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Six Free Ideas to Improve Agile Success

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Free? Is anything free these days? Based on her experience working with organizational leaders and her research into what drives organizational performance, Pollyanna Pixton shares six ideas—and the keys to their effective implementation—to help assure the success of your agile teams. As a bonus, her suggestions won’t cost you a thing. Pollyanna’s first free idea is how to create a culture of trust—the keystone of open collaboration—within your team and organization. The second free idea is about ownership—how to give it and not take it back. Third is empowering teams to make decisions by helping them understand and internalize the project and product’s purpose and value. The number four idea is that you can only fix processes, not people. Invest your energy toward the correct target. Idea five is to match people’s roles to their passion. Her final free idea is that integrity does matter—and matters most. Explore with Pollyanna why each of these ideas is important and how you can adopt them on your agile team.

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Six Free Ideas to Improve Agile Success

  1. 1. six free ideas to improve agile success Pollyanna PIXTON Co-Founder, Accelinnova Evolutionary Systems Director, Institute of Collaborative Leadership President, 1
  2. 2. Agile Defined… Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions Working software Customer collaboration Responding to change 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 2
  3. 3. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions Working software Customer collaboration Responding to change 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 3
  4. 4. 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 6.  Integrity Matters 4
  5. 5. Trust trust Trust how do you define trust? 5
  6. 6. Unleashing Innovation why is trust important? Collaboration Process the data … 6
  7. 7. 2004-2008: high trust companies out perform low trust companies by 43% add 2009: high trust companies out perform low trust 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 companies by 300% - Watson Wyatt study 7
  8. 8. t rus ? T of ags ack ce T L ri P transaction costs Transaction Costs 8
  9. 9. self protection repair broken trust? 9
  10. 10. other price tags? Project Management how can leaders help teams build Trust? §  Change Management 10
  11. 11. Project Management remove debilitating Fear §  Dependency Management in collaboration, people fear … - Warren Bennis Beyond Bureaucracy 11
  12. 12. losing identity losing intellectual mastery 12
  13. 13. losing individualism Leadership Role What can leaders do? 13
  14. 14. losing identity losing intellectual mastery 14
  15. 15. losing individualism what other fears do people have? 15
  16. 16. Leadership Role What can leaders do? Unleashing Innovation group and prioritize Collaboration Process 16
  17. 17. 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 17
  18. 18. advance each other’s intentions and interests don’t impede them be proactive in moving work forward 18
  19. 19. create transparency Project Management honest and open communication §  Focus, Communication, and Expectation Management 19
  20. 20. share §  Build the right product experiences team to team trust… 20
  21. 21. “a mega team” validate others 21
  22. 22. accept risks collectively leadership role ? 22
  23. 23. Leading team based Agile measurements §  Collaboration Model §  Collaboration Process people do what they are measured by measure results 23
  24. 24. let teams evaluate themselves build confidence 24
  25. 25. short iterations … early wins Collaboration Model celebrate success ! 25
  26. 26. Project Management trust First ! §  Risk Management Leadership Role Suspicion is a permanent condition. - Marcus Buckingham 26
  27. 27. Leadership Role other leadership roles? Trust trust summary remove fear validate others accept risks together team-based measurements §  authenticity §  §  §  §  27
  28. 28. ownership use authentic motivation - Alfie Kohn Punished By Rewards 28
  29. 29. Unleashing Innovation foster collaboration Collaboration Process teams collaborate to make their decisions 29
  30. 30. let people choose let people choose how, what, and when 30
  31. 31. content provide meaningful work 31
  32. 32. don’t take back their ownership don’t give the answers 32
  33. 33. or…… give them the solutions ask questions 33
  34. 34. 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? 34
  35. 35. what would you like me to do? exercise: leader and worker conversation 35
  36. 36. Stay Positive what questions worked? Trust/Ownership Model Leadership & Business Process Trust Control Low Failure No One Cares Command & Control Team Does as Instructed No Ownership Leader / Process is Bottleneck Energy & Innovation we do ow ere? H h get Team Trusted Team Accountable Leader Freed Conflict Team Demotivated Mired in Bureaucracy & Wasted Effort Team/Individual Ownership High 36
  37. 37. Stay Positive How can you help teams/ people take ownership? macro- leadership tool 37
  38. 38. Macro Leadership Cube Stand Back Stand Back 38
  39. 39. Step Up Step Up Example Example… 39
  40. 40. Your cube? Your cube? ownership summary §  ask questions §  macro leadership cube §  don’t take back ownership 40
  41. 41. team decides why decisions by teams? 41
  42. 42. Trustworthiness positional power = decisions with less information How can we make better decisions? 42
  43. 43. Legacy System Replacement System Name: Phone: Address: Name: Address: Phone: what’s the value of this required change? Ideally, we decide based on value, but, what’s that? 43
  44. 44. Business Value Model Purpose Considerations Costs and Benefits Business Value Model Purpose 44
  45. 45. Purpose Based Alignment Model High Partner? Differentiate Who cares? Parity Market Differentiating Low High Low Mission Critical Purpose Based Alignment Model High Do we take this on? Innovate, Create Minimize or Eliminate Achieve and Maintain Parity, Mimic, Simplify Market Differentiating Low High Low Mission Critical 45
  46. 46. How about an example? enterprise business intelligence product competitor’s killer UI 46
  47. 47. 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 47
  48. 48. UI As Parity new design goals: “go to school” on competitor’s UI don’t be so bad 48
  49. 49. 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.  What is the best way to provide this? 49
  50. 50. the “billboard” test… Order new pages by 2pm and get them tomorrow! 50
  51. 51. “To be the low cost airline.” - Southwest Airlines “Will this help us be the low cost airline?” - Southwest Airlines 51
  52. 52. decision filters: make daily decisions schedule projects what to develop Start Up Exercise: Pick a project. Exercise Pick an objective, a brand, or a project. 52
  53. 53. What is the purpose? High Partner? Differentiate Who cares? Parity Market Differentiating Low High Low Mission Critical What’s On Your Billboard? 53
  54. 54. your decision filter? other considerations ? 54
  55. 55. Business Value Model Purpose Considerations Collaboration Model flexibility 55
  56. 56. dependencies Collaboration Model time to market 56
  57. 57. complexity team size mission criticality team location team capacity domain knowledge gaps dependencies technical complexity uncertainty market uncertainty technical uncertainty project duration dependents 57
  58. 58. Business Value Model Purpose Considerations Costs and Benefits it’s a conversation 58
  59. 59. resolve differences group chunks high – medium - low 59
  60. 60. “build” a chunk… at the end of the “chunk” 60
  61. 61. now you can ask… Do we have enough business value to go to market? 61
  62. 62. Should we continue? it’s a conversation 62
  63. 63. team decides summary base decisions on business value ... collaboratively decide! process 63
  64. 64. fix processes not people What processes aren’t working? 64
  65. 65. Leadership Role How can we fix them? Ask the team! Project Management collaboration process §  Dependency Management 65
  66. 66. what can we do to fix the process? brainstorm 66
  67. 67. group in silence prioritize based on business value 67
  68. 68. Business Value Model Purpose Considerations Costs and Benefits individuals volunteer for and by what when 68
  69. 69. 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. Customer Request Customer Satisfied 69
  70. 70. 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. 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. Customer Request Customer Satisfied 70
  71. 71. Example: Customer Requests Fix Support triages request Work: 5 min Wait: Dev team triages request Dev fixes, releases in fix pack Customer deploys fix pack 2 hrs Customer requests fix 1 hr 2 wks 1 hr 5 min 3 days 1 wk 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 71
  72. 72. 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) Work = 14 days Time = 8 days Efficiency = 175% Tech Central (5 Days) System Test (5 Days) 72
  73. 73. 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 73
  74. 74. Process summary §  Fix processes not people §  Use sticky notes for improving processes §  Map value streams right people 74
  75. 75. get the right people on the bus in the right seats. - Jim Collins get the wrong people off the bus. 75
  76. 76. Passion Best Organizational Fit what values are you passionate about? 76
  77. 77. what do you do best ? how do you define success? 77
  78. 78. Do your circles intersect? Passion Best Organizational Fit values what’s holding you back? 78
  79. 79. What about your team? Passion Best Organizational Fit values right people summary Intersection of: §  Your passion? §  What you do best? §  Organizational fit? 79
  80. 80. integrity matters Trust how do you define integrity? 80
  81. 81. Enron The Smartest Guys in the Room (book and documentary) The Insider Movie and book 81
  82. 82. 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 82
  83. 83. …knowledge without integrity is dangerous and dreadful. - Samuel Johnson, British author how do you know if someone has integrity? 83
  84. 84. Summary summary Trust trust summary remove fear validate others accept risks together team-based measurements §  authenticity §  §  §  §  84
  85. 85. ownership summary §  ask questions §  macro leadership cube §  don’t take back ownership team decides summary base decisions on business value collaboratively decide! 85
  86. 86. 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? 86
  87. 87. integrity matters summary hire and retain: § Integrity first §  §  §  §  §  Motivation Capacity Understanding Knowledge Experience last learn more… Coming Soon! Agile Culture Change Our new book due November 2013 ppixton@accelinnova.com www.accelinnova.com Text: 801.209.0195 Blog: pollyannapixton.com 87

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