2. Todd Little Landmark Graphics It Depends APLN Leadership Summit 2008 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

3. 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

4. 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

5. Hurricane Rita

6. It Depends  Uncertainty: We expect uncertainty and manage for it through iterations, anticipation, and adaptation.  Context: We improve effectiveness and reliability through situationally specific strategies, processes and practices.

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

8. Long Ago

9. Longer Ago Excellent! Pharaoh will be quite pleased to learn that you’ve completed construction under budget and ahead of schedule.

10. Long Ago and Far Away

14.  Blatant waste of time that Todd thinks is funny  Context and Uncertainty  Finale Agenda

15. Project Governance Uncertainty & Context

16. Number of people involved Criticality (defects cause loss of...) Comfort (C) Essential money (E) Life (L) +20%... Prioritized for Legal Liability 1 - 6- 20- 40- 100- 200- 500- 1,000 C6C20C40C100C200C500C1000 D6D20D40D100D200D500D1000 E6E20E40E100E200E500E1000 L6L20L40L100L200L500L1000 Prioritized for Productivity & Tolerance Cockburn’s Crystal Methodology according to (project size, system criticality, team priorities) Discretionary money (D) Agile Sweet Spot

17. Balancing Agility and Discipline, Boehm and Turner

18. Diamond Approach NoveltyComplexity Technology Pace

19. Project Complexity  Team size  Mission criticality  Team location  Team capacity  Domain knowledge gaps  Dependencies

20. Project Uncertainty  Market Uncertainty  Technical Uncertainty  Project Duration  Dependents

21. 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

22. Bull Product Release Project Complexity Uncertainty Dogs Cows BullsColts

23. Not all dogs are the same Project Complexity Uncertainty Dogs Cows BullsColts

24. 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

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

26. Bull Program, Dog Project Project Complexity Uncertainty Dogs Cows BullsColts

27. Portfolio Management

28. Products Lifecycle Paths A B C

29. 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

30. Leadership Development Process People Technology Business

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

32. Levels of Proficiency FoundationProficientMaster 123 ReadWriteDelete ShuHaRi

33. Leadership Development PeopleProcessTechnologyBusiness DogRead ColtRead Write CowWrite Read BullDeleteWrite

34. Not everyone can lead a dog

35. Frameworks Model Strategy Collaboration Project Governance Business Value Embrace Change Real Options Cultivate Innovation

36. Agile Leadership

37. Contact  Todd Little  Senior Development Manager, Landmark Graphics Corporation, www.lgc.comwww.lgc.com  www.toddlittleweb.com  tlittle@lgc.com

38. Waterfall has context too!  Small Waterfalls

39. Waterfall has context too!  Medium

40. Waterfall has context too!  Face Gate

41.  Glacial Waterfall has context too!

42.  Bring in the Gurus

43. Business Process Value Chain Interdependence Market Product Development Sales Specifications DevelopmentDelivery Business Need DevelopmentDelivery Internal IT Product Company Contract Model

44. We are a community of project leaders that are highly successful at delivering results. To achieve these results: 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 expect uncertainty and manage for it through iterations, anticipation, and adaptation. 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. We boost performance through group accountability for results and shared responsibility for team effectiveness. We improve effectiveness and reliability through situationally specific strategies, processes and practices. Agile and adaptive approaches for linking people, projects and value

45. Leadership Development Process People Technology Busines s

46. Technology Process People Business

47. TechnologyProcess People Business

48. Technology People Process Business

49. Declaration of Independence from Bureaucratic Project Management When in the Course of project events it becomes necessary for Project Teams to dissolve the political bureaucracies which have burdened them, a decent respect to the opinions of mankind requires that they should declare the causes which impel them to the separation. We hold these truths to be self-evident, that all projects are not created equal, that they are endowed by their creation with uncertain and complex characteristics. That project teams are most effective when they value Life, Liberty and the pursuit of Happiness.

50. Project Differences Project Complexity Uncertainty Dogs Cows BullsColts

51. SoftwareBeyond Software Project Leadership Project Execution Pair Programming Continuous Build TDD Collaboration Change Empowerment APLN Relationship of the APLN to the AgileAlliance

52. Agile Manifesto 5 Years Later: Dealing with the Right  Processes and tools that support agility and individuals and interactions (e.g. wikis, collaboration environments, etc.)  Documentation that leads to working software. A focus on documentation as a consumable rather than as a deliverable.  Contracts that are written in a manner consistent with collaboration and agile delivery  Plans that anticipate and expect change

53. Interdependence and Leadership  Value  Customers  Uncertainty  Individuals  Teams  Context

54. Interdependence  What does it mean to declare Interdependence?  Interdependence of people  Interdependence of values

55. Logos

56. Penal Management Institute Now that I am a Penal Management Professional I can show them how to improve these Convicts’ Maturity Model

57. Quotes  Mark Twain : "What gets us into trouble is not what we don't know. It's what we know for sure that just ain't so."  Upton Sinclair : "It is difficult to get a man to understand something when his salary depends upon his not understanding it."