Protect Team Boundaries

Agile & Product Managers

Co-Founder, Accelinnova President, Evolutionary Systems

Director, Institute of Collaborative Leadership

Pollyanna PIXTON

Co-Founder, Accelinnova President, Knowledge Bridge Partners

Kent MCDONALD

Why Agile

What is Agile

Decisions

Leadership

Success Factors

Q&A

Agenda

Why Agile?

Faster and Better

Results

Drive Efficiencies

Improve delivery: reduce

time to market and

throughput of schedules

Improve velocity and

agility to deal with change,

risk and uncertainty

Taking “systems” view to

drive out further cost and

waste in product

development lifecycle

Become More Effective

Become an enabler of

corporate strategy

Make sure we are

delivering the value

customers need and

want

Reduce cost

What role does Agile play?

Facing of market and

technical uncertainty,

agile methods:

Improve delivery

Decrease time-to-

market

Reduce cost

Business issues today…

Must

consistently

deliver

business

value…

…in a dynamic environment

with

constrained resources

Business dynamics

innovate to

differentiate

responsiveness

tighter linkage to

customers

time to value

Operational dynamics

predictability of schedules

quality

better use of resources

improve product development cycles

Project Challenges

Project Statistics

0 10 20 30 40 50 60

Failed

Challenged

Successful

2006

1996

Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’

Project Improvements

Due to better:

Tools

Project Leaders

Adaptive Methods Breaking projects

into small chunks

Delivering pieces faster

for user feedback

Always or

Often Used:

20%

Never or

Rarely Used:

64%

Standish Group Study, reported by CEO Jim Johnson, XP2002

Sometimes

16% Rarely

19%

Never

45%

Often

13%

Always

7%

We need to…

Lead in the marketplace

Deliver the right product

Meet customer’s changing needs

Deliver to rapidly moving market windows

Innovate on both sides of your business

model

Get more done by doing less

How does

agile

help?

Innovate to Differentiate

Embrace Change

Go in search of change

Help your customers lead in their

marketplace

Understand your customer’s success factors

Assess market changes and needs

continuously

Time

to

market

Build highest value first!

Don’t build what we

don’t need

MS Word vs. Google Docs

Word toolbar

Agile does this by…

Breaks work into chunks

Prioritize chucks by business value

Being flexible

Can be stopped or restructured without

losing all value

Delivers in chunks (working, ready to be

deployed software)

business driven

Delays by overzealous planning costs far more

than it saves

Time

Co

st

Delay

Lost Value

Agile Increases Revenue

Business Driven

Agile projects reach a break-even point earlier!

Time

Cost

Profit

Investment B

reakeven

Single

Release

Self-F

undin

g

Bre

akeven

Software by Numbers by Mark Denne and Jane Cleland-Huang

Staged

Releases

Agile Increases Revenue

Responsiveness to

market changes

Agile does this by…

Continuous stakeholder feedback

Stakeholders participate in

• User story development

• Prioritizing chunks

• Giving feedback on delivery of working chunks

Avoid Surprises!

Agile does this by …

Time box iterations (sprints)

Shows progress

Demonstrates working code with high

quality at the end of each sprint

More finished state

No technical debt accumulating

Mitigate Risk

Agile does this by …

Discovering risks early through

continuous short iterations

Addressing risks early and often Testing risk mitigation solutions

Closing risks

Realistically addressing uncertainty

Deal with Uncertainty

We don’t know what we don’t know

As Knowledge

increases Leaders use

iterations to guide

project towards

enhanced goal

Allow Mid Course Corrections

Planned Path

Actual Path

Actual Completion

Start

Zone of success Planned

Completion

Incre

asin

g K

now

led

ge

Hurricane Rita

- NASA

Deliver Quality

Agile Improves Quality

Test cases are written first, before anything

is developed

Go/no-go decisions reached early and often

Reduces Technical Debt

Anything that makes

code difficult to

change.

Cost of getting out of

debt is compounded

over time.

Technical Debt Cost over Time

Examples

Agile Examples

1 year projects reduced to 5 months with

better quality (custom systems)

Past: 3 months to develop 2 year roadmap

Present: 3 days

Financial: 50% time cut; 60% cost reduction

Improving Bottom-Line Growth: IBM

SW Revenue per DE HC $M

2004 2005 2006 2007 2008 2009

Revenue p

er

HC

$M

E/R

as

%

Rev per DE HC E/R

Improving Productivity to Reinvest

Capacity

2003 2004 2005 2006 2007 2008 2009*

HC

/ P

rod

uc

t G

A

SW

G R

eve

nu

e i

n $

$’s

HC / Product GA

SWG Revenue

Pro

ducts

& H

C/P

rod

uct

Improving Product Deliveries

2004 2005 2006 2007 2008

Brand W Products Brand T Products

Brand W HC/product Brand T HC/product

What is Agile?

Delivers business value in “chunks”

Relies on stakeholder feedback

Embraces change

Continuous learning

A framework for conversation

No accumulation of technical debt

What is Agile?

Agile defined…

Agile Manifesto

We are uncovering better ways of developing

software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive docs

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on

the right, we value the items on the left more.

www.agilemanifesto.org © 2001

Agile ‘Process’

Breaks work into chunks

Prioritize chunks by business value

Builds highest value chunks in a time-boxed

iteration called a Sprint

Delivered chunks are working, ready to be

deployed software

Deployed when stakeholder says there is

enough business value to go to market

Agile ‘process’

Agile ‘Process’

Definitions

Who does what?

Roles and Responsibilities

Stakeholders:

Input to Product Business Objectives

Product Owner:

Defines the problem and ensures the

solution solves the problem

Delivery Team:

Deliver the product right

Scrum Master:

Help Product Owner and Delivery

Team work together

Product Owner

Assess product opportunities

Define the problem from the

customer and user point of view

Does NOT define the solution

The team defines the solution

Product Owner

Builds roadmap and prioritizes features in

collaboration with:

Business Leaders

Stakeholders

Scrum Master

Functional representatives from team

Scrum Master

Removes barriers between development

and customer so customer directly drives

development

Facilitates creativity and empowerment

Improves productivity of development team

in any way possible

Improves engineering practices and tools

so each sprint is ready to deploy

Is not a project manager

Team manages itself

Does not have authority over the team

Team makes decisions

Always asks the question:

“How are the Product Owner and Delivery

Team doing?”

Challenges the organization, key-role in

the change

Scrum Master

The Whole Team

stakeholders marketing

sales line of business

development

architecture

testing support

Whole Team & Delivery Team

Whole Team

Delivery

Team

Involved but not personally committed to delivery

May be involved in planning & retrospectives

May observe daily standups

Committed to delivery

Active participants in planning & retrospective

Active participant in daily standup

Agile Organizational Structure

Product Owner

Inception Team Product Manager

Profit and Loss

Product Strategy

Product Roadmap

Product Backlog Release Backlog

Continuous Innovation on Project

Sprint Backlog

Delivery Team

Team

Development Manager

Unblocking

Resource Management

Architect

UX Developer

Whole Team

Product Development Team

PDT Leader (Product

Manager)

Stage Gating

Services

Customers

Marketing

Delivery

Support

Finance Sales

IT

Reporting Stage Gate

Updates Project Status PMT Engineering

Where are my

requirements?

Leading Agile

Collaboration Model

Collaboration Process

User Stories User Stories

Two Kinds of User Stories

Epic User Stories (aka Epics)

• High level features of a product

• Fit into a release

• Each release has a Release Theme

• All epics form the Product Backlog

User Stories

• Breakdown of Epics into smaller features

• Fit into a sprint (iteration)

• User Stories form Release Backlog

What does a

user story look like?

User Story Defined

A concise, written description

of a piece of functionality

that will be valuable to a stakeholder.

As a <role>,

I can <goal>

so that <business value>

Example: NASA User Story

As an < astronaut >

I want to < write easily with a ball point

pen while in Zero gravity >

So that < I can record key information that I

might otherwise forget >

User Story Example

NASA specified and developed, at great

expense, a ball point pen that Apollo

astronauts could use in space where gravity

would not make the ink flow.

Russian cosmonauts used crayons.

Moral: specify what you want to achieve,

not how to achieve it.

Get inside

consumer’s mind

Outside In Development

Understand your Stakeholders

Align with Stakeholder’s goals

Define success in your Stakeholders’ terms

Understand Organizational Context

Make Products Consumable

The customer is always moving, changing,

and if you’re not out there all the time trying

to understand the functional and emotional

needs of consumers, your design will simply

fall flat.

- Matthew May

“ “

What’s an

Epic User Story?

Epic User Stories

Epic User Stories capture stakeholder goals

for release themes.

Epic User Stories fit into releases

Will not likely fit in an iteration

Team has an idea of how large the effort is

Create Epic User Stories with Stakeholders

All the Epics form the product backlog.

PB Example

Theme: Presort services with most often

used presort methods

Epic:

As a mailer,

I want to sort by zipcode 1st class

automation letters and flats

So I can …..

What is the business value for this user story?

PB Example

Theme: Presort services with most often

used presort methods

Epic:

As an application developer,

I want to configure the presort engine to sort

on 1st class letters & flats by zipcode

So I can …..

What is the business value for this user story?

PB Example

Example: Epic User Stories

As a principal,

I can have the software deployed and

running in production less than one

month after purchase,

So that ….

What is the business value for this user story?

Start Up

Exercise: Pick a project.

Practicum

Pick a project

Create a Product Backlog

Select a Product Owner

Identify themes for your releases

Write 1-2 epic stories for each release

As a <role>,

I can <goal>

so that <business value>

Where’s my plan?

“It is a bad plan that admits to no

modifications.” -- Publilius Syrus (ca. 42 BCE)

Project Management

A Plan is NOT a Commitment

If plans are commitments, then we are

committing to decisions made when we

were the most ignorant (recall cone of

uncertainty, NASA’s 5%).

Measuring conformance to plan is

measuring the wrong thing because the

plan will change.

A plan is NOT a commitment!

What makes planning Agile?

More focused on planning than the plan

Encourages change

Plans are easily changed

Done throughout the project

Incorporates customer feedback

In the form of three backlogs:

Product Backlog

Epics and Themes for Product

Release Backlog

Release Theme and User Stories

Sprint Backlog

User Stories and tasks planned

for the Sprint (iteration)

What’s an Agile plan?

Product Planning

Product Planning

Product Backlog:

Develop Epic User Stories

Prioritize based on Business Value

Define release themes

Place Epics into releases

Who: Stakeholders, Business and Team

Release Planning

Release Planning

Release Planning Meeting

Release Backlog for Epic

High BV Medium BV Low BV

Product Backlog (Prioritized Epics and Themes) H

H

M

M

L

L

Release Planning

Create a Release Backlog:

Develop User Stories for ONE release

Prioritize based on Business Value

Who: Stakeholders, Business and Team

Release Planning, part 1

Estimate Story Points on User Stories

Break User Stories into tasks if needed

Who: Development Team

Release Planning, part 2 Release Planning, part 2

Agile

Estimating

…. to read the

latest Harry

Potter book?

…. to drive to

Austin, TX?

Exercise: How long will it take …

Size Calculation Duration

300

units

Velocity

=

20

300/20=

15

iterations

Determining Duration

measure of size

Traditional Measure of Size

Traditional measures of size:

Lines of Code

Function Points

Agile Measure of Size

Agile measures of size:

Story Points

Agile Measure of Size

Story Points

The “bigness”

of a task

Points are unit-less

Influenced by

How hard it is

How much there is

As a buyer, I want to be able to have some but not all items in my cart gift wrapped.

8

Velocity

Velocity

Long-term measure of work completed in

iterations

NOT the amount completed in an iteration

Track Velocity Multiple Ways

Last Observation=36

Mean (last 8)=33

Mean (lowest 3)=28

Extrapolate from Velocity

Assume five iterations left

Finish here at lowest velocity: 5x28

Finish here at average velocity: 5x33

Finish here at current velocity: 5x36

How much can I get by

<date>?

Fixed Date ‘Planning’ Example

12x15

Will have

12x20

Might have

Won’t have

60/40 Rule

Fixed Date ‘Planning’ Example

8x18

Will have

(60% of time)

(8 iterations)

Might have

(40% of time)

(4 Iterations)

for every sprint …

Scrum

Release

Backlog

Daily Standup Scrum Meetings

Daily 15 minute status meeting

Same place and time every day

Chaired by Scrum Master

Attended by entire sprint team

Others can attend

Chickens and pigs (only the deliverers

speak)

daily scrums

Each team member answers:

What did you do

yesterday?

What are you doing today?

What are your blocking

issues?

No problem solving!

Leave after 15 minutes!

Daily Scrum Outcome

Records

Sprint Backlog up to date

Scrum Master updates the blocks list

Sprint Review Meeting

Held the last day of the sprint

Attended by team

Team demos “done” user stories to

stakeholders Requests feedback

Team holds retrospective Updates the process for the next sprint

Demonstration

Only DONE working user stories.

Ask for attendance from the following for the

first 4 iterations as numbered:

1. Executive

2. Internal users

3. Stakeholders

4. Customers

Retrospective

Keep

Drop

Add

Keep? Drop? Add?

What surprised you?

Retrospective

The Team owns the learning from

the retrospective.

They do not have to share it with

the rest of the organization..

Unleashing Innovation

Collaboration Process

Scrum Exercise

Develop a Brochure in a 3-day Sprint

Complete Sprint Planning Meeting -10min Select at least 5 Product Backlog Items Identify 2 to 3 Tasks per Item

Day 1 8 minute day

Day 2 2 minute Daily Scrum 8 minute day

Day 3 2 minute Daily Scrum Meeting 8 minute day

Demo & Reflection

10 09 08 07 06 05 04 03 02 01 00

08 07 06 05 04 03 02 01 00

02 01 00 08 07 06 05 04 03 02 01 00

02 01 00 08 07 06 05 04 03 02 01 00

Scrum on a Page

Roles

Product Owner

Scrum Master

Team Stakeholders

Artifacts

Meetings

Product

Backlog

Release

Backlog

Sprint

Backlog

Blocks

List

Information Radiator

Sprint

Planning

Daily

Scrum

Sprint Review

Meetings

Concept inspired by William Wake’s “Scrum on a Page,” http://xp123.com/xplor/xp0507/index.shtml

Release Planning

Product Planning

We prioritize based

on

value,

but, what’s that?

Legacy System Name:

Phone:

Address:

Replacement System Name:

Address:

Phone:

What’s the value of

this required change?

Business Value

Benefits

Value

Calculation

Costs

calculation

Defining Value

Business Value

Guess

Value

Calculation

Estimate

Valuing the Inputs

calculation

We need some help !

Purpose

Considerations

Costs and Benefits

Business Value Model

Where

do

we

start?

Purpose

Business Value Model

Market

Differentiating

High

Low

Mission Critical Low High

Differentiate

Parity

Partner?

Who

cares?

Purpose Based Alignment Model

Market

Differentiating

High

Low

Mission Critical Low High

Innovate,

Create

Do we take

this on?

Minimize

or

Eliminate

Achieve and

Maintain

Parity, Mimic,

Simplify

Purpose Based Alignment Model

How about an example?

enterprise business

intelligence

product

competitor’s killer UI

competitor’s killer UI Competitor’s Killer UI

Project Plan: Big team

Millions of dollars

Many months

to “out-do” competitors’ UI

Market

Differentiating

High

Low

Mission Critical Low High

Analytics

Engine + UI?

Where Does My UI Belong?

Market

Differentiating

High

Low

Mission Critical Low High

UI?

Analytics

Engine?

Where Does My UI Belong?

Market

Differentiating

High

Low

Mission Critical Low High

Analytics

Engine?

UI Gap?

Where Does My UI Belong?

UI As Parity

New design

goals:

“go to school”

on competitor’s UI

don’t be

so bad

Market-aligned project, cut time by

50% and costs by 40%.

Resources to create next evolution

of analytics engine.

Results

Market

Differentiating

High

Low

Mission Critical Low High

Differentiate

Parity

Partner?

Who

cares?

Strategy The Challenge?

Sustainable

Competitive advantage

Strategy = sustainable

competitive advantage

6 important questions:

1. Who do we serve?

2. What do they want and need most?

3. What do we provide to help them?

4. What is the best way to provide this? 5. How do we know we are succeeding?

6. How should we organize to deliver?

the “billboard” test…

“To be the low cost airline.”

- Southwest Airlines

“Will this help us be

the low cost airline?”

- Southwest Airlines

Strategy

creates

decision

filters

a HUGE idea!

Decision Filters:

make daily

decisions

schedule projects

what

to develop

Cascade decision filters

throughout the

organization

single purchase,

multiple credit cards

How about another example?

Market

Differentiating

High

Low

Mission Critical Low High

Customer

Service

requires

customization

Market

Differentiating

High

Low

Mission Critical Low High

Differentiate

Parity

OR

Market

Differentiating

High

Low

Mission Critical Low High

Differentiate

pass the “billboard” test?

A

fist full

of credit

cards

Give Me Your

Tired,

Your Poor,

Your Maxed

Out

Credit Cards

treat exceptions as exceptions

Caveats

Managing Risks

List Three Professional Options Common sense not

common

practice

Parity is mission critical

Purpose is not

priority

Differentiating

changes

over

time

Leadership Influence

innovate!

Start Up

Exercise: Pick a project.

Practicum

Pick

an objective,

a brand, or

a project.

Market

Differentiating

High

Low

Mission Critical Low High

Differentiate

Parity

Partner?

Who

cares?

What is the purpose?

What’s On Your Billboard?

Your

decision

filter?

Other

considerations

?

Purpose

Considerations

Business Value Model

Collaboration Model

flexibility

Collaboration Model

dependencies

time

to

market

Complexity

team size

mission criticality

team location team capacity

domain

knowledge gaps

dependencies

technical complexity

Uncertainty

market uncertainty

technical

uncertainty project duration

dependents

Your considerations?

Prioritize

Purpose

Considerations

Costs and Benefits

Business Value Model

Costs

and

benefits?

Purpose

Considerations

Costs and Benefits

Business Value Model

It’s

a

conversation

Group chunks

high – medium - low

Resolve differences

What are

your

largest

value

chunks?

“Build”

a

chunk

At the end

of the

“chunk” …

…you can

ask…

Do we have enough business value to go to market?

Should we continue?

What goes

in the next

cycle or

chunk?

Value Model o

bje

ctiv

es

/ p

roje

cts

/ id

eas

Val

ue

Mo

de

l

pri

ori

tize

d c

hu

nks

build highest value chunks

Do we have enough value to deploy?

def

err

ed

Will we ever have enough value to deploy?

STOP

Yes

No

Adjust value model if inputs have changed

Leadership

Success Factors

Leadership Challenges

Get More Done by Doing Less

Lead Change

Deliver the Right Product

Meet Customer’s Changing Needs

Meet Market Windows

The answers are in

your organization

Project Management

How Do We Deliver?

None of us are as smart as all of us. - Japanese Proverb

Collaboration

Project Management

Quality Management Create an open

environment

fosters creativity and innovation,

team commitment and ownership

encourages ideas

fosters creativity and innovation,

team commitment and ownership

encourages ideas

what makes it open?

open

environment

right people

bring the right people together

from the entire enterprise

customers marketing

sales finance

technology

manufacturing

stakeholders

open

environment

right people

foster innovation

Trustworthiness

stimulate

creativity

through

collaboration

process

open

environment

right people

foster innovation

step back

and let them work

open

environment

right people

foster innovation

step back

Project Management

Dependency Management

collaboration

process

agree to goals and

objectives

brainstorm

group

in

silence

prioritize

based on

business

value

Purpose

Considerations

Costs and Benefits

Business Value Model

individuals

volunteer for what

and by when

Trust

Trust

Unleashing Innovation

Collaboration Process

Why is

trust important?

The data …

2004-2008: high trust companies out perform low trust companies by 43%

- Great Place to Work

add 2009:

high trust companies

out perform low trust

companies by 126%

Trust/Ownership Model

Command &

Control

Team Does as Instructed

No Ownership

Leader / Process

is Bottleneck

Conflict

Team Demotivated

Mired in Bureaucracy

& Wasted Effort

Energy &

Innovation

Team Trusted

Team Accountable

Leader Freed

Failure

No One Cares

High Team/Individual Ownership

Control

Trust

Low

Lead

ers

hip

& B

usin

es

s P

rocess

Project Management

Dependency Management

Remove

debilitating fear

Leading Agile

Collaboration Model

Collaboration Process

Team based

measurements

People do

what they are

measured

by

Measure results

Let

teams

evaluate

themselves

Project Management

Risk Management

Trust First !

Leadership Role

Suspicion is a permanent condition.

- Marcus Buckingham

Ownership

Use

authentic motivation

- Alfie Kohn Punished By Rewards

Let

teams

collaborate

to

make their

decisions

Let people

choose

how,

what,

and when

Provide

meaningful

work

Don’t take

back

their

ownership

Don’t give the

answers

or……

give them

the

solutions

Ask

questions

Questions

that

help teams

discover

solutions

Exercise: leader and worker conversation

Leadership Role

“Autocracy dampens people’s

creativity and motivation”

- Ricardo Semler,

The Seven-Day Weekend

Free team to question, analyze and

investigate

A place where

people want to be

People

have

what they need

to

succeed

“People don’t resist change;

they resist being changed.”

- Peter Scholtes

Tools and

Processes

Design Studio

Customer focus

Shared understanding

Products customers love!

Collaborate

Create product roadmap

Invite stakeholders, managers, customers and

development, marketing, sales, support.

Goal

Process

Create an end to end Customer Journey

Identify your product Touch Points,

differentiators and parity gaps

Create decision filters

List features that pass the filters

Group and prioritize by business value

Roles and responsibilities: who owns what

How will you get and process customer

feedback

What resonated with you?

Other Tools:

Collaborative Leadership

Making Better Decisions

Create a Culture of Trust

Step Up and Step Back

What Next?

Summary

summary

Agile defined (IBM)…

Uses continuous stakeholder

feedback to deliver high-quality,

consumable code through user

stories and a series of short,

stable, time-boxed iterations.

Scrum on a Page

Roles

Product Owner

Scrum Master

Team Stakeholders

Artifacts

Meetings

Product

Backlog

Release

Backlog

Sprint

Backlog

Blocks

List

Information Radiator

Sprint

Planning

Daily

Scrum

Sprint Review

Meetings

Concept inspired by William Wake’s “Scrum on a Page,” http://xp123.com/xplor/xp0507/index.shtml

Release Planning

Product Planning

Defines needs from a customer point of view

Delivers business value in “chunks”

Relies on stakeholder feedback

Embraces change

Continuous learning

A framework for conversation

No accumulation of technical debt

Agile …

Decreases time to market

Increases revenues

Reduces cost and waste

Delivers products and services that

customers love

Increases customer loyalty

Delivers the right value

Agile …

Leadership Role

Agile is continuous learning and

adaptive planning.

- M. Buckingham

Purpose

Considerations

Costs and Benefits

Business Value Model

It’s

a

collaboration

Leadership

Open Environment

Collaboration Process

Stand Back

Trust

Measure Results

Team Decides

Ownership

Ask Questions

accelinnova.com

evolutionarysystems.net

collaborativeleadership.com

+1 . 801 . 209 . 0195

p2@ppixton.com

Pollyanna PIXTON

product planning

Input SOW, Purpose

Output Prioritized Product

Backlog (Epics and

Release Themes)

Who Business, Product

Owner, Dev Team

representatives

Product Backlog

H

H

M

M

M

L

Release Planning Meeting 1

Input Product Backlog

Output Prioritized

Release

Backlog (User

Stories)

Who Business,

Product Owner,

Dev Team

release planning, part 1

Release

Backlog

Theme

Product Backlog

H

H

H

H

H

M

M

M M

M

M

M

L

L

Release Planning Meeting 2 release planning, part 2

Input Release Backlog

Output Estimated and

Prioritized

Release Backlog (story points)

Who Development Team

using planning

poker

Release

Backlog

Theme

5

5

5

5

3

8

1

3

3

1

1

2

2

2

L

L

M

M

M

M M

M

M

H

H

H

H

H

Sprint Planning Meeting

sprint planning

Input Release Backlog

Output Sprint Backlog,

Definition of

Done,

Information

Radiator

Who Development

Team

WP WIP WD

New User Stories

daily scrums

Each team member answers:

What did you do

yesterday?

What are you doing today?

What are your blocking

issues?

No problem solving!

Leave after 15 minutes!

sprint review meeting

Held the last day of the sprint

Attended by team and stakeholders

Team demos “done” user stories to

stakeholders Requests feedback

Team holds retrospective Updates the process for the next sprint

retrospective

Keep? Drop? Add?

What surprised you?

trust companies double performance over S&P for 10 years

- Great Place to Work

- Watson Wyatt study

high trust companies

out perform low trust

companies by 300%

Unleashing Innovation

Collaboration Process

Foster

collaboration

Let people

choose

Content

Definitions

Give up command

and control

Agile defined (IBM)…

uses continuous stakeholder feedback

principals

end users

partners

insiders

uses continuous stakeholder feedback

…to deliver high

quality,

consumable

working

code

… through user stories

…and a series of short, stable, time-

boxed iterations.

discovery discovery

The opposite of control is

Leadership Role

A good agile project will build something that

meets customers needs but may be different

from original plans.

- Jim Collins

Inception Team

Responsible for continuous innovation

during the release

Consists of:

Product Owner

Architect

UX Developer