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Iterate & Innovate: Success with Agile, Lean Six Sigma, SAVVY and ITIL SMF Development

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Concurrent Session TU206 at ASTD ICE 2013. …

Concurrent Session TU206 at ASTD ICE 2013.

Published in: Technology, Business

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  • :00
  • Ask people to their top 3 so you know what their priorities are. Spend more time on the parts that are important to them if possible. Hang a list up of what they are so everyone can keep an eye on it.
  • Projects aren’t the way they used to be with a dedicated project manager and a dedicated team. Everyone has their own pile of projects, and the play multiple roles on each. Everyone needs everyone else to do their project. Very matrixed. Now they are more like flashmobs; people coming together temporarily to do something that some people will love and some people will hate, and then disperse.
  • :10Opening Exercise: Think about a project that they will to work on in class. Give them 2 minutes to write down all the Stakeholders possible for their project (list). A stakeholder is just A FUNCTIONAL ROLE in the business for someone that you will need to work with. An example might be “LEGAL”. Ask them to pair up with someone NOT AT THEIR TABLE and combine their lists into one listAsk the pair to pair up with another pair, and combine their two lists into one listShare the lists – the ‘quad’ who has the highest number of UNIQUE stakeholders (that no other group has) will win fab merchandise. Add the list to Page 6 as they share.
  • Transcript

    • 1. RU S SE L L M A RT I NA S S O C I A T E S&Iterate and Innovate: Success With Agile, Lean SixSigma, SAVVY and ITIL SMF Developmentpresented byRussell Martin &Associates(317) 475-9311info@russellmartin.comwww.russellmartin.com© Russell Martin & Associates www.russellmartin.com
    • 2. RU S SE L L M A RT I NA S S O C I A T E S&Learning Objectives• Apply reusable templates for project management to their own Agile, LeanSix Sigma, SAVVY and ITIL SMF development projects.• Work more effectively with business people to support the learning neededfor their specific Agile, Lean Six Sigma, SAVVY and ITIL SMF developmentprojects.• Challenge and evolve your current toolkit for success in spite of timeconstraints, inadequate budget, and undefined quality metrics.© Russell Martin & Associates www.russellmartin.comPage 1
    • 3. Page 2Content• Get Real• Methodologiesversus ProjectManagement• Why are therechoices?• Influencing is Key© Russell Martin & Associates www.russellmartin.com
    • 4. RU S SE L L M A RT I NA S S O C I A T E S&Get Real…Projects are Flash MobsPage 3 © Russell Martin & Associates www.russellmartin.com
    • 5. RU S SE L L M A RT I NA S S O C I A T E S&the projectThe SponsorInternalExperts (SMEs)FinanceCustomersFunctionalLeadersThe ProjectManagerThe DedicatedProject TeamRolesPage 4 © Russell Martin & Associates www.russellmartin.comDevelopersExternalExperts (SMEs)AdministrativeSupportVendors/ContractorsLegal
    • 6. Page 5Methodologies versusProject Management
    • 7. RU S SE L L M A RT I NA S S O C I A T E S&Dare toProperlyManageResources!Define Plan Manage Review ENDSTART1. Set BusinessObjectives2. Establish ProjectScope3. Set ProjectObjectives4. Mitigate Risks5. Establish Constraints6. Plan communications7. Establish GovernancePlan1. DetermineMilestones2. Schedule TaskDependencies3. Adjust forResourceDependencies4. Create budget1. Control workin progress2. Providestatus andfeedback3. LeverageGovernance4. Resolveconflict1. Close the project2. Turn overdeliverables3. Hold ProjectReview4. CelebrateaccomplishmentsSteps to Great Projectsinitiate plan monitor closePage 6 © Russell Martin & Associates www.russellmartin.com
    • 8. RU S SE L L M A RT I NA S S O C I A T E S&THE METHODOLOGY is USELESSif you don’t know why you aredoing the project!• Set Business Objectives• Establish Project Scope• Set Project Objectives• Mitigate Risks• Establish Constraints• Establish Governance• Plan CommunicationsDefine: The Project CharterPage 7 © Russell Martin & Associates www.russellmartin.comBadNewsEarly isGoodNews
    • 9. RU S SE L L M A RT I NA S S O C I A T E S&Page 8What is a Methodology?A repeatable series of tasks or set of practicesgrouped into phases to create or do something.Includes:• Tasks with a recommended order• Milestones (usually Phases that are done)• Supporting Tools• Implied Skill Sets
    • 10. RU S SE L L M A RT I NA S S O C I A T E S&Page 9ADDIE (Instructional Systems Design)2/3 duration 1/3 duration
    • 11. RU S SE L L M A RT I NA S S O C I A T E S&Page 10Steps to Great DevelopmentPROCESSMaintainAnalyze thebusinessneed /projectobjectivesDesign asolutiongiven currentconstraintsBuild theSolutionRoll Out theSolutionEvaluateSuccessAnalyze Design Develop Implement Evaluate
    • 12. RU S SE L L M A RT I NA S S O C I A T E S&DefineSTARTPage 11Steps to Great Projects: DEFINEAnalyze thebusinessneed /projectobjectivesAnalyzeBusiness ObjsRolesScopeProject ObjsRisk/Constraints
    • 13. RU S SE L L M A RT I NA S S O C I A T E S&Define PlanSTARTPage 12Steps to Great Projects: PLANAnalyze thebusinessneed /projectobjectivesDesign a solutiongiven currentconstraintsBuild theSolutionRoll Out theSolutionAnalyze Design Develop ImplementBusiness ObjsRolesScopeProject ObjsRisk/Constraints
    • 14. RU S SE L L M A RT I NA S S O C I A T E S&Define Plan ManageSTARTPage 13Steps to Great Projects: MANAGEAnalyze thebusinessneed /projectobjectivesDesign a solutiongiven currentconstraintsBuild theSolutionRoll Out theSolutionAnalyze Design Develop ImplementBusiness ObjsRolesScopeProject ObjsRisk/ConstraintsTasks to be done ADAPT aschangeoccurs
    • 15. RU S SE L L M A RT I NA S S O C I A T E S&Define Plan Manage Review ENDSTARTSteps to Great Projects: TraditionalPROCESSMaintainAnalyze thebusinessneed /projectobjectivesDesign a solutiongiven currentconstraintsBuild theSolutionRoll Out theSolutionEvaluateSuccessAnalyze Design Develop Implement EvaluateBusiness ObjsRolesScopeProject ObjsRisk/ConstraintsTasks to be done ADAPT aschangeoccursEvaluatePROJECTandLEARNINGPage 14
    • 16. RU S SE L L M A RT I NA S S O C I A T E S&Whattasksneed tobe done?Whattaskshave tobe donefirst?Who’savailableto help?Whatdates arefixed?Determinemilestonesand tasksFind TaskDependenciesFind ResourceDependenciesDetermine theSchedule•Standardmethodologies•Flows on ScopeDiagram•Training,meetings,•Pillage THENBurn•Do not planmulti-tasking•Choose the bestresource for theright task•Work back fromthe known dateconstraints•Reasonabilitybased onexperienceCreate the Project SchedulePage 15 © Russell Martin & Associates www.russellmartin.com
    • 17. RU S SE L L M A RT I NA S S O C I A T E S&Example: MilestonesPage 16 © Russell Martin & Associates www.russellmartin.comIMPLEMENTSTARTrequirementsblueprintsdeliverablesdeliver,transitionANALYZEDESIGNEVALUATEBUILDENDproject anddeliverables
    • 18. RU S SE L L M A RT I NA S S O C I A T E S&Work Back or Forward From the DatePage 17 © Russell Martin & Associates www.russellmartin.comIMPLEMENTSTARTrequirementsblueprintsdeliverablesdeliver,transitionANALYZEDESIGNEVALUATEBUILDENDproject anddeliverablesDone:7/15/13Done: 7/7/13Done: 7/1/13Done:6/20/136/1/13Done: 7/13/13EVENT HELD
    • 19. RU S SE L L M A RT I NA S S O C I A T E S&TasksPage 18 © Russell Martin & Associates www.russellmartin.comIMPLEMENTSTARTrequirementsblueprintsdeliverablesdeliver,transitionANALYZEDESIGNEVALUATEBUILDENDproject anddeliverablesDone:7/15/13Done: 7/7/13Done: 7/1/13Done:6/20/136/1/13EventHeld7/13/13FinalizeCharityFinalizeCatererInviteEmployeesEstablishMessagingNeededReview withSponsor
    • 20. RU S SE L L M A RT I NA S S O C I A T E S&Sudoku!Page 196/12/136/8/136/18/136/15/136/15/13© Russell Martin & Associates www.russellmartin.comFinalizeCharityFinalizeCatererInviteEmployeesEstablishMessagingNeededReview withSponsorANALYZEDone:6/20/13START 6/1/13Tasks have duration,take timeLou LouJoMariaBrittney
    • 21. RU S SE L L M A RT I NA S S O C I A T E S&Page 20Why are there choices?
    • 22. RU S SE L L M A RT I NA S S O C I A T E S&Page 21SAM: Successive Approximation ModelAllen Interactionswww.alleninteractons.com
    • 23. RU S SE L L M A RT I NA S S O C I A T E S&Page 22Structured IT Development
    • 24. RU S SE L L M A RT I NA S S O C I A T E S&Page 23RAD: Rapid Application Development
    • 25. RU S SE L L M A RT I NA S S O C I A T E S&Page 24Agile
    • 26. RU S SE L L M A RT I NA S S O C I A T E S&Page 25Six Sigma
    • 27. RU S SE L L M A RT I NA S S O C I A T E S&Page 26Lean Six Sigma: DMAIC
    • 28. RU S SE L L M A RT I NA S S O C I A T E S&Page 27Methodology Purpose Pros Cons CautionsIT StructuredDevelopmentRapidApplicationDevelopmentAgileDevelopmentLean Six SigmaADDIESAM
    • 29. RU S SE L L M A RT I NA S S O C I A T E S&Page 28Influencing is Key
    • 30. RU S SE L L M A RT I NA S S O C I A T E S&Page 29Influencing StakeholdersDominanceInfluenceSteadinessComplianceUrgentPioneeringInnovativeDrivenLikes challengeDemandingQuick to angerCarefulObjective, clearHigh standardsGood analystDetailedPickyAloofFearfulOptimisticMotivatorTeam PlayerProblem solverEmotionally needyInattentiveTrustingPoor withdetailsSteady and sincerePatientEmpatheticLogicalService-orientedApathetic under stressPassiveResists change© Russell Martin & Associates www.russellmartin.comTaskSpeedPeopleSpeedTaskPerfectPeopleCareful
    • 31. RU S SE L L M A RT I NA S S O C I A T E S&Style Analysis GraphsYour“perfect”placeHowyouadapt10090807060504030201001009080706050403020100DI SC DI SCAdapted NaturalPage 30 © Russell Martin & Associates www.russellmartin.com
    • 32. RU S SE L L M A RT I NA S S O C I A T E S&Page 31Interacting with Other Styles© Russell Martin & Associates www.russellmartin.comChoose toadapttemporarilyrather thanpermanentlypretend to bewhat you arenot
    • 33. RU S SE L L M A RT I NA S S O C I A T E S&D I S CLooking for Results The “experience” & beinglikedSecurity & acceptance Information & accuracyDislikes Indecision Routine Insensitivity UnpredictabilityBody Language Strong HandshakeKeep your distanceDirect eye contactSit next toSmile, relax and have funFriendly eye contactRelaxed, calmMethodical, small gesturesFriendly eye contactSit across fromFirm postureDirect eye contactSeat Position Across from Next to To the right or left ofdesk/tableAcross fromTone of Voice DirectFast PaceModulationsFast pace and enthusiasticWarm, soft, calmSteady, slow paceControlled and directSlow pace, preciseWords/Content Challenge, WinResultsLead the fieldBottom lineFunI feelExcitingPicture thisStep-by-stepGuarantee or promiseThink about it. Take yourtime.Here are the factsThe data show . . .ProvenTake your time; No risk.CommunicationDo’sBrief and to the pointCreate idea ownership inthemLet them determine how todo itBe optimisticShow how actions involvingpeople will create changeEnthusiastically approachnew ideasAllow time for thoughtPrioritize actions and setdeadlinesAllow for incremental changeAllow enough time to do thejob rightProvide clear expectationsand deadlinesPraise for doing job rightCommunicationDon’tsTalk with not actionBe chattyAssume they heard whatyou saidPersonal criticismNot involving themBeing curt or coldPressure or rush thedecisionPromise power or greaterindependence“Just do it”Say: “You were wrong.”“I’ll know it when I see it”directionsPage 32Adapting Your Style Temporarily© Russell Martin & Associates www.russellmartin.com
    • 34. RU S SE L L M A RT I NA S S O C I A T E S&Page 33A Team Makes A Whole Brain© Russell Martin & Associates www.russellmartin.com
    • 35. RU S SE L L M A RT I NA S S O C I A T E S&Page 34Influencing C Level Executives© Russell Martin & Associates www.russellmartin.comDominanceInfluenceSteadinessComplianceUrgentPioneeringInnovativeDrivenLikes challengeDemandingQuick to angerCarefulObjective, clearHigh standardsGood analystDetailedPickyAloofFearfulOptimisticMotivatorTeam PlayerProblem solverEmotionally needyInattentiveTrustingPoor withdetailsSteady and sincerePatientEmpatheticLogicalService-orientedApathetic under stressPassiveResists changeTaskSpeedPeopleSpeedTaskPerfectPeopleCareful01020304050607080The Uti Aes Soc Ind Tra60 30 50 48 27 37AveragesTop 2Low 2Situational 2
    • 36. RU S SE L L M A RT I NA S S O C I A T E S&Page 35Help
    • 37. RU S SE L L M A RT I NA S S O C I A T E S&How Can I Get More HELP?At www.russellmartin.com:•Purchase books•Get our LEARNING FLASH e-zine for more tipsand tools•Find out about workshops, webinars, e-learning and virtual alumni communitiesPage 36 © Russell Martin & Associates www.russellmartin.com@nolectureLou Russell
    • 38. RU S SE L L M A RT I NA S S O C I A T E S&Page 37 © Russell Martin & Associates www.russellmartin.com

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