Pilotprojekt

Novo Nordisk

Agil tilgang til forbedring af IT med et ekstremt fokus på at reducere time to impact, at involvere slutbrugere og at prioritere kritiske projektressourcer

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Pilotprojekter

Pilot project: Novo Nordisk

An extreme focus on reducing time to impact, involving end users and on the prioritization of critical project resources

The project in short

The big why

When Novo Nordisk decides to change a production location or to use a more cost-efficient production method, health authorities in each relevant country must approve these decisions. As a result, Novo Nordisk is required to plan and produce different variants of the same product (Stock Keeping Unit) depending on the country-specific health authority approvals.

The former IT solution supporting this were cumbersome and complex resulting in sub-optimal processing while requiring constant monitoring to ensure integrity.

The pilot project were an IT enhancement project with the purpose of creating a more stable and flexible variant planning solution incorporating future business requirements.

Half Double

The collaboration with Half Double was initiated because:

  • The IT PMO wanted to try a more agile project methodology
  • It was suitable for the specific project: - Heavy involvement of line of business – more specifically – customer involvement was key - The project owner wanted a faster lead-time. Go-live planned for February 2017

The pilot project is categorized as an IT enhancement project

What did we do?

Impact
  • Impact case with strong KPIs to navigate the project
  • Impact solution design to realise impact faster
  • Pulse of the project: Create stakeholder satisfaction with 3 main groups
  • Learn and compare with reference projects from ITC PMO
Flow
  • Multiskilled core team with core users is collocated 60% of the week
  • Visual leadership of plans and solutions
  • Fixed project pace through compressed sprints
Leadership
  • Active project owner engage with project team biweekly
  • Project manager coaching sessions to leverage leadership, reflected adaptation of the methodology and pure stamina
  • Finding common ground between the Novo Nordisk IT Governance model which is a classic stage gate model and the Half Double project approach in the pilot project

Project Visuals

Impact

01
Time to impact reduced 47 % - Go Live from February 2017 to June 2016
02
User impact: Reduction of number of hours spent on firefighting per week
03
Average Pulse Check score of 4,3 on a 1-5 scale (core team)

Fakta og tal

Teampulstjek er et spørgeskema, som vi sender ud én gang om måneden til projektteamet og centrale interessenter for at måle og dokumentere effekten af metoden og foretage de nødvendige justeringer af metoden for at sikre energigivende arbejdsforhold, godt samarbejde og personlig udvikling på projektet. Nedenstående viser et gennemsnit af pulstjekene fra projektet. Scoren spænder hos Novo Nordisk fra 1 (i ringe grad) til 5 (i meget høj grad).

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