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Lean & Agile
Organizational Leadership
“Some” Leadership History, Theory,
Models, & Popular Ideas
Dr. David F. Rico, PMP, ...
Author BACKGROUND
 Gov’t contractor with 32+ years of IT experience
 B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys....
Information Age
3
 U.S. is no longer an industrial age nation
 U.S. part of a group of post industrial countries
 U.S. ...
Today’s Whirlwind Environment
4
Overruns
Attrition
Escalation
Runaways
Cancellation
Global
Competition
Demanding
Cust...
Global Project Failures
5
Standish Group. (2010). Chaos summary 2010. Boston, MA: Author.
Sessions, R. (2009). The IT comp...
What is Agility?
 A-gil-i-ty (ә-'ji-lә-tē) Property consisting of quickness,
lightness, and ease of movement; To be very ...
What are Agile Methods?
7
 People-centric way to create innovative solutions
 Product-centric alternative to documents/p...
How do Lean & Agile INTERSECT?
8
 Agile is naturally lean and based on small batches
 Agile directly supports six princi...
Agile World View
 “Agility” has many dimensions other than IT
 It ranges from leadership to technological agility
 The ...
Leadership History
10
Van Seters, D. A., & Field, R. H. (1990). The evolution of leadership theory. Journal of Organizatio...
Models of AGILE DEVELOPMENT
11
 Agile methods spunoff flexible manufacturing 1990s
 Extreme Programming (XP) swept the g...
Models of AGILE PROJECT MGT.
12
 Dozens of Agile project management models emerged
 Many stem from principles of Extreme...
13
 Numerous models of agile portfolio mgt. emerging
 Based on lean-kanban, release planning, and Scrum
 Include organi...
14
 Numerous theories of agile leadership have emerged
 Many have to do with delegation and empowerment
 Leaders have m...
AGILE LEADERSHIP Model
Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education.
Guiding V...
EMPLOYEE LEADERSHIP Model
 Created by bestselling author Dan Pink in 2009
 Integrates & reconciles field of motivation t...
RADICAL LEADERSHIP Model
 Created by bestselling author Steve Denning in 2010
 Integrates leadership, client focus and a...
LEAN LEADERSHIP Model
 Created by Mary & Tom Poppendieck in 2010
 Integrates leadership, lean thinking & agile methods
...
LEADERSHIP 3.0 Model
 Created by Jurgen Appelo in 2011 (Netherlands)
 Integrative model for agile organizational leaders...
Other LEADERSHIP CONSIDERATIONS
Rico, D. F. (2013). Agile coaching in high-conflict environments. Retrieved April 11, 2013...
TO SELL IS HUMAN
 Reduce Your Power
 Take Their Perspective
 Use Strategic Mimicry
 Use Interrogative Self-Talk
 Opt....
21ST CENTURY LEADERSHIP Summary
 21st century leadership is about empowerment vs. ctrl
 Flatter organizations of talente...
Dave’s Professional Capabilities
23
Software
Quality
Mgt.
Technical
Project
Mgt.
Software
Development
Methods
Organization...
Books on ROI of SW Methods
 Guides to software methods for business leaders
 Communicates the business value of IT appro...
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Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas

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This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.

Published in: Leadership & Management
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  • DOWNLOAD FULL BOOKS, INTO AVAILABLE FORMAT ......................................................................................................................... ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... 1.DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/y6a5rkg5 } ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. Browse by Genre Available eBooks ......................................................................................................................... Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult,
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Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas

  1. 1. Lean & Agile Organizational Leadership “Some” Leadership History, Theory, Models, & Popular Ideas Dr. David F. Rico, PMP, CSEP, ACP, CSM, SAFe Twitter: @dr_david_f_rico Website: http://www.davidfrico.com LinkedIn: http://www.linkedin.com/in/davidfrico Facebook: http://www.facebook.com/david.f.rico.9 Agile Capabilities: http://davidfrico.com/rico-capability-agile.pdf Agile Resources: http://www.davidfrico.com/daves-agile-resources.htm Agile Cheat Sheet: http://davidfrico.com/key-agile-theories-ideas-and-principles.pdf
  2. 2. Author BACKGROUND  Gov’t contractor with 32+ years of IT experience  B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.  Large gov’t projects in U.S., Far/Mid-East, & Europe 2 This image cannot currently be displayed.  Career systems & software engineering methodologist  Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000  NASA, USAF, Navy, Army, DISA, & DARPA projects  Published seven books & numerous journal articles  Intn’l keynote speaker, 100+ talks to 11,000 people  Adjunct at GWU, UMBC, UMUC, Argosy, & NDMU  Specializes in metrics, models, & cost engineering  Cloud Computing, SOA, Web Services, FOSS, etc. 
  3. 3. Information Age 3  U.S. is no longer an industrial age nation  U.S. part of a group of post industrial countries  U.S. consists of information age knowledge workers Bell, D. (1999). The coming of post industrial society. New York, NY: Basic Books. 0% 20% 40% 60% 80% 100% 1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 PercentofEconomy Information Service Industry Agriculture 
  4. 4. Today’s Whirlwind Environment 4 Overruns Attrition Escalation Runaways Cancellation Global Competition Demanding Customers Organization Downsizing System Complexity Technology Change Vague Requirements Work Life Imbalance Inefficiency High O&M Lower DoQ Vulnerable N-M Breach Reduced IT Budgets 81 Month Cycle Times Redundant Data Centers Lack of Interoperability Poor IT Security Overburdening Legacy Systems Obsolete Technology & Skills Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press. Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.
  5. 5. Global Project Failures 5 Standish Group. (2010). Chaos summary 2010. Boston, MA: Author. Sessions, R. (2009). The IT complexity crisis: Danger and opportunity. Houston, TX: Object Watch.  Challenged and failed projects hover at 67%  Big projects fail more often, which is 5% to 10%  Of $1.7T spent on IT projects, over $858B were lost 16% 53% 31% 27% 33% 40% 26% 46% 28% 28% 49% 23% 34% 51% 15% 29% 53% 18% 35% 46% 19% 32% 44% 24% 33% 41% 26% 0% 20% 40% 60% 80% 100% 1994 1996 1998 2000 2002 2004 2006 2008 2010 Year Successful Challenged Failed $0.0 $0.4 $0.7 $1.1 $1.4 $1.8 2002 2003 2004 2005 2006 2007 2008 2009 2010 Trillions(USDollars) Expenditures Failed Investments 
  6. 6. What is Agility?  A-gil-i-ty (ә-'ji-lә-tē) Property consisting of quickness, lightness, and ease of movement; To be very nimble  The ability to create and respond to change in order to profit in a turbulent global business environment  The ability to quickly reprioritize use of resources when requirements, technology, and knowledge shift  A very fast response to sudden market changes and emerging threats by intensive customer interaction  Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution  Maximizing BUSINESS VALUE with right sized, just- enough, and just-in-time processes and documentation Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley. 6  
  7. 7. What are Agile Methods? 7  People-centric way to create innovative solutions  Product-centric alternative to documents/process  Market-centric model to maximize business value Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing. Rico, D. F. (2012). Agile conceptual model. Retrieved February 6, 2012, from http://davidfrico.com/agile-concept-model-1.pdf Customer Collaboration Working Systems & Software Individuals & Interactions Responding to Change valued more than valued more than valued more than valued more than Contracts Documentation Processes Project Plans  Frequent comm.  Close proximity  Regular meetings  Multiple comm. channels  Frequent feedback  Relationship strength  Leadership  Boundaries  Empowerment  Competence  Structure  Manageability/Motivation  Clear objectives  Small/feasible scope  Acceptance criteria  Timeboxed iterations  Valid operational results  Regular cadence/intervals  Org. flexibility  Mgt. flexibility  Process flexibility  System flexibility  Technology flexibility  Infrastructure flexibility  Contract compliance  Contract deliverables  Contract change orders  Lifecycle compliance  Process Maturity Level  Regulatory compliance  Document deliveries  Document comments  Document compliance  Cost Compliance  Scope Compliance  Schedule Compliance     Courage 
  8. 8. How do Lean & Agile INTERSECT? 8  Agile is naturally lean and based on small batches  Agile directly supports six principles of lean thinking  Agile may be converted to a continuous flow system Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press. Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas. Reagan, R. B., & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. DoD AT&L Magazine, 39(6).    Economic View Decentralization Fast Feedback Control Cadence & Small Batches Manage Queues/ Exploit Variability WIP Constraints & Kanban Flow PrinciplesAgile Values Customer Collaboration Empowered Teams Iterative Delivery Responding to Change Lean Pillars Respect for People Continuous Improvement Customer Value Relationships Customer Pull Continuous Flow Perfection Value Stream Lean Principles  Customer relationships, satisfaction, trust, and loyalty  Team authority, empowerment, and resources  Team identification, cohesion, and communication Lean & Agile Practices  Product vision, mission, needs, and capabilities  Product scope, constraints, and business value  Product objectives, specifications, and performance  As is policies, processes, procedures, and instructions  To be business processes, flowcharts, and swim lanes  Initial workflow analysis, metrication, and optimization  Batch size, work in process, and artifact size constraints  Cadence, queue size, buffers, slack, and bottlenecks  Workflow, test, integration, and deployment automation  Roadmaps, releases, iterations, and product priorities  Epics, themes, feature sets, features, and user stories  Product demonstrations, feedback, and new backlogs  Refactor, test driven design, and continuous integration  Standups, retrospectives, and process improvements  Organization, project, and process adaptability/flexibility
  9. 9. Agile World View  “Agility” has many dimensions other than IT  It ranges from leadership to technological agility  The focus of this brief is program management agility   Agile Leaders Agile Organization Change Agile Acquisition & Contracting Agile Strategic Planning Agile Capability Analysis Agile Program Management Agile Tech. Agile Information Systems Agile Tools Agile Processes & Practices Agile Systems Development Agile Project Management 9 
  10. 10. Leadership History 10 Van Seters, D. A., & Field, R. H. (1990). The evolution of leadership theory. Journal of Organizational Change Management, 3(3), 29–45. Daft, R. L. (2011). The leadership experience. Mason, OH: Thomson Higher Education. Day, D. V., & Anbtonakis, J. (2012). The nature of leadership. Thousand Oaks, CA: Sage Publications. Northouse, P. G. (2013). Leadership: Theory and practice. Thousand Oaks, CA: Sage Publications.  Many leadership theories emerged in last 100 years  Many believe there is no unified theory of leadership  Truth is some where in middle of old and new ideas Trait Behavior Contingency Contextual Skeptical Relational Charismatic Transforming Informational Biological Evolutionary Trait Contingency Individual Mind & Heart Courage Followership Motivation Communication Team Diversity Vision & Culture Emerging Leading Change Personality Influence Early Behavior Late Behavior Operand Situation Contingency Transactional Anti-Leader Culture Transform Trait Skills Contingency Path-Goal Exchange Transforming Servant Authentic Team Gender Culture Integrative Future Van Seters Northhouse Day Daft 
  11. 11. Models of AGILE DEVELOPMENT 11  Agile methods spunoff flexible manufacturing 1990s  Extreme Programming (XP) swept the globe by 2002  Today, over 90% of IT projects use Scrum/XP hybrid Use Cases Domain Model Object Oriented Iterative Dev. Risk Planning Info. Radiators Planning Poker Product Backlog Sprint Backlog 2-4 Week Spring Daily Standup Sprint Demo Feasibility Business Study Func. Iteration Design Iteration Implementation Testing Domain Model Feature List Object Oriented Iterative Dev. Code Inspection Testing Release Plans User Stories Pair Programmer Iterative Dev. Test First Dev. Onsite Customer Cockburn, A. (2002). Agile software development. Boston, MA: Addison-Wesley. Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall. Stapleton, J. (1997). DSDM: A framework for business centered development. Harlow, England: Addison-Wesley. Palmer, S. R., & Felsing, J. M. (2002). A practical guide to feature driven development. Upper Saddle River, NJ: Prentice-Hall. Beck, K. (2000). Extreme programming explained: Embrace change. Reading, MA: Addison-Wesley. CRYSTAL METHODS - 1991 - SCRUM - 1993 - DSDM - 1993 - FDD - 1997 - XP - 1998 - Reflection W/S Retrospective Quality Control Quality Control Continuous Del. 
  12. 12. Models of AGILE PROJECT MGT. 12  Dozens of Agile project management models emerged  Many stem from principles of Extreme Programming  Vision, releases, & iterative development common Prioritization Feasibility Planning Tracking Reporting Review Visionate Speculate Innovate Re-Evaluate Disseminate Terminate Scoping Planning Feasibility Cyclical Dev. Checkpoint Review Envision Speculate Explore Iterate Launch Close Vision Roadmap Release Plan Sprint Plan Daily Scrum Retrospective Thomsett, R. (2002). Radical project management. Upper Saddle River, NJ: Prentice-Hall. DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass. Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education. Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing. RADICAL - 2002 - EXTREME - 2004 - ADAPTIVE - 2010 - AGILE - 2010- SIMPLIFIED AGILE - 2011 - 
  13. 13. 13  Numerous models of agile portfolio mgt. emerging  Based on lean-kanban, release planning, and Scrum  Include organization, program, & project management Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press. Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education. Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley. Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education. Thompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governance ESCRUM - 2007 - SAFE - 2007 - LESS - 2007 - DAD - 2012 - RAGE - 2013 -  Product Mgt  Program Mgt  Project Mgt  Process Mgt  Business Mgt  Market Mgt  Strategic Mgt  Portfolio Mgt  Program Mgt  Team Mgt  Quality Mgt  Delivery Mgt  Business Mgt  Portfolio Mgt  Product Mgt  Area Mgt  Sprint Mgt  Release Mgt  Business Mgt  Portfolio Mgt  Inception  Construction  Iterations  Transition  Business  Governance  Portfolio  Program  Project  Delivery  Models of AGILE PORTFOLIO MGT.
  14. 14. 14  Numerous theories of agile leadership have emerged  Many have to do with delegation and empowerment  Leaders have major roles in visioning and enabling AGILE - 2005 - EMPLOYEE - 2009 - RADICAL - 2010 - LEAN - 2010 - LEADERSHIP 3.0 - 2011 - Organic Teams Guiding Vision Transparency Light Touch Simple Rules Improvement Autonomy Alignment Transparency Purpose Mastery Improvement Self Org. Teams Communication Transparency Iterative Value Delight Clients Improvement Talented Teams Alignment Systems View Reliability Excellence Improvement Empowerment Alignment Motivation Scaling Competency Improvement Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Penguin Books. Denning, S. (2010). The leader’s guide to radical management: Reinventing the workplace for the 21st century. San Francisco, CA: John Wiley & Sons. Poppendieck, M, & Poppendieck, T. (2010). Leading lean software development: Results are not the point. Boston, MA: Pearson Education. Appelo, J. (2011). Management 3.0: Leading agile developers and developing agile leaders. Boston, MA: Pearson Education. Models of AGILE LEADERSHIP 
  15. 15. AGILE LEADERSHIP Model Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education. Guiding Vision Simple Rules Open Information Light Touch FOSTER ALIGNMENT AND COOPERATION ENCOURAGE EMERGENCE AND SELF ORGANIZATION Adapt. Leadership LEARN & ADAPT Leadership  Team Vision  Team Alignment  Bold Future  Shared Expectations Management  Business Outcomes  Delineate Scope  Estimate Effort  Design Vision Box  Elevator Statement Leadership  Culture of Change  Value Focus Management  Assess Status Quo  Customize Method  Release Plan  Iteration Plans  Facilitate Design  Conduct Testing  Manage Releases Leadership  Conduct Standups  Promote Feedback  Build Trust  Facilitate Action Management  Team Collocation  Get Onsite Customer  Practice Pairing  Information Radiator  Map Value Stream Leadership  Adapt Style  Roving Leadership  Go With Flow  Work Life Quality  Build on Strengths  Gain Commitments Management  Decentralize Control  Pull vs. Push  Manage Flow  Use Action Sprints Leadership  Embodied Presence  Embodied Learning Management  Daily Feedback  Monitor/Adapt Rules  Monitor Practices  Retrospectives  Scenario Planning Organic Teams Leadership  Craftsmanship  Collaboration  Guiding Coalition  Community Management  Identify Community  Design Structures  Get Team Players  Adaptive Enterprise 15  Created by Sanjiv Augustine at CC Pace in 2005  Builds agile cultures, mind-sets, & environment  Leadership model for managing agile projects
  16. 16. EMPLOYEE LEADERSHIP Model  Created by bestselling author Dan Pink in 2009  Integrates & reconciles field of motivation theories  People more productive when enjoying themselves 16 Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books. Employee Leadership Model Purpose  Vision  Goal  Power  Policy  Culture  Rejuvenation Autonomy  Accountable  Control  Task  Time  Team  Technique Mastery  Inquiring  Flow  Mindset  Learning  Challenge  Asymptotic 
  17. 17. RADICAL LEADERSHIP Model  Created by bestselling author Steve Denning in 2010  Integrates leadership, client focus and agile methods  Goal is delighting clients by exceeding expectations 17 Denning, S. (2010). The leader’s guide to radical management: Reinventing the workplace for the 21st century. San Francisco, CA: John Wiley & Sons. Radical Leadership Model Delighting Clients Identify clients Tacit desires Simplicity Offer less Exploration People focus Meet clients Self Org. Teams Purpose Communicate Empowerment Tailor oversight Recognition Remuneration Consistency Client Driven Iterations Client focus Prioritize Client value Involvement Simplicity Validate Improve Delivering Value Team focus Preparation Estimation Small batches Empowerment Communicate Sustainability Radical Transparency Client interface Daily contact Retrospectives Improvement Radiators Impediments Go-and-see Continuous Improvement Line-of-sight Success Alignment Root causes Make changes Get feedback Info. sharing Interactively Communicate Storytelling Capture stories Focus teams Stimulation Succ. Stories Listen Recognition 
  18. 18. LEAN LEADERSHIP Model  Created by Mary & Tom Poppendieck in 2010  Integrates leadership, lean thinking & agile methods  Goal is a customer-driven pull-system for leadership 18 Poppendieck, M, & Poppendieck, T. (2010). Leading lean software development: Results are not the point. Boston, MA: Pearson Education. Lean Leadership Model SYSTEMS THINKING  Customer Focus  System Capability  End-to-End Flow  Policy-Driven Waste TECHNICAL EXCELLENCE  Essential Complexity  Quality by Construction  Evolutionary Development  Deep Expertise RELIABLE DELIVERY  Proven Experience  Level Workflow  Pull Scheduling  Adaptive Control RELENTLESS IMPROVEMENT  Visualize Perfection  Establish a Baseline  Expose Problems  Learn to Improve GREAT PEOPLE  Knowledge Workers  Norm of Reciprocity  Mutual Respect  Pride of Workmanship ALIGNED LEADERS  Theory to Practice  Governance  Alignment  Sustainability 
  19. 19. LEADERSHIP 3.0 Model  Created by Jurgen Appelo in 2011 (Netherlands)  Integrative model for agile organizational leadership  Focus on motivation, teamwork, purpose, & mastery 19 Appelo, J. (2011). Management 3.0: Leading agile developers and developing agile leaders. Boston, MA: Pearson Education. Leadership 3.0 Model ENERGIZE PEOPLE  Manage Creativity  Motivate People  Intrinsic Rewards  Team Diversity  Prof. Personality  Team Values  No Door Policy EMPOWER TEAMS  Reduce Fear  Maturity Models  Authority Level  Assign to Teams  Practice Patience  Massage Env.  Trust & Respect ALIGN CONSTRAINTS  Shared Goal  Communication  Goal Autonomy  Leadership Angle  Protect People  Constrain Quality  Social Contract DEVELOP COMPETENCE  Optimize Whole  Coach & Mentor  Social Pressure  Adaptable Tools  360 Meetings  Grow Standards  Work the System GROW STRUCTURE  Develop Leaders  Select Teams  Org. Style  Value Units  Teams & Layers  Hybrid Org.  Transparency IMPROVE EVERYTHING  Improvement  Transition Team  Change Env.  Change Desire.  Ext. Feedback  Tailor Changes  Retrospectives 
  20. 20. Other LEADERSHIP CONSIDERATIONS Rico, D. F. (2013). Agile coaching in high-conflict environments. Retrieved April 11, 2013 from http://davidfrico.com/agile-conflict-mgt.pdf Rico, D. F. (2013). Agile project management for virtual distributed teams. Retrieved July 29, 2013 from http://www.davidfrico.com/rico13m.pdf Rico, D. F. (2013). Agile vs. traditional contract manifesto. Retrieved March 28, 2013 from http://www.davidfrico.com/agile-vs-trad-contract-manifesto.pdf 20 Personal Project Enterprise • Don't Be a Know-it-All • Be Open & Willing to Learn • Treat People Respectfully • Be Gracious, Humble, & Kind • Listen & Be Slow-to-Speak • Be Patient & Longsuffering • Be Objective & Dispassionate • Don't Micromanage & Direct • Exhibit Maturity & Composure • Don't Escalate or Exacerbate • Don't Gossip or be Negative • Delegate, Empower, & Trust • Gently Coach, Guide, & Lead • Customer Communication • Product Visioning • Distribution Strategy • Team Development • Standards & Practices • Telecom Infrastructure • Development Tools • High-Context Meetings • Coordination & Governance • F2F Communications • Consensus Based Decisions • Performance Management • Personal Development • Business Value vs. Scope • Interactions vs. Contracts • Relationship vs. Regulation • Conversation vs. Negotiation • Consensus vs. Dictatorship • Collaboration vs. Control • Openness vs. Adversarialism • Exploration vs. Planning • Incremental vs. All Inclusive • Entrepreneurial vs. Managerial • Creativity vs. Constraints • Satisfaction vs. Compliance • Quality vs. Quantity  Power & authority delegated to the lowest level  Tap into the creative nuclear power of team’s talent  Coaching, communication, and relationships key skills
  21. 21. TO SELL IS HUMAN  Reduce Your Power  Take Their Perspective  Use Strategic Mimicry  Use Interrogative Self-Talk  Opt. Positivity Ratios  Offer Explanatory Style  Find the Right Problem  Find Your Frames  Find an Easy Path ATTUNEMENT BUOYANCY CLARITY Org. CHANGE LEADERSHIP MODELS Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House. Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books. Pink, D. H. (2012). To sell is human: The surprising truth about moving others. New York, NY: Riverhead Books. Heath, C., & Heath, D. (2013). Decisive: How to make better choices in life and work. New York, NY: Random House.  Change, no matter how small or large, is difficult  Smaller focused changes help to cross the chasm  Simplifying, motivating, and validation key factors 21  SWITCH  Follow the bright spots  Script the critical moves  Point to the destination  Find the feeling  Shrink the change  Grow your people  Tweak the environment  Build habits  Rally the herd DIRECT THE RIDER MOTIVATE ELEPHANT SHAPE PATH INFLUENCER  Create new experiences  Create new motives  Perfect complex skills  Build emotional skills  Recruit public figures  Recruit influential leaders  Utilize teamwork  Power of social capital  Use incentives wisely  Use punishment sparingly  Make it easy  Make it unavoidable MAKE IT DESIRABLE SURPASS YOUR LIMITS USE PEER PRESSURE STRENGTH IN NUMBERS DESIGN REWARDS CHANGE ENVIRONMENT DRIVE PURPOSE AUTONOMY MASTERY  Purpose-profit equality  Business& societal benefit  Share control of profits  Delegate implementation  Culture & goal alignment  Remake society-globe  Accountable to someone  Self-select work tasks  Self-directed work tasks  Self-selected timelines  Self-selected teams  Self-selected implement.  Experiment & innovate  Align tasks to abilities  Continuously improve  Learning over profits  Create challenging tasks  Set high expectations DECISIVE COMMON ERRORS  Narrow framing  Confirmation bias  Short term emotion  Over confidence WIDEN OPTIONS  Avoid a narrow frame  Multi-track  Find out who solved it TEST ASSUMPTIONS  Consider the opposite  Zoom out & zoom in  Ooch ATTAIN DISTANCE  Overcome emotion  Gather & shift perspective  Self-directed work tasks PREPARE TO BE WRONG  Bookend the future  Set a tripwire  Trust the process
  22. 22. 21ST CENTURY LEADERSHIP Summary  21st century leadership is about empowerment vs. ctrl  Flatter organizations of talented self-organizing teams  Lean-agile ideas to constantly adapt to market needs 22  FLATTER - Develop flatter enterprises, organizations, agencies, non-profits, firms, etc.  BOTTOMS UP - Deploy bottoms up visioning, missioning, strategic/tactical planning, etc.  VISIONING - Continuously proliferate jointly developed visions, missions, strategies, etc.  DELEGATE - Delegate authority and responsibility to lowest operational level possible.  LEAN THINKING - Promote small batch sizes, low work in process (WIP), Kanban, etc.  ADAPTABILITY - Continuously sense and respond to ever changing market needs.  MICRO THINKING - Use small throwaway micro batches, products, services, timelines, etc.  FLEXIBILITY - Use flexible and inexpensive processes, products, suppliers, services, etc.  EMERGENCE - Allow business, product, and service offerings to evolve, emerge, grow, etc.  SELF ORGANIZATION - Develop loose coalitions of inter-networked teams vs. hierarchies.  CONVERSATIONS - Foster open, informal communications, dialogues, conversations, etc.  BALANCE - Strike a balance between organizational commitments and creative pursuits.  AGILITY - Find balance of flexibility and discipline for creative, high-quality solutions.  IMPROVEMENT - Create a culture of continuous improvement, learning, perfection, etc.  MASTERY - Foster an environment of learning, education, self-mastery, perfection, etc.  COLLABORATION - Integrate market, customer, and voice, feedback, participation, etc.  
  23. 23. Dave’s Professional Capabilities 23 Software Quality Mgt. Technical Project Mgt. Software Development Methods Organization Change Systems Engineering Cost Estimating Government Contracting Government Acquisitions Lean Kanban Big Data, Cloud, NoSQL Workflow Automation Metrics, Models, & SPC Six Sigma BPR, IDEF0, & DoDAF DoD 5000, TRA, & SRA PSP, TSP, & Code Reviews CMMI & ISO 9001 Innovation Management Statistics, CFA, EFA, & SEM Research Methods Evolutionary Design Valuation — Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc. Lean-Agile — Scrum, SAFe, Continuous Integration & Delivery, DevOps, etc. STRENGTHS – Data Mining  Gathering & Reporting Performance Data  Strategic Planning  Executive & Manage- ment Briefs  Brownbags & Webinars  White Papers  Tiger-Teams  Short-Fuse Tasking  Audits & Reviews  Etc. ● Action-oriented. Do first (talk about it later). ● Data-mining/analysis. Collect facts (then report findings). ● Simplification. Communicating complex ideas (in simple terms). ● Git-r-done. Prefer short, high-priority tasks (vs. long bureaucratic projects). ● Team player. Consensus-oriented collaboration (vs. top-down autocratic control). PMP, CSEP, ACP, CSM, & SAFE 32 YEARS IN IT INDUSTRY
  24. 24. Books on ROI of SW Methods  Guides to software methods for business leaders  Communicates the business value of IT approaches  Rosetta stones to unlocking ROI of software methods  http://davidfrico.com/agile-book.htm (Description)  http://davidfrico.com/roi-book.htm (Description) 24 

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