach to gain early “spaces” that usually will be looped a few times
impact, reduce uncertainty and prove the “worth” of the
project.
To formulate the core idea and build the impact solution
design a 5-step process is proposed to frontload insight and
drive user, subject matter expert and key stakeholder
involvement. Involvement will build early support for the
impact solution design.

Design your project to deliver impact as soon as possible with end users close to the solution.

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Impact Solution Design

5 workshops designed to reduce time to impact and enhanced early value creation in project execution
WORK-
SHOPS

Impact solution Impact solution Concluding

Initiate start-up Impact definition
design 1 design 2 start-up
CONTENT

• Meet and greet • Impact case • Impact solution design in • Impact solution design in • Conclusion and
• Objective setting • Overall impact solution detail depth and cost overview presentation to Project
owner and key

Key stakeholders committed

• Initial Impact case design • Impacts, main • Adjustments to plan and
deliverables and plan insights management
• Planning the process and • Key stakeholder overview

Sponsor alignment
stakeholders
book workshops • Drive and book solution • Risk assessment benefits • Propose project
and plan organisation • Decisions and next step
team
• Mini Pulse 2 • Preparing the charter • Collect lessons learnt to
• Mini Pulse 1
accelerate execution
• Mini Pulse 3
• Mini Pulse 4
PARTICIPANTS

• Project owner • Project owner • Project owner • Project owner • Project owner
• Project leader • Project leader • Project leader • Project leader • Project leader
• 1-2 key people • Solution team (SME) • Solution team (SME) • Solution team (SME)
• User representation • User representation • Key management
stakeholders
• PMO representative

Design your project to deliver impact as soon as possible with end users close to the solution.

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Pulse check

WHY HOW SIX QUESTIONS AND A PULSE OUTPUT

REPORT
To navigate the project with stakeholder satisfaction. Pulse 1. Identify and group key stakeholders
check creates the insights and dialogue needed amongst 1. Are you confident that your current work is creating
2. Adapt questions to organisational culture and
key stakeholders to ensure continuous focus on impact, impact for
respondent groups
energizing working conditions, collaboration and personal the project?
development on the project. 3. Design Pulse check process in line with project
2. Do we deliver and collaborate effectively in the project?
heartbeat and the rhythm in key events
3. Are you having have good fun and energy working in the
WHAT 4. Gain buy-in and communicate the purpose, the tool and
project?
An electronic questionnaire consisting of 6 questions send the process to key stakeholders – early!
4. Are you getting the support and feedback you need?
out on a monthly basis, answered by key stakeholders 5. Initiate the process
providing the basis for an ongoing feedback dialogue 5. Are you developing personally and professionally
6. Continuously enforce the process and follow up on
working
people’s engagement
in the project?
6. All in all: are you convinced that this project is executed

6Q
more effectively and with more focus on impact than
other projects?
Feedback, comments or suggestions?

Be in touch with the Pulse of your key stakeholders on a monthly basis.

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Pulse check process to be implemented in the fixed project
heartbeat
1

Pulse check is Remember to inform team that Pulse Check will be sent out, and to
distributed.
1 underline the purpose and added value of the questionnaire in order to
enhance the number of respondents and to ensure buy-in.

5 2 As project leader, be available for questions and thoughts regarding Pulse

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Check questions and application from project team.
Answers are
registered and
Improvement reports Team receives report together with the project leader’s attention points (any
actions
generated. 3 particular low/high scores they think needs to be addressed). Team should
implemented.
Report is sent to also be encouraged to chip in with points they believe should be addressed.
project leader.

Pulse check results are presented to the team. Team discusses alternative
4 actions to be initiated to improve scores. High impact actions selected.
4 3 NB! Remember to follow up on last month’s actions.

Presentation Defined actions from the meeting is followed up by agreed responsible

Report sent out
and evaluation.
to team together 5
Necessary people and implemented in between monthly Pulse check meetings.
with attention
actions
points.
identified.

Be in touch with the Pulse of your key stakeholders on a monthly basis.

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Sanity Check #1

DO YOU MEASURE
ON THE OUTPUT OR IMPACT
OF YOUR PROJECT?

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My personal reflections

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Flow

With everyone co-located the lead time will be reduced dramatically; why don't you just do it?

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Creating flow in your project requires commitment to three
methods

1 2 3

Allocate core team +50% and assure

Define a fixed project heartbeat Increase insight and commitment
co-location. Reduce complexity in
METHOD

for stakeholder interaction to using visual tools and plans to

time and space to free up time to
progress the project in sprints support progression
solve complex problems

Co-location design Rhythm in Visual planning

to support intensity key events and project visuals
TOOLS

Principle: High intensity and frequent interaction to ensure continuous project progression

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Co-location design to support high intensity

WHY HOW
To enhance productivity and reduce lead time. High 1. Identify core project members to be co-located
intensity will ensure weekly progression in the project.

+50%
2. Establish commitment from management for +50%
allocation and physical / virtual presence in the project
WHAT
3. Identify workspace and prepare workspace design
Highly allocated core team resource of +50% of their time to
4. Kick off and preserve the co-location setup to support
work intensively on the project. Working on a maximum of 2
intensity
projects at the same time has proven the most efficient way
of working with development. 5. Initiate the fixed project heartbeat to support the rhythm
in events and continuous resource allocation
Co-location will help the project to reduce complexity in time
and space to free up time to solve complex problems. Co-
location is building the appropriate working conditions for
high intensity, accelerated learning loops and anchor the
desired working culture.

Allocate team +50% and assure co-location. Reduce complexity in time and space to free up time to solve complex problems

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Co-location design to support high intensity

5 rules for co-location design and a physical setup

#1
We keep
#2
We stick to the
it visual established
heartbeat

#3
We stimulate
#4
We make
#5
We promote
creativity and leadership collaboration
Playfulness accessible

Allocate team +50% and assure co-location. Reduce complexity in time and space to free up time to solve complex problems

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Rhythm in key events

WHY HOW
A fixed project heartbeat and rhythm in key events creates Design the project heartbeat with 6 key events and gain
higher energy, higher efficiency, better quality and commitment with key stakeholders to join the meetings:
ultimately faster development speed.
1. Sprint planning: Before a new sprint the project plans the
upcoming 4 weeks (2 hours). Use the overall impact solution
WHAT design as the overall plan to break down in sprints
The project designs and follows a specific pace that is built 2. Daily visual status: Every allocated day during the sprint, the
up with 6 key events: Sprint planning, Daily visual status, team meets for a short status on progress and issues (15 min.).
Weekly solution feedback, Plan next week, Review sprint The frequency of the status meetings has to be consistent with
solution and Pulse check feedback. the intensity of the project
3. Weekly solution feedback: Once a week the team gets
feedback on the achieved output (30 min.). A team of subject-
matter experts provides feedback to ensure high quality in the
impact solution and to provide input to the planning process
4. Plan next week: After the “Weekly Solution Feedback” meeting
the project team plans the next week with daily tasks (45 min.)
5. Review sprint solution: At end of sprint (or midway), the
project gets feedback on output from a review team consisting
key stakeholders such as project owner and core users (90 min.)
6. Pulse check feedback: 1 week after the Pulse check has been
distributed, a biweekly Pulse check feedback meeting is held
with key stakeholders (30 min)

Define a fixed project heartbeat for stakeholder interaction to progress the project in sprints

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Rhythm in key events
Sprint – 1 month

Key events Week 1 Week 2 Week 3 Week 4

M T W T F M T W T F M T W T F M T W T F

1 Sprint planning (core team) x

2 Daily visual status (core team) x x x x x x x x x x x

3 Weekly solution feedback (subject matter experts) x x x x

4 Plan next week (core team) x x x

5 Review sprint solution (project owner) x x

6 Pulse check feedback x x

Define a fixed project heartbeat for stakeholder interaction to progress the project in sprints

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Visual planning and project visuals

WHY HOW
Make the project visual to enhance commitment, alignment The visual sprint plan is used for detailed planning of the
and common understanding. Visuals provides quick sprint (usually 4 weeks in duration). The plan is a short term
overview a complexity e.g., plans and how each activity break down of the impact solution design (or overall
relates to the overall idea. milestone plan) leading to a tangible project output to create
value.
WHAT 1. Gather the core team and share the project overview on
the left side of the poster
Visuals can be used for e.g., fast prototyping, facilitation of
group sessions and sprint planning. 2. Determine the sprint output to create value in the short
term
The visual sprint plan is a detailed plan for the next month
used for teamwork coordination, tracking progression and 3. Each team member breaks down activities for each
improvement ideas. The plan can also be virtual. day/week and share it with the rest of the team to
coordinate efforts
4. Define simple Team Performance Indicators to follow up
on progression e.g. # of activities completed per week
5. Brainstorm and evaluate possible project risks and
define actions to mitigate.
6. Brainstorm and identify sprint improvement ideas related
to project output, process or people
7. Wrap-up: Conclude on actions and structure for weekly
status meetings in the sprint

Increase insight and commitment using visual tools and plans to support progression

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Visual planning and project visuals
Project Impact tracking
Name Monday Tuesday Wednesday Thursday Friday Week Week Week End of sprint
Name

Team • Owner:
• Owner • Lead:
• PM • Team:
• Participants
• Solution team

Project purpose Sprint risks

Likelihood
Project main deliverables
Low Consequence High

Risk actions, who & when

Project Impact

• Business Impact

• Behavioural impact

New ideas / sprint backlog

Sprint impact & deliverables

Effect ->
Project
Management &
Stakeholder
rhy thm
Ease of implementation ->

Increase insight and commitment using visual tools and plans to support progression

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Sanity Check #2

DID YOUR PROJECT

PROGRESS LAST WEEK?

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My personal reflections

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Leadership

Research has defined one critical success factor across all projects; having an active project owner. Why is it so difficult in practice?

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Creating leadership in your project requires commitment to
three methods

1 2 3

Be an active, committed
Be a collaborative project leader
and engaged project owner Apply a reflective and adaptive
METHOD

with a “people first” approach

to support the project and mindset – say yes to the mess.
to drive the project forward.
ensure stakeholder satisfaction.

Active Collaborative Reflective and

ownership behaviour leadership behaviour adaptive behaviour
TOOLS

Principle: Leadership must embrace uncertainty and make the project happen.

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Active ownership behavioural

WHY HOW
Research suggests one common denominator across all 1. Own the impact – Pave the way for impact creation.
successful projects: an active and committed project owner Create a mutual vision with clear impact objectives.
who engages directly with the project on an ongoing basis. Make it happen by participating in the Impact Solution
Design workshops. Accelerate behavioural change in the
organisation and ensure that the project is able to
WHAT operate smoothly.
Active project ownership creates strategic impact and
2. Ensure resource commitment – +50% allocation of
ensures organisational commitment. However, the key here high calibre people. The project owner needs to ensure
is the word active. It is not enough for the project owner to
proper resources at the right time throughout the project.
just commission a task. They must be actively involved in
This is done by allocating high calibre resources for the
the realization of the desired impact of the project. project with top and mid-level management.
A project owner must be able to build consensus around the
3. Show up and engage – At least 2 hours every week.
project’s impact targets within the organisation, ensure Through his or her presence, the project owner
relevant resources, and lead the way toward achieving the
demonstrates the importance of the project and through
target.
direct contact he or she conveys leadership and
decisions. The two dedicated hours might be invested as
one hour in regular meetings included in the project
rhythm (such as a biweekly project owner meeting and a
biweekly review meeting) and one hour for informal
touchpoints. To make availability for active ownership
and decision making a maximum of three projects for
each project owner is recommended. We encourage the
mantra: “Own it or leave it”!

Be an active, committed and engaged Project Owner to support the project and ensure stakeholder satisfaction.

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Collaborative project leadership behaviour

WHY HOW
Projects consist of people and are created by people. 1. Lead the impact – Be hard on impact and flexible on
Project are dynamic in nature and are constantly changing. deliverables. Define the impact case with team members,
The project leadership needs to consider this to ensure management and key stakeholders through the Impact
stakeholder satisfaction. Solution Design process. Ensure that everyone on the team
understands and accepts the impact objectives and how
each deliverable taps into them. If a deliverable is delayed,
WHAT
don’t ask: “What went wrong?” but “How will this affect the
A collaborative project leader is able to use domain impact case?” and “What can we learn from this?”
knowledge to provide answers in the project and ask the 2. Facilitate interactions – Energize team and key
right questions. At the same time, the collaborative project
stakeholders with great facilitation and domain insight.
leader can facilitate a people process with high energy in It is impossible to play every instrument yourself. The trick is
interactions. They use knowledge from cross-functional to involve the relevant people and make the objectives
subject matter experts and solve complex project problems visual. Let the team members influence the process as long
in the process to drive impact creation. as it supports the project’s impact case. Use visual methods
to ensure that everyone is “playing from the same score”.
3. Put people first – Create purpose, autonomy and
mastery for the team and key stakeholders. Create
purpose and meaning for each individual. Every team
member should know that they are included because the
project needs their specific skills and that they are essential
for the overall objectives. Tell them: “We can make a
difference because of the specific skills you bring to the
project.”

Be a collaborative project leader with a “people first” approach to drive the project forward.

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Reflective and adaptive behaviour

WHY HOW
One of the most important leadership skills is the leader's 1. Say yes to the mess – Embrace the changing
adaptive competency. The ability to react swiftly and environment. As a leader you must change your perception
intelligently to whatever changes he or she might face. of uncertainty from being a threat to being a possibility.
Having a personal drive and at the same time an ability to Projects are learning journeys and new insight changes the
keep an eye on what happens when you act. In order to act project all the time. You need to seize and exploit this for the
swiftly and focused you also need to know who you are. benefit of the project.
You need to be conscious of what you do, why you do it
2. Embrace key stakeholders – Understand and act on key
and be able to read and learn from the consequences of
stakeholder behaviour. Develop a mindset where you see
your actions. At the same time, you must be able to read
any contact or disturbance as an opportunity to lead. When
other people and their reactions. Enabling you to adjust
you’re approached, ask: “How can I help you?”. Make sure
your approach tap into their underlying motivational drivers
that everybody has the same comprehension of the
and to make them follow you.
situation. Further the case by deciding what should be done
and by whom. Finally, ask: “Is there anything else I can do
WHAT for your?”
The reflective and adaptive mindset points out three states 3. Know yourself – Be reflective in action. Great leaders are
of mind that the active project owner and the collaborative able to adapt to the situation in real-time. You should reflect
project leader should subscribe to. Three focus areas to upon the dynamic as it happens to enable this skill. But also
embrace in order to leverage your leadership. to apply it after action. Consider what went well and why as
well as what went less well and could be changed next time.
Knowing yourself and your own leadership model will help
you to enhance this important skill.

Apply a reflective and adaptive behaviour – say yes to the mess.

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Sanity Check #3

COULD YOU REPLACE

THE PROJECT LEADER
WITH THE PROJECT
OWNER TOMORROW?

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My personal reflections

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Local translation
of Half Double
is the key

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Local translation requires a Half Double mindset and continuous
reflection

1 2 3

Build a Half Double mindset to

Customise governance Anchor the Half Double practice
METHOD

initiate the Half Double

to ensure flow to pave the way for new results
approach

Conditions, mindset Governance Half Double

and prerequisites customisation reflective tool
TOOLS

Principle: There is no one-size-fits-all.

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Build a Half Double mindset to initiate the Half Double approach

WHY HOW
Current practice will lead to current results. The new Half 1. Gather key stakeholder such as upper management,
Double practice will lead to new results. We need to build a project sponsor, project owner, portfolio management
Half Double mindset with key stakeholders early to change office and project leader to identify and discuss
the current way we lead projects in the organisation. conditions to consider for building a Half Double mindset
2. Assess current mindset and where to direct change
WHAT efforts
A tool for dialogue on conditions to consider with 3. Discuss practical prerequisites to support the mindset
management before project initiation. 4. Conclude with actions to be addressed
The tool helps to identify the current mindset of the
organisation and where to direct change efforts in terms of
mindset and attitude.
Based on the dialogue practical prerequisites can be used
as “proof” of willingness and a supportive mindset.

Build a Half Double mindset to initiate the Half Double approach.

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Build a Half Double mindset to initiate the Half Double approach

CONDITIONS TO CONSIDER WHAT MUST BE TRUE? METHODOLOGY AND OUTCOMES

1. NEW PRACTICE – LEADING TO NEW RESULTS

National culture MINDSET PREREQUISITES Half the time with double impact
1
• Power distance
• Autonomy Managerial change 1. Executive management

OVERALL IMPACT
willingness sponsor agrees Impact O O

INITIATE DESIRED METHODOLOGY

Industry 2. Project owner engages with
2 the project 2 h/week
• Competitive pace Flow O O
• External pressure Openness to working 3. Project leader and the team
MAKE A CHOICE!
differently is allocated +50% and co-
Leadership O O O
located
Capability to actively 4. Experienced and proven
Organisational conditions translate methodology project manager is hand
3 2. CURRENT PRACTICE – LEADING TO CURRENT RESULTS
• Project maturity picked
• Capabilities/people Traditional methodology
• Organisational culture Strategic importance 5. PMO operates as an active
to drive behavioural co-player (20%)
change
6. Pick early-stage project to
Project characteristics
influence impact solution

IMPACT?
4

OUTPUT
• Novelty
design
• Technology
• Complexity People before 7. Willingness to adjust
• Pace systems governance model (gates
̶ Leadership style tailored to and templates)
governance

Build a Half Double mindset to initiate the Half Double approach.

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Customise governance to ensure flow

WHY HOW
The uniqueness of the project must be handled on a The customisation process is carried out in four steps:
broader organisational level to ensure the freedom to
1. Analyse the project and assess where it is important to
manoeuvre and to enhance flow. The local governance and
adjust the existing governance routines to promote
project execution
success. Be aware of the potential change management
standards are therefore assessed to identify whether there challenges associated with the project.
is a fit between the needs of the project and the set
2. Consider what these adjustment requirements mean in
standards or whether it would be beneficial to deviate from
the context the project is to be implemented in. If the
certain standards to ease progression and realize the
organisation prioritises control, then consider how to
Impact Solution Design. Having this dialogue in advance is
prioritise dialogue rather than status reports and trust
crucial.
before control.
WHAT 3. Anchor with key people and involve key stakeholders
and management to handle rigid rules that prevent
A process initiated with the project owner and project project progress and support customising the
leader, in close collaboration with the PMO. The PMO is governance towards the Half Double principles. The
important as they are responsible for handling many of the PMO should operate as an active co-player in the project
governance routines. (allocated 20%)
4. Draw up a plan for how concrete changes are made in
the most important governance areas, for example,
reporting, gate processes, decision structures and roles.

Customise governance by creating trust.

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Customise governance to ensure flow

Involve the people who can realize the change and co-create the changes

People who can ensure the customisation Main areas for customisation

Reporting processes
From formal reporting to physical presence
• Senior executive sponsor

• The active project owner

Gate processes
• Project manager From non-negotiable criteria to flexibility in the criteria

• Project/programme/portfolio Management Officer

• Key stakeholders Decision structure and roles

From formal roles and processes to trust based decision
making

Customise governance by creating trust.

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Half Double reflective tool for local translation

WHY HOW
Current practice will lead to current results. The new Half 1. Gather key stakeholder such as project sponsor,
Double practice will lead to new results. We need to reflect project owner, project leader and core team members
and follow up on the new approach to support the ongoing to evaluate the project approach
change of practice and anchor the Half Double
2. Assess each of the 8 parameters as objectively as
methodology in the organisation.
possible and conclude on a rating
WHAT 3. Consider which parameters need to change to ensure
project impact and stakeholder satisfaction
A simple tool for continuous reflections and learning as
change occurs along the way in the project. 4. Conclude on actions to be addressed

Anchor the Half Double practice to pave the way for new results.

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Half Double reflective tool for local translation:
Are we truly Half Double?

HALF DOUBLE APPROACH …THIS PROJECT… TRADITIONAL APPROACH

Trust and relationships as main driver Contract and quality/time/cost as main driver

Adaptable to changes but focused on impact creation and stakeholder

Early predictability in cost and specifications
satisfaction

High intensity in the project and weekly progression Operational needs and hierarchy before the project

Intense and common session with deep-dive work to handle complexity Individual work when time allows

An active and committed project owner to support the project and ensure Formal and remote steering committees with accuracy and predictability
stakeholder satisfaction as primary need

Collaborative project leader with people focus to drive impact creation Project manager focused on technical issues and systems to handle the
project

Flexibility in governance and execution model to empower people and Rules and standardized best practices before the needs of the specific
impact on gate decisions project

Upper management sponsorship as key player in the change No need to disturb upper management (work under the radar)

HALF DOUBLE NEUTRAL TRADITIONAL

Anchor the Half Double practice to pave the way for new results.

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The Half Double sweet spot
– a perfect fit for business transformation projects

HARD PARAMETER SOFT

Objectives clearly defined GOAL CLARITY Objectives highly ambiguously defined

Physical artefact GOAL TANGIBILITY Abstract concept

BUSINESS
PRE-DEFINED TRANSFORMATION
PROJECTS SUCCESS MEASURE PROJECTS
Only quantitative measures Only qualitative measures

Not subject to external influences PROJECT PERMEABILITY Highly subject to external influences

Refinement of single solutions NUMBER OF SOLUTION OPTIONS Exploration of many alternative solutions

Expert practitioner, no stakeholder PARTICIPATION PRACTITIONER ROLE Facilitative practitioner, high stakeholder
participation involvement

Values technical performance and efficiency, STAKEHOLDER EXPECTATIONS Values relationships, culture and meaning,
manages by monitoring and control manages by negotiation and discussion

Build a Half Double mindset to initiate the Half Double approach.

Source: Atkinson, Crawf ord & Ward, 2006 46

Sanity Check #4

ARE WE TRULY HALF

DOUBLE OR ARE WE
DOING THINGS AS WE
ALWAYS DO THEM?

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Personal reflections

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My personal reflections

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My personal reflections

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My personal reflections

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My personal reflections

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My personal reflections

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