Transcript A Framework for Agile Leadership Todd Little Pollyanna Pixton

A Framework
for Agile Leadership
Leading Change
Through Collaboration
Todd Little
Pollyanna Pixton
Long Ago and Far, Far Away…
Project Statistics
Succesful
Challenged
2006
1996
Failed
0
10
20
30
40
50
60
Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’
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
How can we
avoid this?
Decisions
Cultivate
Innovation
Collaboration
Delivery
Embrace
Change
Real Options
Leadership Models
Strategy
Decisions
Cultivate
Innovation
Collaboration
Delivery
Embrace
Change
Real Options
Leadership Models
Strategy
Strategic Intent
Everyone inline with company goals
Strategy
 Traditional strategic
planning starts
at the top and
cascades down
 Can be incomplete
for project teams
and daily decisions
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
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
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?
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!
Distill to simple questions
Define the decision criteria
Present the Model
Example Questions:
• Will this lower lifetime cost?
• Will this make us the
low cost airline?
Decisions
Cultivate
Innovation
Collaboration
Delivery
Embrace
Change
Real Options
Leadership Models
Strategy
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
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
Foster
Creativity
and
Innovation
via
Collaboration Process
Collaboration
Step Aside.
Let
Them
Work.
Collaboration
 Open Environment
 Right People
 Foster Innovation:
Collaboration
Process
 Step Aside
Collaboration
How Do
You
Step
Back?
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
Leadership Model
Now:
‘Old School’
 Embrace
RespondsChange
to
 Foster
New Ideas
Change
 Collaborate
Knows the Answers
 Gives
Ownership
Bureaucratic
 Influential
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
Organizational
Fit
values
Get the right people on the bus in the right seats.
- Jim Collins
Get the wrong people off the bus.
Project Management
Trust First !
 Risk Management
Leadership Role
Suspicion is a permanent condition.
- Marcus Buckingham
Not Good Enough
Decisions
Cultivate
Innovation
Collaboration
Delivery
Embrace
Change
Real Options
Leadership Models
Strategy
Projects
Balancing Project Portfolios
Doing Things Right
Why Projects Are Different
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
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
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
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
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
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
Decisions
Cultivate
Innovation
Collaboration
Delivery
Embrace
Change
Real Options
Leadership Models
Strategy
Decisions
Cultivate
Innovation
Collaboration
Delivery
Embrace
Change
Real Options
Leadership Models
Strategy
Definitions
Decision Tools
Get More Done by Doing Less
Business Value Models
Purpose
Costs
Value
Model
Benefits
Business Value
Considerations
- Kent McDonald
Business Value Decision
Models
Purpose
Costs
 What do
we do?
 When do
we do it?
Benefits
Considerations
 When do
we decide?
- 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 on
Business Value
Project Idea Filter
Idea
Idea
Partner
Invest
Who
Cares
Parity
Strategic
Fit
Estimate
Prioritize
Effort Points
By
and
Value Points Value/Cost
Idea
NonEconomic
NonStrategic
Critical
Items
Other
Release
Backlog
Cost of Delay
Real Options
Leading Agile
Summary
Great Leadership
 Create a place where people want to be
not have to be
 Make sure everyone has what they need
to succeed.
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
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 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
Business Value Decision
Models
Purpose
Costs
 What do
we do?
 When do
we do it?
Benefits
Considerations
 When do
we decide?
- 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
Agile Leadership
Your Questions?