Six Free Ideas to Improve Agile Success

TM Half‐day Tutorial 6/4/2013 1:00 PM

"Six Free Ideas to Improve Agile Success"

Presented by:

Pollyanna Pixton Accelinnova

Brought to you by:

340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com

Pollyanna Pixton Accelinnova

An international leadership expert, Pollyanna Pixton developed the models for collaboration and collaborative leadership through her thirty-eight years of working inside and consulting with many organizations. She helps companies create workplaces where talent and innovation are unleashed—making them more productive, efficient, and profitable. Pollyanna is a founding partner of Accelinnova, president of Evolutionary Systems, and director of the Institute for Collaborative Leadership. She writes and speaks on topics of creating cultures of trust, leading collaboration, and business ethics. Her models are found in her book, Stand Back and Deliver: Accelerating Business Agility. Pollyanna co-founded the Agile Leadership Network and has chaired Leadership Summits in the US and England. Contact her at [email protected].

six free ideas to

improveagile success

Pollyanna PIXTONCo-Founder, Accelinnova

President, Evolutionary SystemsDirector, Institute of Collaborative Leadership

Agile Defined…

Agile Manifesto

We are uncovering better ways of developing software by doing it and helping others do itsoftware 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 docsCustomer collaboration over contract negotiation R di t hResponding 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 Manifesto

We are uncovering better ways of developing software by doing it and helping others do itsoftware 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 docsCustomer collaboration over contract negotiation R di t hResponding 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 Principles

Customer SatisfactionEmbrace and welcome changeDeliver working software frequentlyBusiness people and developers work together dailyBuild projects around motivated individuals. Support and trust them.Face-to-face communication is best

Agile Principles (cont.)

Working software is measure of progressSustainable development with a consistent paceAttention to technical excellenceSimplicity is essential Best designs and requirements emerge from self-organized teamsTeam reflects regularly on how to improve

Overview

1. Trust2. Give Ownership3. Teams Make

Decisions 4. Fix Processes5 Ri ht P l5. Right People6. Integrity Matters

Trust

trust

Trust

how do youhow do youdefine trust?

Unleashing Innovationwhy is

trust important?Collaboration Process

trust important?

the data …

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

add 2009: high trust companies

t f l t t

- Great Place to Work

out perform low trust companies by 126%

trust companies double performance over S&P for 10 yearsover S&P for 10 years

- Great Place to Work

high trust companies out perform low trust

- Watson Wyatt study

pcompanies by 300%

transaction costs

Transaction Costs

self protection

repairp

broken

trust?

other price tags?

Project Management

Change Management

how can leaders help teams build Trust?Change Management

Project Management

Dependency Management

remove debilitating Fear


i ll b ti lin collaboration, people fear …

- Warren BennisBeyond Bureaucracy

losingg

identity

losing

intellectual mastery

losing

individualismindividualism

Leadership Role

dWhat can leaders do?

losingg

identity

losing

intellectual mastery

losing

individualismindividualism

h t th f dwhat other fears do people have?

Leadership Role

dWhat can leaders do?

Unleashing Innovation

group andCollaboration Processprioritize

Exercise

What are the top fears in list?What are the top fears in list?Divide by 3 and round upEveryone votes by raising handWork in groups on top threeReport outReport out

fostering

trusttrust

advance each other’s intentions

and interests

don’t impede them

be proactive in imoving work

forward

create transparency

Project Management

Focus, Communication, and Expectation

honest and opencommunication

Focus, Communication, and Expectation Management

Build the right product

share

experiences

team to team trust…

“a mega team”

validate othersvalidate others

accept risks collectively

leadership role ?p

Leading Agile

Collaboration Model

team basedmeasurements

Collaboration ModelCollaboration Process

people do what they are

measuredby

resultsmeasure results

let

teamsevaluate

themselves

build

confidenceconfidence

short iterations … early wins

Collaboration Model

celebrate success !

Project Management

Risk Management

trust First !Risk Management

Leadership Role

Suspicion is a permanent condition.- Marcus Buckingham

Leadership Role

other leadership roles?

Trust

f

trust summary

remove fearvalidate othersaccept risks togetherteam-based measurementsauthenticity

ownership

use

authentic motivation

Alfi K h- Alfie KohnPunished By Rewards

Unleashing Innovationfoster

collaborationCollaboration Process

teamsteams

collaborateto

make their

decisions

let peoplechoosechoose

let people

choosechoosehow,

what,

and whenand when

content

provide meaningful

work

don’t take backback

their

ownershipownership

don’t give the

answers

or……

give them

the

solutionssolutions

askask

questions

questionsthatthat

help teams

discoversolutions

How can we avoid the temptation to rescue our teams?

how

Ask Questions.What would you like me to do?How would you like to solve that problem?What would you like to do?

would you like

to

solve it?solve it?

what would youlike me to do?

exercise: leader and worker conversation

Stay Positive

what questions worked?

Trust/Ownership Model

Energy & InnovationF il

Trust

s

Command & Control Conflict

Innovation

Team TrustedTeam Accountable

Leader Freed

Failure

No One Cares

Lead

ersh

ipB

usin

ess

Proc

es

Team Does as InstructedNo Ownership

Leader / Processis Bottleneck

Team DemotivatedMired in Bureaucracy

& Wasted Effort

HighTeam/Individual OwnershipControl

Low

& B

Stay Positive

How can you help teams/people take

ownership?ownership?

macro-

leadershiptool

Macro Leadership Cube

Stand BackStand Back

Step UpStep Up

Example…Example

Your cube?Your cube?

ownership summaryownership summary

ask questionsmacro leadership cubedon’t take back ownership

team decides

why decisions by teams?

Trustworthiness

positionalppower =decisions with less information

How can we make better decisions?

Legacy SystemName:Phone:

Add

Replacement System Name:

Address:PhAddress: Phone:

what’s the value of this required

change?

Ideally, we decide based on

value,but, what’sthat?

Purpose

Business Value Model

p

Considerations

Costs and Benefits

Purpose


p

High

Purpose Based Alignment Model

MarketDifferentiating

Differentiate

Parity

Partner?

Who ?

Low

Mission CriticalLow High

ycares?

High

I tD t k

Purpose Based Alignment Model


Innovate,Create

Do we take this on?

Minimize or

Achieve andMaintain

Low


or Eliminate Parity, Mimic,

Simplify

How about an example?

enterprise business intelligence

productproduct

competitor’s killer UIcompetitor’s killer UI

Project Plan:big team

millions of dollars

many months to “out-do” competitors’ UI

High

AnalyticsOr Here?

Where Does My UI Belong?


Analytics Engine + UI?

Or Here?

Or Even Here?

UI Here?

Low


Here?

UI As Parity

new design goals:g

“go to school” on competitor’s UI

b ddon’t be so bad

Results:

Market-aligned project, cut time by 50% and costs by 40%

Results:

and costs by 40%Used resources to create next evolution of analytics engine

Questions to ask:

1. Who do we serve?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?4. What is the best way to provide this?

the “billboard” test…

Order new pages by 2pm and get them tomorrow!

“To be the low cost airline.”

- Southwest Airlines

“Will this help us bepthe low cost airline?”

- Southwest Airlines

decision filters:make dailymake daily

decisions

schedule projects

what

to develop

Start Up

Exercise: Pick a project.Exercise p jExercise

Pick an objective, a brand, or a project.

High

What is the purpose?


Differentiate

Parity

Partner?

Who

Low


Paritycares?

What’s On Your Billboard?

youry

decision

filter?filter?

otherother

considerations??

Purpose


p

Considerations

Collaboration Modelflexibility

dependencies

Collaboration Model

timeto

market

complexity team sizemission criticality

team locationteam locationteam capacity

domainknowledge gaps

dependenciesdependenciestechnical

complexity

uncertaintymarket

uncertaintytechnical

uncertaintyproject durationp j

dependents

Purpose


p

Considerations

Costs and Benefits

it’sa

conversation

resolve differences

group chunks high – medium - lowg

“build”builda

chunk…

at the endof the

“chunk”

now you can ask…

Do we have enough business value to go to market?

Should we continue?

it’sa

conversation

team decides summary

base decisionson business

value ... collaboratively y

decide!

process

fix

processesprocessesnot

people

What processes aren’t working?

Leadership Role

HHow can we fix them?

Ask the team!

Project Management


collaborationprocessDependency Managementprocess

what can we do

to fix the process?

brainstorm

groupin

silence

prioritizebased on

business value

Purpose


p

Considerations

Costs and Benefits

individuals

volunteerfor

what

hand by when

value stream mapping

Where do we waste time?

Cycle Time:

Average end-to-end process timeFrom problem detectionTo problem solution

Begins and ends with customer.

Problem Solution

Cycle Time

g

Customer Request Customer Satisfied


Cycle Time:



Problem Solution

Cycle Time

g



Cycle Time:



Problem Solution

Cycle Time

g


Example: Customer Requests FixCustomer

requests fix

Support triagesrequest

Dev team triagesrequest

Dev fixes,releases in

fix pack

Customer deploysfix pack

Work: 5 min 2 hrs 1 hr 2 wks 1 hr

Wait: 5 min 3 days 1 wk 2 wks

Value Added Time = 10.5 daysCycle time = Work + Wait = 38.5 days

Where can we remove the waste?

Efficiency = Value added timeTotal cycle time

10.5 days38.5 days= = 27%

Select Delivery Content (no travel allowed!)

Need for 2 Hours

Call & Email1 Hour

Call & Email1 Hour

7 Days 2 Days Agreement1 Day

Scope Def. With Cust With Cust AchievedX 6

Customer Request to AgreementWorking Time = 16 hoursElapsed Time = 32 days Wasted Time = 30 days

Efficiency = 6%

Face to Face MeetingWorking Time = 8 hoursElapsed Time = 2 daysWaiting Time = 1 days

Efficiency = 50%Efficiency = 6%

Note: Comparison assumes• 1 day travel to customer site• 1 day face to face work• 1 day travel home is excluded since

customer is satisfied

Efficiency = 50%

As-Is Example

As a new customer, I want to enter my Information only once in the Small Business Portal

SOW GOL (1 Day)

Digital Cement (2 Days)

1 Day 2 Wks2-4 Wks

Tech Central (1 Day)

System Test(5 Days)

Tech Central(5 Days)

2 Wks2 Days

Process Efficiency = Work / Time = 14 / 56 = 25%

To-Be Example

DigitalCement

RequirementsPlanning(2 Days)

GOL (1 Day)

Cement(1 Day)

Tech Central

1 Day

Work = 14 daysTime = 8 days

Efficiency = 175%

System Test(5 Days)

Tech Central(5 Days)

Create a Value Stream Map

Select a Process that is relevant to youSelect a Process that is relevant to youCreate a Value Stream MapCalculate Process Cycle Efficiency

Process Efficiency = Value Added TimeTotal Cycle Time

145145

How can you change the process to reduce the waste? (the To Be state)

Value Stream Maps

Customer value not changedReduces the delivery time to customer

Process summaryFix processes not people

Use sticky notes forUse sticky notes for improving processes

Map value streams

right peoplepeople

get the right people on the bus

in the right seats.- Jim Collins

get the wrong people off the bus.

iPassion

Best

Organizational Fit values

what are you passionate about?

what do you do best ?

how do you definesuccess?

i

Do your circles intersect?

Passion

Best


what’s holding you back?g y

i

What about your team?

Passion

Best


right people summaryIntersection of:

Your passion?What you do best?Organizational fit?

integrity matters

Trusthow do you

definedefine integrity?

Enron The Smartest Guys in the Room

(book and documentary)

The Insider

Movie and book

other examplesof integrity?

Attract and retain:first on the basis of integrity

second, motivation

third, capacity

fourth, understanding

fifth, knowledge

last and least, experience.

- Dee Hock, CEO Emeritus VISA International

…knowledge without integritywithout integrity is dangerous and dreadful.

- Samuel Johnson, British author

how do you know if ysomeone has integrity?

Summarysummary

Trust

f

trust summary

remove fearvalidate othersaccept risks togetherteam-based measurementsauthenticity

ownership summaryownership summary

ask questionsmacro leadership cubedon’t take back ownership

team decides summary

base decisionson business value

collaboratively decide!

process summaryFix processes not people

Use sticky notes forUse sticky notes for improving processes

Map value streams

right people summaryIntersection of:

Your passion?What you do best?Organizational fit?

integrity matters summaryhire and retain:

Integrity firstMotivationCapacityUnderstandingK l dKnowledgeExperience last

learn more…

Coming Soon!gAgile Culture Change

Our new book due November 2013

[email protected]

Text: 801.209.0195Blog: pollyannapixton.com

Six Free Ideas to Improve Agile Success

Technology

Transcript of Six Free Ideas to Improve Agile Success