A Framework for Agile Leadership Leading Change Through Collaboration Todd Little Declaration of Interdependence We increase return on investment by making continuous flow of value our.
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A Framework for Agile Leadership Leading Change Through Collaboration Todd Little Declaration of Interdependence 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 unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. Declaration of Interdependence We expect uncertainty and manage for it through iterations, anticipation, and adaptation. We improve effectiveness and reliability through situationally specific strategies, processes, and practices. (context) We boost performance through group accountability for results and shared responsibility for team effectiveness. Declaration of Interdependence Framework Strategy • Customer and Value Collaboration • Teams and Individuals Project Governance: • Uncertainty and Context apln.org Cultivate Innovation Business Value Collaboration Project Governance Real Options Embrace Change Framework Model Strategy Cultivate Innovation Business Value Collaboration Project Governance Real Options Embrace Change Leadership Models Strategy Traditional Model Strategic Mission Vision Values Strategy Long-Range Goals SWOT Tactical Annual Objectives Project Plans (what, who, when) Individual Tasks Long Ago Excellent! Pharaoh will be quite pleased to learn that you’ve completed construction under budget and ahead of schedule. Long Ago and Far Away Long Ago and Far Away Long Ago and Far Away Long Ago and Far Away Strategic Development Strategic Mission Vision Values Strategic Intent ~ Strategy ~ Purpose Long-Range Goals Start Here SCO / 5Q Tactical Annual Objectives Action Plans (what, who, when) Individual Business Objectives To get these Value Models Purpose Costs Benefits Value Model Business Value Considerations 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 Features and Functions Always or Often Used: 20% Always 7% Often 13% Sometimes 16% Never Used 45% Rarely Used 19% Never or Rarely Used: 64% Standish Group Study, reported by CEO Jim Johnson, XP2002 Example (Real Life) Software for financial document management: Initial project plan included development of over 3000 function points. Filtering functionality through the model yielded about 350 “Differentiating” function points. Company revised the plan to make these 350 even better and simplify the rest. Result: Better product in half the time and 60% of the original cost. Graphically - Before High Project Tracking Document Mgmt Document Edit Document Library Search EDGAR Integration Market Differentiating Low Low Mission Critical High Graphically - After High Portal Document Edit Market Differentiating Project Tracking Document Mgmt Document Library Search EDGAR Integration Low Low Mission Critical High What Purpose Yields Decision filters – Need these to make daily decisions (especially at a project level). Gaps between current and desired – Need this to plan, design, and prioritize projects. 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? Strategic Intent Competitive Position Cost Broad Cost Leadership Differentiation Product Leadership Strategic Scope Narrow Best Customer Solution Results Within 12 months, profitable business. Within 36 months, acquired primary competitor. System project was complete in 11 months (not 36). System project was done at 50% of original budget. Purpose-Based Alignment High Market Differentiating Partner: Differentiating: Commodity High Market Need Parity: Low Low High Mission Critical Consortia R&D Market Differentiating Get Out High Internal R&D: Reality Check: Low Low Mission Critical High Low Market Need Cultivate Innovation Business Value Collaboration Project Governance Real Options Embrace Change Leadership Models Strategy 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 Discover or Validate Strategic Intent, and Purpose 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 Build Trust! Articulate Success Purpose Costs Benefits Value Model Business Value Considerations Collaborative Leadership They tell you what needs to happen for success and results. Collaborative Leadership Stand Back, Let Them Work! Project Management Remove Obstacles Remove Obstacles Leadership Tips Leading Collaboration Influence Not Authority Collaborative Leadership Step Up in a Leadership Dance Test for Success Ask Questions Leading Collaboration Keep the Purpose Alive Leading Collaboration Everyone Sees the Big Picture Leading Collaboration Fix Processes Not People Leading Collaboration No Such Thing As ‘Constructive Criticism’ Collaboration For Quality Feedback That Honors the Relationship Leading Innovation Fail Early – Fail Fast! Project Management Communicate! Focus, Communication, and Expectation Management Communication Collaborative Communication Teams Collaborate On All Decisions And Solutions Collaboration “Organizations change in the direction in which they inquire.” Inquire. Question. Listen. Appreciative Inquiry Problem Solving: Identify the Problem Analyze the Causes Plan the Actions Basic Assumption: An organization is a problem to be solved. Appreciative Inquiry: Value What Is Envision What Can Be Discuss Next Steps Basic Assumption: An organization and the people know the possibility. Fall Forward ! Appreciative Inquiry Appreciative Orientation Problem-Solving Orientation CURRENT STATE PAST FUTURE ANALYZE & FILL THE GAP DISCOVER & REALIZE POSSIBILITIES QUESTIONS QUESTIONS What’s Wrong? What Happened? Who’s to Blame? What’s Working? Where’s the Passion? What’s Possible? How Do We Fix It? How Do We Achieve It? Leading Collaboration Free Team to Question, Analyze and Investigate Leading Collaboration The Opposite of Control is Discovery Great Leadership Create a place where people want to be, not have to be Make sure everyone has what they need to succeed. Leading Up Speak So You Can Be Heard Leading Up Bring solutions, not just problems Leading Up How Does Your Manager Define Success? Leading Up Deliver Results As Committed And Often to Build Trust Leading Up Assess System: Politics Competition Style Differences Exercise or Break Choices: What are your core differentiators? Discuss the 5 questions What are you currently gold plating that could be at parity? What would an open environment look like? What do you need from a leader? 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? Cultivate Innovation Business Value Collaboration Project Governance Real Options Embrace Change Leadership Models Strategy Managing the Coming Storm Inside the Tornado Project Kickoff When will we get the requirements? All in good time, my little pretty, all in good time But I guess it doesn't matter anyway Just give me your estimates by this afternoon Team Unity Not so fast! Not so fast! ... I'll have to give the matter a little thought. Go away and come back tomorrow No, we need something today! Ok then, it will take 2 years. No, we need it sooner. Doesn't anybody believe me? I already promised the customer it will be out in 6 months You're a very bad man! We’re not in Kansas Anymore Developer Hero I may not come out alive, but I'm goin' in there! Reorg The Great and Powerful Oz has got matters well in hand. My! People come and go so quickly here! Testing "Hee hee hee ha ha! Going so soon? I wouldn't hear of it! Why, my little party's just beginning! Hurricane Rita Project Governance Uncertainty & Context (defects cause loss of...) Criticality Alistair Cockburn’s Crystal Methodology according to (project size, system criticality, team priorities) . . . Prioritized for Legal Liability Prioritized for Productivity & Tolerance Life (L) L6 L20 L40 L100 L200 L500 L1000 Essential money (E) E6 E20 E40 E100 E200 E500 E1000 Agile D20 Sweet Spot D40 D100 D200 D500 D1000 C20 C40 C100 C200 C500 C1000 Discretionary money D6 (D) Comfort (C) C6 1-6 - 20 - 40 - 100 - 200 - 500 - 1,000 Number of people involved +20% Balancing Agility and Discipline, Boehm and Turner Personnel (% Level 1B) (% Level 2&3) Criticality (Loss due to impact of defects) Many Lives Single Life 40 15 30 20 20 25 10 30 0 35 Essential Discretionary Funds Comfort Funds Dynamism (% Requirements-change/month) 10 5 1 30 50 Agi l e 3 90 10 70 Disc ip 30 line d 50 100 30 300 Size (# of personnel) 10 Culture (% thriving on chaos vs. order) Diamond Approach Shenhar and Dvir Technology Complexity Novelty Pace 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 Bull Product Release 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 Bull Program, Dog Project Large Scale Integration Objective: Integrate and synchronize the release of 30 products Common data model Multiple cultures – acquisitions and geographically dispersed First Integration Release Colts Bulls New acquisitions The Integration Release Uncertainty High Dogs Existing Products Cows Integration data model Low Low High Project Complexity Integrating Software by Integrating People Developers’ Conference Yearly Creating the Future PMM Quarterly Friday@4 Weekly Y2K Release Colts Bulls None None Uncertainty High Dogs All Products Cows The overall Program Low Low High Project Complexity Next Generation Integration New Technology New Market Large Geographically Dispersed Team Developers acted as though it was a Colt It had links to the legacy applications that were Cows Project Managers acted as though it was a Cow Major Challenges – Needed to treat as Bull 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 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 Leadership Development People Business Process Technology Leadership Development Uncertainty High Colts Bulls Business & Technology Dogs Low Cows People & Process Low High Project Complexity Levels of Proficiency 1 2 3 Foundation Proficient Master Shu Ha Ri Read Write Delete 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 Project Management Quality Management Decision Tools Cultivate Innovation Business Value Collaboration Project Governance Real Options Embrace Change Leadership Models Strategy Definitions Business Value Models Get More Done by Doing Less Value Models Purpose Costs Benefits Value Model Business Value Considerations Business Value Leadership Role: Run Business Value Model often! Revisit backlog, prioritize based on Business Value Project Idea Filter Idea Idea Partner Invest Who Cares Parity Strategic Fit Estimate Prioritize By Effort Points and Value Points Value/Cost Idea NonEconomic NonStrategic A Items B&C Release Backlog The A/B/C List sets proper expectations A MUST be completed in order to ship the product. B SHOULD be completed in order to ship the product. MAY be completed prior to shipping the product if time allows. C Only “A” features may be committed to customers. “A” features must fit in a p90 confidence schedule. No more than 50% of the planned effort can be allocated to “A” items Product Innovation Flow Hot Items Product Backlog Release Backlog A Items Items Idea Filter Sales Services RTM B&C Project Sanction Iteration Backlog Newly Discovered Flexible Scope Backlog Most Items for consideration in next release Backlog Burnup B/C/D A Customer Support A/B/C List 50% 25% 25% B C D A Typical Delivery 1.2 1 0.8 0.6 A B Backlog Plan C 0.4 0.2 50% Target Delivery Date D ec em be r r em be N ov ct O m be te Se p 100% ob er r t us Au g ly Ju Ju ne ay M il Ap r ar ch M ry ua Fe br Ja nu ar y 0 A/B/C List 50% 25% 25% A B Uncertainty Risk C D 1.2 1 0.8 0.6 A B Backlog Plan C 0.4 0.2 50% Target Delivery Date D ec em be r r em be N ov ct O m be te Se p 100% ob er r t us Au g ly Ju Ju ne ay M il Ap r ar ch M ry ua Fe br Ja nu ar y 0 Cost of Delay Real Options Uncertainty We expect uncertainty and manage for it through iterations, anticipation and adaptation. Exercise or Case Study Choices: What are your complexity and uncertainty parameters? What are your governance challenges? How do your projects fit? How do you develop your project leaders? What does your business value model look like? Does everyone on the team have some understanding? 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 Leading Agile Summary Summary To Unleash Innovation And Lead Change Collaborate Cultivate Innovation Business Value Collaboration Project Governance Real Options Embrace Change Leadership Models Strategy Purpose-Based Alignment High Do We Take This On? Innovate Market Differentiating Who Cares? Achieve and Maintain Parity Low High Low Mission Critical 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 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 to be successful Stand back! Project Differences Uncertainty High Colts Bulls Simple, young projects. Need agility Tight Teams Agility to handle uncertainty Process definition to cope with complexity Skunks Cows laissez faire Dogs Dogs Complex, mature market Need defined interfaces Low Low High Project Complexity Value Models Purpose Costs Benefits Value Model Business Value Considerations Real Options 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 Agile Leadership Your Questions?