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Six Free Ideas to Improve Agile Success
- 1. TM Half‐day Tutorial 6/4/2013 1:00 PM "Six Free Ideas to Improve Agile Success" Presented by: Pollyanna Pixton Accelinnova Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
- 2. Pollyanna Pixton Accelinnova An international leadership expert, Pollyanna Pixton developed the models for collaboration and collaborative leadership through her thirty-eight years of working inside and consulting with many organizations. She helps companies create workplaces where talent and innovation are unleashed—making them more productive, efficient, and profitable. Pollyanna is a founding partner of Accelinnova, president of Evolutionary Systems, and director of the Institute for Collaborative Leadership. She writes and speaks on topics of creating cultures of trust, leading collaboration, and business ethics. Her models are found in her book, Stand Back and Deliver: Accelerating Business Agility. Pollyanna co-founded the Agile Leadership Network and has chaired Leadership Summits in the US and England. Contact her at ppixton@accelinnova.com.
- 3. six free ideas to improve agile success Pollyanna PIXTON Co-Founder, Accelinnova President, Evolutionary Systems Director, Institute of Collaborative Leadership
- 4. Agile Defined… Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it it. Through this work we have come to value: Individuals and interactions Working software Customer collaboration Responding t change R di to h over over over over processes and tools comprehensive docs contract negotiation following a plan That is, while there is value in the items on the right, we value the items on the left more. © 2001 www.agilemanifesto.org
- 5. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it it. Through this work we have come to value: Individuals and interactions Working software Customer collaboration Responding t change R di to h over over over over processes and tools comprehensive docs contract negotiation following a plan That is, while there is value in the items on the right, we value the items on the left more. © 2001 www.agilemanifesto.org Agile Principles Customer Satisfaction Embrace and welcome change Deliver working software frequently Business people and developers work together daily Build projects around motivated individuals. Support and trust them. Face-to-face communication is best
- 6. Agile Principles (cont.) Working software is measure of progress Sustainable development with a consistent pace Attention to technical excellence Simplicity is essential Best designs and requirements emerge from self-organized teams Team reflects regularly on how to improve Overview 1. Trust 2. Give Ownership 3. Teams Make Decisions 4. Fix Processes 5. Right People 5 Ri ht P l 6. Integrity Matters
- 7. Trust trust Trust how do you define trust?
- 8. Unleashing Innovation why is trust important? Collaboration Process the data …
- 9. 2004-2008: high trust companies out perform low trust companies by 43% add 2009: high trust companies out perform low trust t f l t t companies by 126% - Great Place to Work trust companies double performance over S&P for 10 years - Great Place to Work high trust companies out perform low trust p companies by 300% - Watson Wyatt study
- 12. other price tags? Project Management how can leaders help teams build Trust? Change Management
- 13. Project Management remove debilitating Fear Dependency Management in ll b ti i collaboration, people l fear … - Warren Bennis Beyond Bureaucracy
- 15. losing individualism Leadership Role What can leaders d ? do
- 17. losing individualism what other f h t th fears do d people have?
- 18. Leadership Role What can leaders d ? do Unleashing Innovation group and prioritize Collaboration Process
- 19. Exercise What are the top fears in list? Divide by 3 and round up Everyone votes by raising hand Work in groups on top three Report out fostering trust
- 20. advance each other’s intentions and interests don’t impede them be proactive in moving work i forward
- 21. create transparency Project Management honest and open communication Focus, Communication, and Expectation Management
- 22. share Build the right product experiences team to team trust…
- 24. accept risks collectively leadership role ? p
- 25. Leading team based Agile measurements Collaboration Model Collaboration Process people do what they are measured by measure results
- 27. short iterations … early wins Collaboration Model celebrate success !
- 28. Project Management trust First ! Risk Management Leadership Role Suspicion is a permanent condition. - Marcus Buckingham
- 29. Leadership Role other leadership roles? Trust trust summary remove f fear validate others accept risks together team-based measurements authenticity
- 30. ownership use authentic motivation - Alfi Kohn Alfie K h Punished By Rewards
- 31. Unleashing Innovation foster collaboration Collaboration Process teams collaborate to make their decisions
- 36. questions that help teams discover solutions howcan we avoid the temptation to rescue How our teams? would Ask Questions.like you What would you like me to do? to How would you like to solve that problem? What would you like to do? solve it?
- 37. what would you like me to do? exercise: leader and worker conversation
- 38. Stay Positive what questions worked? Trust/Ownership Model Leadership &B Business Process Trust Control Low Failure F il No One Cares Command & Control Team Does as Instructed No Ownership Leader / Process is Bottleneck Energy & Innovation Team Trusted Team Accountable Leader Freed Conflict Team Demotivated Mired in Bureaucracy & Wasted Effort Team/Individual Ownership High
- 39. Stay Positive How can you help teams/people take ownership? macro- leadership tool
- 40. Macro Leadership Cube Stand Back Stand Back
- 42. Your cube? Your cube? ownership summary ask questions macro leadership cube don’t take back ownership
- 43. team decides why decisions by teams?
- 44. Trustworthiness p positional power = decisions with less information How can we make better decisions?
- 45. Legacy System Replacement System Name: Phone: Address: Add Name: Address: Phone: Ph what’s the value of this required change? Ideally, we decide based on value, but, what’s that?
- 46. Business Value Model Purpose p Considerations Costs and Benefits Business Value Model Purpose p
- 47. Purpose Based Alignment Model High Partner? Differentiate Who cares? ? y Parity Market Differentiating Low High Low Mission Critical Purpose Based Alignment Model High D we t k Do take this on? I t Innovate, Create Minimize or Eliminate Achieve and Maintain Parity, Mimic, Simplify Market Differentiating Low High Low Mission Critical
- 48. How about an example? enterprise business intelligence product competitor’s killer UI
- 49. Project Plan: big team millions of dollars many months to “out-do” competitors’ UI Where Does My UI Belong? High Or Here? Analytics Engine + UI? Or Even Here? UI Here? Market Differentiating Low High Low Mission Critical
- 50. UI As Parity new design g goals: “go to school” on competitor’s UI don’t be so bad b d
- 51. Results: Market-aligned project, cut time by 50% and costs by 40% Used resources to create next evolution of analytics engine Questions to ask: 1. Who do we serve? 2. What do they want and need most? 3. What do we provide to help them? 4. 4 What is the best way to provide this?
- 52. the “billboard” test… Order new pages by 2pm and get them tomorrow!
- 53. “To be the low cost airline.” - Southwest Airlines “Will this help us be p the low cost airline?” - Southwest Airlines
- 54. decision filters: make daily decisions schedule projects what to develop Start Up Exercise: Pick a project. p j Exercise Pick an objective, a brand, or a project.
- 55. What is the purpose? High Partner? Differentiate Who cares? Parity Market Differentiating Low High Low Mission Critical What’s On Your Billboard?
- 57. Business Value Model Purpose p Considerations Collaboration Model flexibility
- 59. complexity team size mission criticality team location team capacity domain knowledge gaps dependencies technical complexity uncertainty market uncertainty technical uncertainty p j project duration dependents
- 60. Business Value Model Purpose p Considerations Costs and Benefits it’s a conversation
- 61. resolve differences group chunks g high – medium - low
- 62. “build” build a chunk… at the end of the “chunk”
- 63. now you can ask… Do we have enough business value to go to market?
- 65. team decides summary base decisions on business value ... collaboratively y decide! process
- 67. Leadership Role How can we fix them? Ask the team! Project Management collaboration process Dependency Management
- 68. what can we do to fix the process? brainstorm
- 70. Business Value Model Purpose p Considerations Costs and Benefits individuals volunteer for what and by when h
- 71. value stream mapping Where do we waste time? Cycle Time: Average end-to-end process time From problem detection To problem solution Problem Solution Cycle Time Begins and ends with customer. g Customer Request Customer Satisfied
- 72. Where do we waste time? Cycle Time: Average end-to-end process time From problem detection To problem solution Problem Solution Cycle Time Begins and ends with customer. g Customer Request Customer Satisfied Where do we waste time? Cycle Time: Average end-to-end process time From problem detection To problem solution Problem Solution Cycle Time Begins and ends with customer. g Customer Request Customer Satisfied
- 73. Example: Customer Requests Fix Support triages request Work: 5 min Wait: Dev team triages request Dev fixes, releases in fix pack 2 hrs Customer requests fix 1 hr 2 wks 5 min 3 days 1 wk Customer deploys fix pack 1 hr 2 wks Value Added Time = 10.5 days Cycle time = Work + Wait = 38.5 days Efficiency = Value added time 10.5 days = Total cycle time 38.5 days = 27% Where can we remove the waste? Select Delivery Content (no travel allowed!) 2 Hours Need for Scope Def. 1 Hour 1 Hour 7 Days Call & Email 2 Days Call & Email 1 Day Agreement With Cust With Cust Achieved X6 Customer Request to Agreement Face to Face Meeting Working Time = 16 hours Elapsed Time = 32 days Wasted Time = 30 days Efficiency = 6% Working Time Elapsed Time Waiting Time Efficiency = 8 hours = 2 days = 1 days = 50% Note: Comparison assumes • 1 day travel to customer site • 1 day face to face work • 1 day travel home is excluded since customer is satisfied
- 74. As-Is Example As a new customer, I want to enter my Information only once in the Small Business Portal SOW 1 Day Tech Central (5 Days) 2 Days Digital Cement (2 Days) System Test (5 Days) 2-4 Wks GOL (1 Day) 2 Wks Tech Central (1 Day) 2 Wks Process Efficiency = Work / Time = 14 / 56 = 25% To-Be Example 1 Day Requirements Planning (2 Days) Digital Cement (1 Day) GOL (1 Day) Tech Central (5 Days) System Test (5 Days) Work = 14 days Time = 8 days Efficiency = 175%
- 75. Create a Value Stream Map Select a Process that is relevant to you Create a Value Stream Map Calculate Process Cycle Efficiency Process Efficiency = Value Added Time Total Cycle Time How can you change the process to reduce the waste? (the To Be state) 145 Value Stream Maps Customer value not changed Reduces the delivery time to customer
- 76. Process summary Fix processes not people Use sticky notes for improving processes Map value streams right people
- 77. get the right people on the bus in the right seats. - Jim Collins get the wrong people off the bus.
- 79. what do you do best ? how do you define success?
- 80. Do your circles intersect? Passion i Best Organizational Fit what’s holding y back? g you values
- 81. What about your team? Passion i Best Organizational Fit values right people summary Intersection of: Your passion? What you do best? Organizational fit?
- 82. integrity matters Trust how do you define integrity?
- 83. Enron The Smartest Guys in the Room (book and documentary) The Insider Movie and book
- 84. other examples of integrity? Attract and retain: first on the basis of integrity second, motivation third, capacity fourth, understanding fifth, knowledge last and least, experience. - Dee Hock, CEO Emeritus VISA International
- 85. …knowledge without integrity is dangerous and dreadful. - Samuel Johnson, British author how do you know if y someone has integrity?
- 86. Summary summary Trust trust summary remove f fear validate others accept risks together team-based measurements authenticity
- 87. ownership summary ask questions macro leadership cube don’t take back ownership team decides summary base decisions on business value collaboratively decide!
- 88. process summary Fix processes not people Use sticky notes for improving processes Map value streams right people summary Intersection of: Your passion? What you do best? Organizational fit?
- 89. integrity matters summary hire and retain: Integrity first Motivation Capacity Understanding Knowledge K l d Experience last learn more… Coming Soon! g Agile Culture Change Our new book due November 2013 ppixton@accelinnova.com www.accelinnova.com Text: 801.209.0195 Blog: pollyannapixton.com