Transcript Stand Back and Deliver A Framework for Agile Leadership Todd Little Swedish Chef.

Stand Back and Deliver
A Framework
for Agile Leadership
Todd Little
Swedish Chef
Long Ago and Far, Far Away…
How can we
avoid this?
Decisions
Cultivate
Innovation
Collaboration
Delivery
Embrace
Change
Real Options
Leadership Models
Strategy
Nubbe och Sill
Decisions
Cultivate
Innovation
Collaboration
Delivery
Embrace
Change
Real Options
Leadership Models
Strategy
Strategic Intent
Everyone aligned with company goals
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
Strategic
Strategic Development
Mission
Vision
Values
Strategic Intent ~ Strategy ~ Purpose
Long-Range Goals
SCO / 5Q
Tactical
Annual Objectives
Action Plans (what, who, when)
Individual Business Objectives
Strategic Development
Strategic
Mission
Vision
Values
Strategic Intent ~ Strategy ~ Purpose
Long-Range Goals
SCO / 5Q
Tactical
Annual Objectives
Action Plans (what, who, when)
Individual Business Objectives
Start Here
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
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
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?
Köttbullar
Decisions
Cultivate
Innovation
Collaboration
Delivery
Embrace
Change
Real Options
Leadership Models
Strategy
Implement and Review
Unleashing Innovation
The answers are in
your organization.
Problems In the Air
Management
None of us Project
are as smart
as all of us.
- Japanese Proverb
How Do We Deliver?
Leading Agile
 Collaboration Model
 Collaboration Process
How to Collaborate
Project Management
Create an
 Quality Management
Open Environment
Collaboration
 Open Environment
 Right People
 Foster Innovation:
Collaboration
Process
 Step Aside
Leading Collaboration
Step Up ~
Step Back?
 Test for Success
 Ask Questions
Leading Collaboration
When Should a
Leader
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
Volunteer
For What
And
By When
Leading Collaboration
Collaborative Leadership
The Right People
Passion
Ability
Organizational
Fit
values
Get the right people on the bus in the right seats.
- Jim Collins
Get the wrong people off the bus.
Build Trust!
Purpose and People
Alignment
High
Command and
Control and/or
Heroes
Leading
Collaboration
Anarchy
And Chaos
Kumbayah
Purpose
Low
Low
High
People (Collaboration)
Not Good Enough
Janssons
Decisions
Cultivate
Innovation
Collaboration
Delivery
Embrace
Change
Real Options
Leadership Models
Strategy
Making Ship Happen
Hurricane Rita
Uncertainty
 We expect uncertainty and manage for it through
iterations, anticipation and adaptation.
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
Reduce Uncertainty or
Complexity
Uncertainty
Complexity
Attribute
Score
Attribute
Score
Market
███
Team Size
█████████
Technical
███
Mission Critical
█████████
# Customers
█████████
Team Location
█████████
Duration
█████████
Team Maturity
███
Change
███
Domain Gaps
███
Dependencies
█████████
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
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
Creating the Future
Friday@4 Weekly
PMM Quarterly
Developers’
Conference Yearly
Y2K Release
Colts
Bulls
None
None
Uncertainty
High
Dogs All Products
Cows
The overall Program
Low
Low
High
Project Complexity
Project Leadership Guide
Create
Change
High
Deploy
Market
Differentiating
Invent
Ad Hoc
Eliminate
Change
Offload
Low
Embrace
Change
Outsource
Low
Agile
Control
Change
Manage
Structured
Mission Critical
High
Portfolio Management
RAPID Quadrant Assessment
12.0
Uncertainty
Uncertainty
10.0
8.0
6.0
4.0
2.0
0.0
0.0
5.0
10.0
15.0
20.0
Project Complexity
Project Complexity
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
Not all dogs are the same
Tårtan
Decisions
Cultivate
Innovation
Collaboration
Delivery
Embrace
Change
Real Options
Leadership Models
Strategy
Decision Tools
Get More Done by Doing Less
What’s Business Value?
Business Value Calculation
calculation
Costs
Value
Calculation
Benefits
Business Value
Business Value Guess
calculation
Estimate
Value
Calculation
Guess
Business Value
any
help?
What about Purpose?
High
Do we take
this on?
Innovate
Market
Differentiating
Parity
Low
High
Low
Mission Critical
other
considerations
?
time
to
market
risks
flexibility
Business Value Model
Considerations
Purpose
Costs and Benefits
Business Value
model
not a
number
Decisions, Decisions
What do
we do?
Framework for Conversations
Considerations
When do
we do it?
Purpose
Costs and Benefits
When do
we
decide?
what do we do?
when do we do it?
how and when
do we decide?
Protect Team Boundaries
Real Options
Stand Back and Deliver
Summary
Decisions
Cultivate
Innovation
Collaboration
Delivery
Embrace
Change
Real Options
Leadership Models
Strategy
Purpose-Based Alignment
High
Do We Take
This On?
Innovate
Market
Differentiating
Who Cares?
Achieve and
Maintain Parity
Low
Low
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
High
Colts
Bulls
Uncertainty
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
Decisions, Decisions
What do
we do?
Framework for Conversations
Considerations
When do
we do it?
Purpose
Costs and Benefits
When do
we
decide?
Great Leadership
 Create a place where people want to be
not have to be
 Make sure everyone has what they need
to succeed.
Agile Leadership
Contact
Todd Little
 [email protected]
 www.toddlittleweb.com
 www.accelinnova.com
Stand Back and Deliver, Pixton,
Nickoliasen, Little, and McDonald,
published by Addison Wesley, due out in
early 2009
Stand Back and Deliver
Your Questions?