Transcript Slide 1
What Is an Agile Leader? Todd Little Sr. Development Manager Long Ago Long Ago and Far Away Long Ago and Far Away Long Ago and Far Away Long Ago and Far Away The Story of the Agile Project Leadership Network Leadership Summit & Network site R1 ADC2004 July Salt Lake Oct 2004 Chicago Jan 2005 Seattle R2 Agile2005 July Denver R3 Jan 2006 Dallas Agile2006 July Minneapolis Pains Loneliness Isolation Ostracism Frontal Cranial Contusions (from Head Banging) Too much to do, Not enough time Can’t find answers in PMBOK Cognitive Dissonance Waste Project Change Unskilled team members No customer involvement Delivering wrong product Seattle Jan ‘05 Chicago, October 2004 How would we build a new organization? Chicago produced appropriately blurry vision Commitment to Ship, Timeboxing, & Exit Tests Our individual beliefs about reliable projects… Discovering our shared beliefs Six categories emerged 1 2 3 4 5 6 Asking “What’s in it for [our audience]?” Crafting the six statements World Café/OpenSpace style Draft statements 2&1 Draft statements 3&5 Agile and adaptive approaches for linking people, projects and value We are a community of project leaders that are highly successful at delivering results. To achieve these results: •We increase return on investment by making continuous flow of value our focus. •We deliver reliable results by engaging customers in frequent interactions and shared ownership •We expect uncertainty and manage for it through iterations, anticipation, and adaptation. •We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. •We boost performance through group accountability for results and shared responsibility for team effectiveness. •We improve effectiveness and reliability through situationally specific strategies, processes and practices. Declaration of Independence from Bureaucratic Project Management When in the Course of project events it becomes necessary for Project Teams to dissolve the political bureaucracies which have burdened them, a decent respect to the opinions of mankind requires that they should declare the causes which impel them to the separation. We hold these truths to be self-evident, that all projects are not created equal, that they are endowed by their creation with uncertain and complex characteristics. That project teams are most effective when they value Life, Liberty and the pursuit of Happiness. Project Leadership Project Execution Relationship of the APLN to the AgileAlliance Pair Programming Continuous Build TDD Collaboration Change Empowerment Software APLN Beyond Software Interdependence and Leadership • • • • • • Value Customers Uncertainty Individuals Teams Context Interdependence • What does it mean to declare Interdependence? – Interdependence of people – Interdependence of values Value • We increase return on investment by making continuous flow of value our focus. Business Process Value Chain Market Product Development Sales Product Company Specifications Development Delivery Contract Model Development Delivery Internal IT Business Need Customer • We deliver reliable results by engaging customers in frequent interactions and shared ownership. Deliver reliable results = make pace visible early. Engaging customers…= force a partnership. Customer defines value Uncertainty • We expect uncertainty and manage for it through iterations, anticipation and adaptation. Individuals • We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. – Push decisions down and out, make the workplace safe, provide employees with the proper tools and be prepared to be surprised. Teams • We boost performance through group accountability for results and shared responsibility for team effectiveness. – Get the whole team to own the whole project Context • We improve effectiveness and reliability through situationally specific strategies, RAPID Quadrant Assessment processes and practices. 12.0 Colts Uncertainty Uncertainty 10.0 8.0 6.0 Simple, young projects. Need agility Tight Teams Agility to handle uncertainty Process definition to cope with complexity Bulls Skunks Cows 4.0 laissez faire 2.0 Dogs Complex, mature market Need defined interfaces 0.0 0.0 5.0 10.0 15.0 Complexity Project Complexity 20.0 25.0 30.0 Portfolio Management and Dealing with Darwin (G. Moore) Create Change Invent Market Differentiating High Low Embrace Change Deploy Ad Hoc Agile Eliminate Change Control Change Offload Outsource Manage Structured Low Mission Critical High Agile Leadership Christopher David Avery Sanjiv Anderson Augustine Donna Preston Alistair Smith Cockburn Fitzgerald Doug Bob Wysocki DeCarlo Jim Highsmith Ole Jepson Todd Little Not pictured: Mike Cohn, Lowell Lindstrom, Kent McDonald, Pollyanna Pixton Better Software June 2006 http://pmdoi.org/ http://apln.org/ http://apln.sharepointsite.com/ "Leading the Agile Transition" The APLN Atlanta Leadership Summit September 24-25, 2008 Marriott Atlanta Perimeter Center, Atlanta, GA Connecting, developing, and supporting great project leaders by focusing on: Value, Customer, Teams, Individuals, Context, and Uncertainty.