2. 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

3. Long Ago and Far, Far Away…

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

6. 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

7. How can we avoid this?

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

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

10. Strategic Intent Everyone inline with company goals

11. Strategy  Traditional strategic planning starts at the top and cascades down  Can be incomplete for project teams and daily decisions

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

13. 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

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

15. 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?

16. 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

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

18. 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

19. 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?

20. What’s On Your Billboard?

21. 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?

22. 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.

23. 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?

24. 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.

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

26. Problems In the Air

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

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

29. Leading Agile  Collaboration Model  Collaboration Process How to Collaborate

30. Project Management  Quality Management Create an Open Environment

31.  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?

32. Collaboration Convene the Right People From the Entire Enterprise! Customers Marketing Sales Finance Technology Manufacturing Stakeholders

33. Collaboration Foster Creativity and Innovation via Collaboration Process

34. Collaboration Step Aside. Let Them Work.

35. Collaboration  Open Environment  Right People  Foster Innovation: Collaboration Process  Step Aside

36. Collaboration How Do You Step Back?

37. Leading Collaboration Step Up ~ Step Back?  Test for Success  Ask Questions

38. Leading Collaboration When Should a Leader Step Up?

39. Unleashing Innovation Collaboration Process Collaboration Process

40. Agree to:  Goals  Objectives  Purpose

41. Brainstorm

42. Collaboration Process Group

43. Collaboration Process Prioritize

44. Collaboration Process Individuals Volunteer For What And By When

45. Leading Collaboration

46. Leadership Model Now:  Embrace Change  Foster New Ideas  Collaborate  Gives Ownership  Influential ‘Old School’  Responds to Change  Knows the Answers  Bureaucratic  Leader Decides  Authoritarian

47. Leadership Model Today  Embrace Change  Foster New Ideas  Collaborate  Gives Ownership  Influential

48. Collaborative Leadership The Right People

49. 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

50. authenticity attitude intelligence talent

51. Passion Ability Organizational Fit values

52. Get the right people on the bus in the right seats. - Jim Collins

53. Get the wrong people off the bus.

54. Project Management  Risk Management Trust First !

55. Leadership Role Suspicion is a permanent condition. - Marcus Buckingham

56. Not Good Enough

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

58. Projects Why Projects Are Different Balancing Project Portfolios Doing Things Right

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

60. 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

61. 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

62. Hurricane Rita

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

64. 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

65. Bull Product Release

66. 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█████████

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

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

69. Integrating Software by Integrating People Developers’ Conference Yearly PMM Quarterly Friday@4 Weekly Creating the Future

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

71. Products Lifecycle Paths A B C

72. 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

73. Portfolio Management

74. Leadership Development Process People Technology Business

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

76. Levels of Proficiency FoundationProficientMaster 123 ReadWriteDelete ShuHaRi

77. Leadership Development PeopleProcessTechnologyBusiness Read Write Read DeleteWrite

78. Leadership Development PeopleProcessTechnologyBusiness DogRead ColtRead Write CowWrite Read BullDeleteWrite

79. Not all dogs are the same

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

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

82. Definitions Decision Tools Get More Done by Doing Less

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

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

85. 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?

86. Real Options - Chris Matts

87. Business Value Leadership Role:  Run Business Value Model often!  Revisit backlog, prioritize based on Business Value

88. 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

89. Cost of Delay

90. Real Options

91. Leading Agile Summary

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

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

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

95. Summary To Unleash Innovation And Lead Change Collaborate

96. Collaboration Model  Open Environment  Right People  Discover Purpose  Foster Innovation: Collaboration Process  Step Back

97. Collaboration Process  Agree to Goal  Brainstorm  Group  Prioritize  Individuals volunteer and by when

98. Leadership Model  The Right Talent  Build Trust!  Articulate Success  Let them tell you what they need to do to be successful  Stand back!

99. 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

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

101. Real Options - Chris Matts

102. Summary  Agile Leadership is Collaboration  Push decisions down: Inquire, not tell  Communicate: Transparency  Remove Boulders: Carry water  Stand Back  Listen  Guide through questions

103. Agile Leadership

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

105. 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

106. 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

107. Contact Pollyanna Pixton:  www.accelinnova.com  www.evolutionarysystems.net  www.collaborativeleadership.com  +1. 801. 209. 0195  p2@ppixton.com

108. Long Ago and Far Away

111. Your Questions? Agile Leadership