Todd Little Pollyanna Pixton A Framework for Agile Leadership L e a d i n g C h a n g e T h r o u g...
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Todd Little Pollyanna Pixton A Framework for Agile Leadership L e a d i n g C h a n g e T h r o u g h C o l l a b o r a t i o n
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Transcript of Todd Little Pollyanna Pixton A Framework for Agile Leadership L e a d i n g C h a n g e T h r o u g...
Todd Little
Pollyanna Pixton
A Framework for Agile
Leadership
L e a d i n g C h a n g e T h r o u g h C o l l a b o r a t i o n
Long Ago and Far, Far Away…
Project Statistics
0 10 20 30 40 50 60
Failed
Challenged
Succesful
20061996
Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’
Features and Functions
Never Used 45%
Rarely Used 19%
Sometimes 16%
Often 13%Always 7%
Always or Often Used: 20%
Never or Rarely Used: 64%
Standish Group Study, reported by CEO Jim Johnson, XP2002
How can we avoid this?
Leadership Models
StrategyStrategy
CollaborationCollaboration
DeliveryDelivery
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Leadership Models
StrategyStrategy
CollaborationCollaboration
DeliveryDelivery
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Strategic IntentEveryone inline with company goals
Strategy
Traditional strategic planning starts at the top and cascades down
Can be incompletefor project teams and daily decisions
Strategic Development
Mission Vision Values
Strategic Intent ~ Strategy ~ Purpose
Long-Range Goals
Annual Objectives
Action Plans (what, who, when)
Individual Business ObjectivesTac
tica
lS
trat
egic
SCO / 5Q
Strategic Development
Mission Vision Values
Strategic Intent ~ Strategy ~ Purpose
Long-Range Goals
Annual Objectives
Action Plans (what, who, when)
Individual Business ObjectivesTac
tica
lS
trat
egic
SCO / 5Q
Start Here
Purpose-Based Alignment
MarketDifferentiating
High
Low
Mission CriticalLow High
Purpose-Based Alignment
MarketDifferentiating
High
Low
Mission CriticalLow High
Differentiating: Be the Best,
Always
Parity: Get And Stay
ThereWho Cares?
Partner: Do We Take
This On?
Design Considerations
MarketDifferentiating
High
Low
Mission CriticalLow High
Do SomethingUnique:
Design to Excel
Mimic and Reuse Goal is Parity,
Not UniquenessWho Cares?
Design theRelationship
Graphically - Before
MarketDifferentiating
High
Low
Mission CriticalLow High
Project Tracking
Document Mgmt
Document Edit
Document Library
Search
EDGAR Integration
Graphically - After
MarketDifferentiating
High
Low
Mission CriticalLow High
Document Edit
Project Tracking
Document Mgmt
Document Library
Search
EDGAR Integration
Portal
Result: Better product in half the time and 60% of the original cost
Five Questions
Whom do we serve and what do they want and need most?
What do we provide to help them? What is the best way to provide this? How do we know we are succeeding? How should we organize to deliver?
What’s On Your Billboard?
Example – Split Payments
eCommerce and catalog order management system supported split payments?
Split what? Pay with a combination of credit cards (as many as you want).
Required a significant customization. Are split payments differentiating or parity?
Split Payments
Differentiating includes product selection and customer service. Therefore differentiating.
Not so fast, if differentiating,Let’s advertise!
Treat exceptions like exceptions. Inelegantly handled with standard
functionality.
Getting Started
Make Better Decisions!
Present the Model
Define the decision criteria
Distill to simple questions
Example Questions:• Will this lower lifetime cost?• Will this make us the
low cost airline?
Leadership Models
StrategyStrategy
CollaborationCollaboration
DeliveryDelivery
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Problems In the Air
Project Management
How Do We Deliver?
None of us are as smart as all of us.- Japanese Proverb
Leading Agile
Collaboration Model Collaboration Process
How to Collaborate
Project Management
Quality ManagementCreate an
Open Environment
Open Environment
What Kind of Environment Do We Need To: Foster creativity and innovation? Encourage ideas? Create team ownership and commitment? Implement mission critical and
differentiation ideas?
What Is an Open Environment?
Collaboration
Convene the Right People From the Entire Enterprise!
Customers
Marketing
Sales
Finance
Technology
Manufacturing
Stakeholders
Collaboration
FosterCreativityandInnovationvia Collaboration Process
Collaboration
Step Aside. Let Them Work.
Collaboration
Open Environment
Right People
Foster Innovation: Collaboration Process
Step Aside
Collaboration
How Do YouStepBack?
Leading Collaboration
Step Up ~ Step Back?
Test for SuccessAsk Questions
Leading Collaboration
When Should aLeader Step Up?
Unleashing Innovation
Collaboration Process
Collaboration Process
Collaboration Process
Agree to:
Goals
Objectives
Purpose
Brainstorm
Collaboration Process
Group
Collaboration Process
Prioritize
Collaboration Process
Individuals VolunteerFor What AndBy When
Leading Collaboration
Leadership Model
Now: Embrace Change Foster New Ideas Collaborate Gives Ownership Influential
‘Old School’ Responds to
Change Knows the
Answers Bureaucratic Leader Decides Authoritarian
Leadership Model
Today Embrace Change Foster New Ideas Collaborate Gives Ownership Influential
Collaborative Leadership
The Right People
Hire and promote:first on the basis of integrity
second, motivation
third, capacity
fourth, understanding
fifth, knowledge
last and least, experience.
- Dee Hock, CEO Emeritus VISA International
authenticity
attitude
intelligence
talent
Passion
Ability
Organization
al Fit values
Get the right people on the bus in the right seats.- Jim Collins
Get the wrong people off the bus.
Project Management
Risk Management
Trust First !
Leadership Role
Suspicion is a permanent condition.
- Marcus Buckingham
Not Good Enough
Leadership Models
StrategyStrategy
CollaborationCollaboration
DeliveryDelivery
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Projects
Why Projects Are Different
Balancing Project PortfoliosDoing Things Right
Long Ago
Excellent! Pharaoh will be quite pleased to learn that you’ve completed construction under budget and ahead of schedule.
Managing the Coming Storm Inside the Tornado
When will we get the requirements?All in good time, my little pretty, all in good timeBut I guess it doesn't matter anyway
Doesn't anybody believe me?
You're a very bad man!
Just give me your estimates by this afternoon
No, we need something today!
I already promised the customer it will be out in 6 months
No, we need it sooner.
Not so fast! Not so fast! ... I'll have to give the matter a little thought. Go away and come back tomorrow
Ok then, it will take 2 years.
Team Unity
Project Kickoff
We’re not in Kansas Anymore
My! People come and go so quickly here!
I may not come out alive, but I'm goin' in there!
The Great and Powerful Oz has got matters well in hand.
"Hee hee hee ha ha! Going so soon? I wouldn't hear of it! Why, my little party's just beginning!
Developer HeroReorg
Testing
Hurricane Rita
Uncertainty We expect uncertainty and manage for
it through iterations, anticipation and adaptation.
Project Differences
Project Complexity
Un
cer
tain
ty
Simple, young projects. Need agilityTight Teams
Dogs Complex, mature marketNeed defined interfaces
Cows
BullsAgility to handle uncertaintyProcess definition to cope
with complexity
laissez faire
Colts
Low
Low
High
High
Bull Product Release
Reduce Uncertainty or Complexity
Uncertainty Complexity
Opportunities to Reduce Uncertainty: Use proven technologies Reduce project duration
Opportunities to Reduce Complexity: Collocate the team Break project into sub-projects
Attribute Score
Market ███
Technical ███
# Customers █████████
Duration █████████
Change ███
Attribute Score
Team Size █████████
Mission Critical █████████
Team Location █████████
Team Maturity ███
Domain Gaps ███
Dependencies █████████
Partitioning
Dog Project
Cow Project
Colt Project
Bull Program
Remember: Loose Coupling and Strong Cohesion
First Integration Release
Project Complexity
Un
cer
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New acquisitions
Dogs Integration data modelCows
BullsThe Integration Release
Existing Products
Colts
Low
Low
High
High
Integrating Software by Integrating People
Developers’ Conference Yearly
PMM Quarterly
Friday@4 Weekly
Creating the Future
Y2K Release
Project Complexity
Un
cer
tain
ty
None
Dogs The overall ProgramCows
BullsNone
All Products
Colts
Low
Low
High
High
Products Lifecycle Paths
Product Lifecycle
Complexity
Un
cert
ain
ty
Low
High
Dogs
Cows
Low High
Bulls
Skunks
Colts
AB
C
Project Leadership Guide
M
arke
tD
iffe
ren
tiat
ing
High
Low
Mission CriticalLow High
Invent
ManageOffload
Create Change
Embrace Change
Eliminate Change
Control Change
Ad Hoc Agile
Outsource Structured
Deploy
Portfolio Management
0.0
2.0
4.0
6.0
8.0
10.0
12.0
0.0 5.0 10.0 15.0 20.0 25.0 30.0
Project Complexity
Un
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rtai
nty
Leadership Development
Process
People
Technology
Business
Leadership Development
Project Complexity
Un
cer
tain
ty
DogsCows
BullsColts
Low
Low
High
High
Business
& Technology
People
& Process
Levels of Proficiency
Foundation
Proficient Master
1 2 3
Read Write Delete
Shu Ha Ri
Leadership Development
People Process Technology Business
Read Read Read Read
Read Read Write Write
Write Write Read Read
Delete Write Write Write
Leadership Development
People Process Technology Business
Dog Read Read Read Read
Colt Read Read Write Write
Cow Write Write Read Read
Bull Delete Write Write Write
Not all dogs are the same
Leadership Models
StrategyStrategy
CollaborationCollaboration
DeliveryDelivery
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Leadership Models
StrategyStrategy
CollaborationCollaboration
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DefinitionsDecision ToolsGet More Done by Doing Less
Business Value Models
Considerations
Purpose
Business Value
Costs
Benefits
- Kent McDonald
Value Model
Business Value Decision Models
Considerations
Purpose What do
we do?
When do we do it?
When do we decide?
Costs
Benefits
- Kent McDonald
Business Value Velocity
BV Differences (use collaboration and planning cards)
Recalcualte BV at the end of every iteration
Calcualte the BV Velocity (BV2). Is each iteration giving you enough BV? When will you have enough BV to go to
market?
Real Options
- Chris Matts
Business Value
Leadership Role: Run Business Value
Model often! Revisit backlog,
prioritize based onBusiness Value
StrategicFit
EstimateEffort Points
and Value Points
Idea
Partner Invest
Who Cares
Parity
Idea
Idea
OtherReleaseBacklog
Critical Items
PrioritizeBy
Value/Cost
Non-Strategic
Non-Economic
Project Idea Filter
Cost of Delay
Real Options
Leading Agile Summary
Create a place where people want to be not have to be
Make sure everyone has what they need to succeed.
Great Leadership
Leadership Models
StrategyStrategy
CollaborationCollaboration
DeliveryDelivery
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Purpose-Based Alignment
High
Low
Mission CriticalLow High
Innovate
Achieve andMaintain ParityWho Cares?
Do We Take This On?
MarketDifferentiating
Summary
To Unleash Innovation
And Lead Change
Collaborate
Collaboration Model
Open Environment Right People Discover Purpose Foster Innovation:
Collaboration Process
Step Back
Collaboration Process
Agree to Goal Brainstorm Group Prioritize Individuals volunteer and by
when
Leadership Model
The Right Talent Build Trust! Articulate Success Let them tell you what
they need to do tobe successful
Stand back!
Project Differences
Project Complexity
Un
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tain
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Simple, young projects. Need agilityTight Teams
Skunks
DogsDogsComplex, mature marketNeed defined interfaces
Cows
Bulls
Agility to handle uncertaintyProcess definition to cope
with complexity
laissez faire
Colts
Low
Low
High
High
Business Value Decision Models
Considerations
Purpose What do
we do?
When do we do it?
When do we decide?
Costs
Benefits
- Kent McDonald
Real Options
- Chris Matts
Summary
Agile Leadership is Collaboration Push decisions down: Inquire, not tell Communicate: Transparency Remove Boulders: Carry water Stand Back Listen Guide through questions
Agile Leadership
Contact
Todd Little Senior Development Manager, Landmark
Graphics Corporation, www.lgc.com [email protected] www.toddlittleweb.com
Coming Soon from Addison-Wesley!
Stand Back and Deliver: A Leaders Guide to the Agile Enterprise
The definitive book describing the Accelinnova models for leading the agile enterprise
References
Stand Back and Deliver, co-author, published by Addison Wesley, due out in early 2009
The Seven-Day Weekend, Ricardo Semler
Orbiting the Giant Hairball: A Corporate Fool's Guide to Surviving with Grace, Gordon MacKenzie
www.accelinnova.com/publications.html
References
Wicked Problems, Naming the Pain in Organizations, E. Jeffrey Conklin and William Weil, Touchstone Tools and Resources
How I Learned to Let My Workers Lead, Ralph Stayer, HBR, Nov-Dec 1990
The 6 Myths of Creativity, Bill Breen, FastCompany, Dec 2004
Now More Than Ever, Innovation Is The Answer, Robert D. Hof, BusinessWeek, 1 Mar 2004
Contact
Pollyanna Pixton: www.accelinnova.com www.evolutionarysystems.net www.collaborativeleadership.com +1 . 801 . 209 . 0195 [email protected]
Long Ago and Far Away
Long Ago and Far Away
Long Ago and Far Away
Your Questions?
Agile Leadership
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