Leading the Creation of an Agile Culture

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Even today, to the detriment of agile success, most organizational cultures remain delivery date-driven—resulting in delivery teams that are not focused on creating value for the customer. So how can we redirect stakeholders, the business, and the project team to concentrate on delivering the greatest value rather than simply meeting dates? Pollyanna Pixton describes the tools she has used in collaboration sessions to help participants begin the process of adopting customer-centric agile methods. These tools include laying out an end-to-end customer journey, forming reusable decision filters to help prioritize backlogs, converting features into actionable user stories, and developing a solid process for making group decisions and communicating those decisions. Pollyanna shares questions that product owners and managers can use to define the problem while making sure they don't solve the problem. After all, that is the responsibility of the delivery team.

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Leading the Creation of an Agile Culture

  1. 1.     AW1 Session  6/5/2013 10:15 AM                "Leading the Creation of an Agile Culture"       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. 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. 3. leading the creation of an Agile culture Trustworthiness what do we want ? amazing products delighted customers great profit
  4. 4. amazing products and delighted customers? use Agile! great profit? create highly efficient and effective teams
  5. 5. we need a culture that is …. an active enabling force in energizing teams to achieve organizational goals such a culture has…. Get G t more d done b d tr st by doing less i l trust ownership integrity alignment
  6. 6. trust/ownership model Leadership & Business Process Trust Control Low Energy & Abdication I Abdi ti Innovation ti No One Cares Micromanagement g Team Does as Instructed No Ownership Leader / Process is Bottleneck Team Trusted Team Accountable Leader Freed Conflict Team Demotivated Mired in Bureaucracy & Wasted Effort Team/Individual Ownership Trust trust and integrity g y Integrity is honestly dealing with ambiguity ith bi it High
  7. 7. ownership and alignment team purpose must be aligned with b i ith business goals l assessment
  8. 8. where does your team think it is? Leadership & Business Process Trust Control Low Abdication Abdi ti Energy & Innovation No One Cares Team Trusted Team Accountable Leader Freed Micromanagement g Conflict Team Does as Instructed No Ownership Leader / Process is Bottleneck Team Demotivated Mired in Bureaucracy & Wasted Effort Team/Individual Ownership High where does your leader think your team is? Leadership & Business Process Trust Control Low Abdication Abdi ti Energy & Innovation No One Cares Team Trusted Team Accountable Leader Freed Micromanagement g Conflict Team Does as Instructed No Ownership Leader / Process is Bottleneck Team Demotivated Mired in Bureaucracy & Wasted Effort Team/Individual Ownership High
  9. 9. deals honestly with ambiguity? Yes No Your Organization? Your Team? Your Leader? In what way? business purpose and goals Yes No Does your organization understand its  Does your organization understand its business purpose? Does your leader understand and align with  the business purpose of the organization? Does your team understand and accept the  Does your team understand and accept the business purpose of your leader?
  10. 10. business goal alignment and understanding p product inception p planning from many meaningful thoughts, one valuable vision.
  11. 11. objectives Clear and compelling vision Shared understanding across Sh d d t di team Prepare to actively design and build Who owns what, who is responsible for what Form a product/project team customer journey and touch point mapping (alignment and understanding) (alignment and understanding)
  12. 12. four important questions The business should provide the problem – not the solution solution. 1. Who do we serve? 2. What do they want and need most? 3. What d 3 Wh do we provide to help them? id h l h ? 4. What is the best way to provide this? customer journey
  13. 13. example: online postage We go to the post office a lot and waste time in line. Customer support Maintenance Prove value Installation Printer setup Billing options Set up account Search online, Compare, Read reviews Sign up for trial Buy decision what parts of your product touch the customer?
  14. 14. online postage touch points? We go to the post office a lot and waste time in line. Customer support Maintenance Prove value Search online, Compare, Read reviews Installation Printer setup Billing options Sign up for trial Set up account Buy decision articulate the vision
  15. 15. the  “billboard” test… “To be   the low cost airline.” ‐ Southwest Airlines
  16. 16. online postage billboard?
  17. 17. decision filters d i i filt focus on vision “Will this  help p us  be the low cost airline?” ‐ Southwest Airlines
  18. 18. decision filters: make daily a e da y decisions schedule projects what to develop cascade decision filters g throughout the  organization
  19. 19. decision filters for online postage? brainstorm  product ideas
  20. 20. create epics do they ALL pass t e decision te s the dec s o filters? Transaction Costs
  21. 21. prioritize based on business  value now….
  22. 22. how d we h h do honestly tl deal with ambiguity? leaders want certainty “I need it now!” “It ALL must be done in 3 months!” “What is it going to cost?” “How long will it take?” How take? “Can you do it in less?”
  23. 23. Leadership Role You can t defy gravity! can’t - Paul Gibson ambiguity… an estimate is an estimate, range, not an exact a number
  24. 24. group  group estimates are  better chance of getting it right ‐ NASA
  25. 25. we don’t know what we don’t know leaders want certainty… and reality is … there isn’t any
  26. 26. we need some help! accept reality prepare for change
  27. 27. continuous feedback! don’t over commit to the market use 60/40 rule! team only commits to 60% of time available
  28. 28. don’t make Agile Leading compromises Collaboration M d l C ll b ti Model Collaboration Process without business buy-in stand by your estimates don’t cave or pad them!
  29. 29. when change happens ask why? customer relevance? importance to other commitments? what can be done later?
  30. 30. show h progress minimal viable product
  31. 31. mitigate risks entire team identifies risks together uncertainty market uncertainty technical uncertainty project duration number of customers dependencies scope
  32. 32. complexity team size culture mission criticality team l location time zones team maturity domain knowledge gaps dependencies lack of trust Market Uncertainty 10 9 8 7 Scope Flexibility 6 5 4 Technical Uncertainty 3 2 1 0 Project  Duration Dependencies Number of  Customers
  33. 33. risk mitigation progress 10 9 8 Acceptable Risk 7 6 Iteration 3 Iteration 3 5 4 3 2 1 0 Iteration 2 Iteration 1 when all risk inside  acceptable risk then commit
  34. 34. summary trust and ownership model Leadership & Business Process Trust Control Low Abdication Abdi ti Energy & Innovation No One Cares Team Trusted Team Accountable Leader Freed Micromanagement g Conflict Team Does as Instructed No Ownership Leader / Process is Bottleneck Team Demotivated Mired in Bureaucracy & Wasted Effort Team/Individual Ownership High
  35. 35. Trust trust and integrity g y Integrity is honestly dealing with ambiguity ith bi it ownership and alignment team purpose must be aligned with b i ith business goals l
  36. 36. tools that help product inception  planning accept reality minimal viable  product incrementally reduce risk continuous customer feedback
  37. 37. 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

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