Transcript Document
A Framework for Agile Leadership Agile 2007 Leading Change Through Collaboration Todd Little, Niel Nickolaisen and Pollyanna Pixton Declaration of Interdependence Frameworks Strategy: Niel Nickolaisen Collaboration: Pollyanna Pixton Project Governance: Todd Little Case Study apln.org Cultivate Innovation Business Value Collaboration Project Governance Real Options Embrace Change Frameworks Model Strategy Strategy Value & Customers :: Niel Nickolaisen :: Purpose-Based Alignment High Market Differentiating Low Low Mission Critical High Purpose-Based Alignment High Partner: Do We Take This On? Differentiating: Be the Best, Always Who Cares? Parity: Get And Stay There Market Differentiating Low Low Mission Critical High Design Considerations High Design the Relationship Do Something Unique: Design to Excel Market Differentiating Who Cares? Mimic and Reuse Goal is Parity, Not Uniqueness Low Low Mission Critical High Collaboration Teams & Individuals :: Pollyanna Pixton :: Why Collaborate None of us are as smart as all of us. – Japanese Proverb Embrace Change Collaboration Model Collaboration Model Create an Open Environment Collaboration Model Convene the Right People From the Entire Enterprise! Customers Marketing Sales Finance Technology Manufacturing Stakeholders Collaboration Model Foster Creativity & Innovation via Collaboration Process Collaboration Model Stand back, Let Them Work. Unleashing Innovation Collaboration Process Collaboration Process 1. Agree to: Goals Objectives Purpose Collaboration Process 2. Brainstorm 3. Group 4. Prioritize Based on Business Value Collaboration Process 5. Individuals Volunteer For What And By When Unleashing Innovation Collaborative Leadership Collaborative Leadership The Right People Collaborative Leadership Trust First! Collaborative Leadership They tell you what needs to happen for success and results. Collaborative Leadership Step Aside, Let Them Work! Project Governance Uncertainty & Context :: Todd Little :: Project Complexity Team size Mission criticality Team location Team capacity Domain knowledge gaps Dependencies Project Uncertainty Market Uncertainty Technical Uncertainty Project Duration Dependents Project Differences Uncertainty High Colts Bulls Simple, young projects. Need agility Tight Teams Agility to handle uncertainty Process definition to cope with complexity Dogs laissez faire Cows Complex, mature market Need defined interfaces Low Low High Project Complexity Not all dogs are the same Reduce Uncertainty or Complexity Uncertainty Complexity Dependencies 10 Market Uncertainty 10 9 9 8 8 7 7 6 6 Mission Critical 5 3 3 2 2 0 Team Location 1 1 Dependents/ Scope Flexibility 5 4 4 0 Technical Uncertainty Team Size Team Maturity Project Duration Domain knowledge gaps Opportunities to Reduce Uncertainty: Opportunities to Reduce Complexity: Use proven technologies Reduce project duration Collocate the team Break project into sub-projects Partitioning Colt Project Bull Program Dog Project Cow Project Remember: Loose Coupling and Strong Cohesion Portfolio Management RAPID Quadrant Assessment 12.0 Uncertainty 10.0 8.0 6.0 4.0 2.0 0.0 0.0 5.0 10.0 15.0 Project Complexity 20.0 25.0 30.0 Products Lifecycle Paths Product Lifecycle Uncertainty High C Colts A Low Low Bulls Skunks B Dog s Complexity Cows High Project Leadership Guide 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 Case Study FFKR Architects Case Study: Issues Reached Capacity Continue Growth Rate Need Succession Plan Tight Employment Market Need Improved Project Throughput Case Study Entry Point: Strategic Planning Case Study: ‘Before’ High - Excellence=One of Principals - Customer Service - Reputation - Diversity of Design Market Differentiating Low - Project Management - Tracking Tools - IT Tools - Project Support Low Overtime Control Mission Critical High Strategic Planning Qs What’s the Prize? What’s Getting in the Way? How to increase business? How to increase through put? How to find and train new leadership? Case Study: Collaboration Team Meetings: What’s an Open Environment? What’s Working? What’s Not Working? How Can You Fix What’s Not Working? Case Study: Outcomes What’s Not Working: Focus on Design Excellence Compensation Training Leadership Time Quality Empowerment Case Study: Outcomes Form Collaborative Teams: Add Client from start to finish Add Contractor Consultant as well Expected Improvements: 20-60% decrease in costs 75-100% increase in customer satisfaction Project Differences High Colts Bulls Uncertainty Office Renovations Dogs Casinos Cows Parking Garages Car Dealerships Low Low High Project Complexity Case Study “You want to be leaders and you’re acting like mice.” Case Study: ‘After’ High - Excellence=Design - Design Process - Customer Service - Reputation - Hiring Process - Personnel Dept. Market Differentiating Overtime Control Low Low - Project Management - Tracking Tools - IT Tools - Project Support Mission Critical High Summary DOI Strategy Collaboration Project Governance Case Study: FFKR Questions? Cultivate Innovation Business Value Collaboration Project Governance Real Options Embrace Change Frameworks Model Strategy Contact Niel Nickolaisen CIO, Headwaters, Inc. www.headwaters.com [email protected] Pollyanna Pixton: President, Evolutionary Systems, www.evolutionarysystems.net [email protected] Todd Little Senior Development Manager, Landmark Graphics Corporation, www.lgc.com [email protected]