Dugga 2

Question 1

Question 1. Use relevant scientific literature covered in Module 2 to categorize the project described in Lindquist et al. (1998) in terms of uncertainty profile. Step 1.

Answer 1

Ericsson Project background
- Why they wanted to build in Japan - Only big market in the world that
they are not competing in.
- Short time
- New technology in a new environment - Lots of uncertainties
- Use of Fountain instead of waterfall - More uncertainty
- Deadlines and a big final deadline

Question 2

Question 1. Use relevant scientific literature covered in Module 2 to categorize the project described in Lindquist et al. (1998) in terms of uncertainty profile. Step 2.

Answer 2

Describe uncertainty profile
- Describe uncertainty profile
- Profile is based on subjective estimations by the participants
- Present the four types of uncertainty

Question 3

Question 1. Use relevant scientific literature covered in Module 2 to categorize the project described in Lindquist et al. (1998) in terms of uncertainty profile. Step 3.

Answer 3

Variation
- Describe variation
- Some level of variation always present in large projects
- Ericsson did a lot to manage variation: “strict deadlines” “doing it right the first time”
- One example of variation is with the radio base, took longer than expected
- Compromised on functionality to be able to meet deadlines
- The project finished on time

Question 4

Question 1. Use relevant scientific literature covered in Module 2 to categorize the project described in Lindquist et al. (1998) in terms of uncertainty profile. Step 4.

Answer 4

Foreseen uncertainty
- Describe foreseen uncertainty
- New technology in new environment
- They did a lot of practical testing to control the foreseen uncertainty of the products performance
- The kinds of problems that would show up when integrating the pieces could not be anticipated.

Question 5

Question 1. Use relevant scientific literature covered in Module 2 to categorize the project described in Lindquist et al. (1998) in terms of uncertainty profile. Step 5.

Answer 5

Unforeseen uncertainty
- Describe unforeseen uncertainty
- Large scale project in a short timeframe, impossible to foresee every
uncertainty
- Radio base tower construction proved more difficult than expected

Question 6

Question 1. Use relevant scientific literature covered in Module 2 to categorize the project described in Lindquist et al. (1998) in terms of uncertainty profile. Step 6.

Answer 6

Chaos
- Description of chaos
- In Ericsson project, final result was apparent, no chaos
- Could be chaos in smaller parts of project

Question 7

Question 1. Use relevant scientific literature covered in Module 2 to categorize the project described in Lindquist et al. (1998) in terms of uncertainty profile. Step 7.

Answer 7

Summary of profile
- Short summary of each uncertainty
- Rate on a scale

Question 8

Question 2. Using relevant scientific articles in the course literature, present and motivate three similarities and three differences between the fountain and the agile project methodologies. Step 1.

Answer 8

What is agile?
- Built-in instability
- Self-organizing project teams
- Overlapping development phases
- “Multilearning”
- Subtle control
- Organizational transfer of learning

Question 9

Question 2. Using relevant scientific articles in the course literature, present and motivate three similarities and three differences between the fountain and the agile project methodologies. Step 2.

Answer 9

What is fountain?
- Shorter time
- Instead of developing in parts in sequence (waterfall), they are done in conjunction
- Tighter communication between teams.
- Deadlines and milestones are very important

Question 10

Question 2. Using relevant scientific articles in the course literature, present and motivate three similarities and three differences between the fountain and the agile project methodologies. Step 3.

Answer 10

Similarities
- Parallel development. It does not follow a single linear development path.
- Good communication and learning across teams is of utmost importance for the project as a whole. Coupling
- A lot of testing of integration early in the process

Question 11

Question 2. Using relevant scientific articles in the course literature, present and motivate three similarities and three differences between the fountain and the agile project methodologies. Step 4.

Answer 11

Differences
- In the fountain, the end result is more clear. Final deadline. In agile the project can end at any time.
- The agile development process focuses more on iteration and trial and error, while fountain is more “get each part done” through deadlines.
- Agile is more open to changes in circumstances or feedback from customers. Self organized teams.
- (More subtle management involvement in agile, while in fountain they are heavily involved).

Question 12

Question 3. Present and motivate what principles you will put in place at Ericsson to reach an agile organization where speed and flexibility are in focus. Step 1.

Answer 12

Describe current system (fountain)
- Shorter time
- Instead of developing in parts in sequence (waterfall), they are done in conjunction
- Tighter communication between teams.
- Deadlines and milestones are very important

Question 13

Question 3. Present and motivate what principles you will put in place at Ericsson to reach an agile organization where speed and flexibility are in focus. Step 2.

Answer 13

Describe agile model
- Most important aspects of agile model
- Built-in instability
- Self-organizing project teams
- Overlapping development phases
- “Multilearning”
- Subtle control
- Organizational transfer of learning

Question 14

Question 3. Present and motivate what principles you will put in place at Ericsson to reach an agile organization where speed and flexibility are in focus. Step 3.

Answer 14

Concrete changes that are needed
- Make each working team more independent, less management involvement
- End result more open, more communication and feedback from customers
- More trial and error, acceptance of failure

Question 15

Question 3. Present and motivate what principles you will put in place at Ericsson to reach an agile organization where speed and flexibility are in focus. Step 4.

Answer 15

Summary.

Question 16

Question 4. Ericsson is now considering moving from the fountain model to the agile model. Discuss at least 3 different (arche-)types and how you would want to draw inspiration from them in your own leadership. Step 1.

Answer 16

Intro about Ericsson and agile.

Question 17

Question 4. Ericsson is now considering moving from the fountain model to the agile model. Discuss at least 3 different (arche-)types and how you would want to draw inspiration from them in your own leadership. Step 2.

Answer 17

Intro about leaders. Many articles about different types.

Question 18

Question 4. Ericsson is now considering moving from the fountain model to the agile model. Discuss at least 3 different (arche-)types and how you would want to draw inspiration from them in your own leadership. Step 3.

Answer 18

Firelighter. Working mostly with a transformational style of leadership. Proactive instead of reactive.

Question 19

Question 4. Ericsson is now considering moving from the fountain model to the agile model. Discuss at least 3 different (arche-)types and how you would want to draw inspiration from them in your own leadership. Step 4.

Answer 19

Intrapreneur. Driving internal change. Good when trying to change the project management model of the company.

Question 20

Question 4. Ericsson is now considering moving from the fountain model to the agile model. Discuss at least 3 different (arche-)types and how you would want to draw inspiration from them in your own leadership. Step 5.

Answer 20

(3) The Associate who proposes necessary objectives and activities and seeks agreement and team consensus on objectives. Fits the agile perspective with consensus.

Question 21

Question 4. Ericsson is now considering moving from the fountain model to the agile model. Discuss at least 3 different (arche-)types and how you would want to draw inspiration from them in your own leadership. Step 6.

Answer 21

Summary: Important to keep developing skills in management. New perspectives from many sources. These three are only inspiration, project management is much more. Sometimes you have to firefight.

Question 22

Question 5. Bringing in arguments from the literature, explain W.L. Gore’s approach to decision-making and discuss 3 potential challenges of implementing this approach at Ericsson. Step 1.

Answer 22

Intro/background Ericsson

Question 23

Question 5. Bringing in arguments from the literature, explain W.L. Gore’s approach to decision-making and discuss 3 potential challenges of implementing this approach at Ericsson. Step 2.

Answer 23

Intro about what gore is and how they work.
- Knowledge based decision making. Decisions made by the most knowledgeable.
- Everybody is in on important decisions. Especially those under the waterline.
- Everyone should know each other

Question 24

Question 5. Bringing in arguments from the literature, explain W.L. Gore’s approach to decision-making and discuss 3 potential challenges of implementing this approach at Ericsson. Step 3.

Answer 24

Challenges:
- Getting everyone to make decisions. Even though many are knowledgeable, they might not be used to making decisions. Stopping previous decision makers from calling the shots could be difficult.

• Flattening out the organization is difficult. You can’t keep the same organizational structure with the new model. Ericsson is a large company.
• A lot of the necessary relationships for the new structure could be missing. Has not been previously developed.

Question 25

Question 5. Bringing in arguments from the literature, explain W.L. Gore’s approach to decision-making and discuss 3 potential challenges of implementing this approach at Ericsson. Step 4.

Answer 25

Summarize the challenges and what they would mean for Ericsson

Question 26

Question 6. Use the frameworks from the leadership module to explain what leadership styles would be suitable for the different uncertainty types. Step 1.

Answer 26

Introduce the uncertainties

Question 27

Question 6. Use the frameworks from the leadership module to explain what leadership styles would be suitable for the different uncertainty types. Step 2.

Answer 27

Variation & Foreseen uncertainties - Firelighter, less problems will arise and there is a lot of room for the leader to inspire and work proactively -Centrifugal leadership, with less uncertainties there is a more safe ground to stand on and taking risks are less dangerous and might be important to push the project forward. Challenger: Can be beneficial to have a disruptor that questions the status quo. Entrepreneur: When there is low uncertainty there is room for expansion and looking elsewhere for change and opportunity.

Question 28

Question 6. Use the frameworks from the leadership module to explain what leadership styles would be suitable for the different uncertainty types. Step 3.

Answer 28

Unforeseen uncertainties & Chaos - Firefighter, there will undoubtedly be a lot of problems arising that need fixing to keep the project moving forward. - Centripetal leadership styles, when there is more uncertainty there may not be room for more disruption. Servant: In times of high uncertainty, leaders could be required to sacrifice themselves for the process to continue. A sage is a stable source of wisdom in such times.

Question 29

Question 6. Use the frameworks from the leadership module to explain what leadership styles would be suitable for the different uncertainty types. Step 4.

Answer 29

Summary. With high uncertainty, you don’t want the leadership to add even more. Vice versa.