Todd Little Pollyanna Pixton A Framework for Agile Leadership L e a d i n g C h a n g e T h r o u g h C o l l a b o r a t i o n

Long Ago and Far, Far Away…

Project Statistics Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’

Features and Functions Never Used 45% Rarely Used 19% Sometimes 16% Often 13% Always 7% Always or Often Used: 20% Never or Rarely Used: 64% Standish Group Study, reported by CEO Jim Johnson, XP2002

How can we avoid this?

Leadership Models Strategy Collaboration Delivery Cultivate Innovation Embrace Change Decisions Real Options

Leadership Models Strategy Collaboration Delivery Cultivate Innovation Embrace Change Decisions Real Options

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 Development MissionVisionValues Strategic Intent ~ Strategy ~ Purpose Long-Range Goals Annual Objectives Action Plans (what, who, when) Individual Business Objectives Tactical Strategic SCO / 5Q

Strategic Development MissionVisionValues Strategic Intent ~ Strategy ~ Purpose Long-Range Goals Annual Objectives Action Plans (what, who, when) Individual Business Objectives Tactical Strategic SCO / 5Q Start Here

Purpose-Based Alignment Market Differentiating High Low Mission Critical Low High

Purpose-Based Alignment Market Differentiating High Low Mission Critical Low High Differentiating: Be the Best, Always Parity: Get And Stay There Who Cares? Partner: Do We Take This On?

Design Considerations Market Differentiating High Low Mission Critical Low High Do Something Unique: Design to Excel Mimic and Reuse Goal is Parity, Not Uniqueness Who Cares? Design the Relationship

Graphically - Before Market Differentiating High Low Mission Critical Low High Project Tracking Document Mgmt Document Edit Document Library Search EDGAR Integration

Graphically - After Market Differentiating High Low Mission Critical Low High Document Edit Project Tracking Document Mgmt Document Library Search EDGAR Integration Portal 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! Present the Model Define the decision criteria Distill to simple questions Example Questions: Will this lower lifetime cost? Will this make us the low cost airline?

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.

Leadership Models Strategy Collaboration Delivery Cultivate Innovation Embrace Change Decisions Real Options

Problems In the Air

Implement and Review Unleashing Innovation The answers are in your organization.

Project Management How Do We Deliver? None of us are as smart as all of us. - Japanese Proverb

Leading Agile  Collaboration Model  Collaboration Process How to Collaborate

Project Management  Quality Management Create an 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

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:  Embrace Change  Foster New Ideas  Collaborate  Gives Ownership  Influential ‘Old School’  Responds to Change  Knows the Answers  Bureaucratic  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  Risk Management Trust First !

Leadership Role Suspicion is a permanent condition. - Marcus Buckingham

Not Good Enough

Leadership Models Strategy Collaboration Delivery Cultivate Innovation Embrace Change Decisions Real Options

Projects Why Projects Are Different Balancing Project Portfolios Doing Things Right

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 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 Doesn't anybody believe me? You're a very bad man! Just give me your estimates by this afternoon No, we need something today! I already promised the customer it will be out in 6 months No, we need it sooner. Not so fast! Not so fast!... I'll have to give the matter a little thought. Go away and come back tomorrow Ok then, it will take 2 years. Team Unity Project Kickoff

We’re not in Kansas Anymore My! People come and go so quickly here! I may not come out alive, but I'm goin' in there! The Great and Powerful Oz has got matters well in hand. "Hee hee hee ha ha! Going so soon? I wouldn't hear of it! Why, my little party's just beginning! Developer Hero Reorg Testing

Hurricane Rita

Uncertainty  We expect uncertainty and manage for it through iterations, anticipation and adaptation.

Project Differences Project Complexity Uncertainty Simple, young projects. Need agility Tight Teams Dogs Complex, mature market Need defined interfaces Cows Bulls Agility to handle uncertainty Process definition to cope with complexity laissez faire Colts Low High

Bull Product Release

Reduce Uncertainty or Complexity UncertaintyComplexity Opportunities to Reduce Uncertainty:  Use proven technologies  Reduce project duration Opportunities to Reduce Complexity:  Collocate the team  Break project into sub-projects AttributeScore Market███ Technical███ # Customers█████████ Duration█████████ Change███ AttributeScore Team Size█████████ Mission Critical█████████ Team Location█████████ Team Maturity███ Domain Gaps███ Dependencies█████████

Partitioning Dog Project Cow Project Colt Project Bull Program Remember: Loose Coupling and Strong Cohesion

First Integration Release Project Complexity Uncertainty New acquisitions Dogs Integration data model Cows Bulls The Integration Release Existing Products Colts Low High

Integrating Software by Integrating People Developers’ Conference Yearly PMM Quarterly Weekly Creating the Future

Y2K Release Project Complexity Uncertainty None Dogs The overall Program Cows Bulls None All Products Colts Low High

Products Lifecycle Paths A B C

Project Leadership Guide Market Differentiating High Low Mission Critical Low High Invent Manage Offload Create Change Embrace Change Eliminate Change Control Change Ad HocAgile OutsourceStructured Deploy

Portfolio Management

Leadership Development Process People Technology Business

Leadership Development Project Complexity Uncertainty Dogs Cows BullsColts Low High Business & Technology People & Process

Levels of Proficiency FoundationProficientMaster 123 ReadWriteDelete ShuHaRi

Leadership Development PeopleProcessTechnologyBusiness Read Write Read DeleteWrite

Leadership Development PeopleProcessTechnologyBusiness DogRead ColtRead Write CowWrite Read BullDeleteWrite

Not all dogs are the same

Leadership Models Strategy Collaboration Delivery Cultivate Innovation Embrace Change Decisions Real Options

Leadership Models Strategy Collaboration Delivery Cultivate Innovation Embrace Change Decisions Real Options

Definitions Decision Tools Get More Done by Doing Less

Business Value Models Considerations Purpose Business Value Costs Benefits - Kent McDonald Value Model

Business Value Decision Models Considerations Purpose  What do we do?  When do we do it?  When do we decide? Costs Benefits - 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

Strategic Fit Estimate Effort Points and Value Points Idea PartnerInvest Who Cares Parity Idea Other Release Backlog Critical Items Prioritize By Value/Cost Non- Strategic Non- Economic Project Idea Filter

Cost of Delay

Real Options

Leading Agile Summary

 Create a place where people want to be not have to be  Make sure everyone has what they need to succeed. Great Leadership

Leadership Models Strategy Collaboration Delivery Cultivate Innovation Embrace Change Decisions Real Options

Purpose-Based Alignment High Low Mission Critical Low High Innovate Achieve and Maintain Parity Who Cares? Do We Take This On? Market Differentiating

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 Project Complexity Uncertainty Simple, young projects. Need agility Tight Teams Skunks Dogs Complex, mature market Need defined interfaces Cows Bulls Agility to handle uncertainty Process definition to cope with complexity laissez faire Colts Low High

Business Value Decision Models Considerations Purpose  What do we do?  When do we do it?  When do we decide? Costs Benefits - 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,   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  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:     

Long Ago and Far Away

Your Questions? Agile Leadership