5 free things 15 aug-12

1,028 views

Published on

Published in: Technology
  • Be the first to comment

  • Be the first to like this

5 free things 15 aug-12

  1. 1. five free leadership tools that improve agile results
  2. 2. Pollyanna PIXTON Co-Founder, Accelinnova President, Evolutionary SystemsDirector, Institute of Collaborative Leadership
  3. 3. Agile Defined…
  4. 4. 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 over processes and tools Working software over comprehensive docs Customer collaboration over contract negotiation Responding to change over 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. 5. 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 over processes and tools Working software over comprehensive docs Customer collaboration over contract negotiation Responding to change over 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
  6. 6. 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
  7. 7. 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
  8. 8. Overview1. Trust2. Give Ownership3. Teams Make Decisions4. Fix Processes5. Right People6. Integrity Matters
  9. 9. Trust trust
  10. 10. Unleashing Innovation why is trust important? Collaboration Process
  11. 11. the data …
  12. 12. 2004-2008:high trust companiesout perform low trustcompanies by 43%add 2009:high trust companiesout perform low trustcompanies by 126% - Great Place to Work
  13. 13. trust companiesdouble performanceover S&P for 10 years - Great Place to Workhigh trust companiesout perform low trustcompanies by 300% - Watson Wyatt study
  14. 14. transaction costsTransactionCosts
  15. 15. selfprotection
  16. 16. repairbrokentrust?
  17. 17. other price tags?
  18. 18. Project Management how can leaders helpManagement  Change teams build Trust?
  19. 19. Project Management remove debilitating Fear  Dependency Management
  20. 20. in collaboration, people fear … - Warren Bennis Beyond Bureaucracy
  21. 21. losingidentity
  22. 22. losingintellectual mastery
  23. 23. losing individualism
  24. 24. what do people fear ?
  25. 25. Unleashing Innovation group and prioritize Collaboration Process
  26. 26. Leadership Role What can leaders do?
  27. 27. fostering trust
  28. 28. advance each other’s intentionsand interests don’t impede them
  29. 29. be proactive inmoving work forward
  30. 30. create transparency
  31. 31. Project Management honest and open communication  Focus, Communication, and Expectation Management
  32. 32. share Build the right product experiences
  33. 33. team to team trust…
  34. 34. “a mega team”
  35. 35. validate others
  36. 36. accept risks collectively
  37. 37. leadership role ?
  38. 38. Leading Agile team based measurements Collaboration Model Collaboration Process
  39. 39. people do what they are measured bymeasure results
  40. 40. letteams evaluate themselves
  41. 41. buildconfidence
  42. 42. short iterations … early wins Collaboration Model
  43. 43. celebrate success !
  44. 44. Project Management trust First ! Risk Management
  45. 45. Leadership Role Suspicion is a permanent condition. - Marcus Buckingham
  46. 46. Leadership Role other leadership roles?
  47. 47. Trusttrust summary remove fear validate others accept risks together team-based measurements authenticity
  48. 48. ownership
  49. 49. useauthentic motivation - Alfie Kohn Punished By Rewards
  50. 50. Unleashing Innovation foster collaboration Collaboration Process
  51. 51. teams collaborate tomake their decisions
  52. 52. let people choose
  53. 53. let people choose how,what, and when
  54. 54. content
  55. 55. providemeaningful work
  56. 56. don’t takeback theirownership
  57. 57. don’t give theanswers
  58. 58. or…… give them the solutions
  59. 59. askquestions
  60. 60. questions that help teams discover solutions
  61. 61. howcan we avoid the temptation to rescue How our teams? you  Ask Questions.like would  What would you like me to do? to  How would you like to solve that problem?  What would you like to do? solve it?
  62. 62. what would you like me to do?
  63. 63. exercise: leader and worker conversation
  64. 64. Stay Positive what questions worked?
  65. 65. Trust/Ownership Model Trust & Business Process Energy & Failure Innovation Team Trusted Leadership No One Cares Team Accountable Leader Freed Command & Control Conflict Team Does as Instructed Team Demotivated No Ownership Mired in Bureaucracy Leader / Process & Wasted Effort is Bottleneck Control Low Team/Individual Ownership High
  66. 66. Stay Positive How can you help teams/people take ownership?
  67. 67. macro-leadership tool
  68. 68. Macro Leadership Cube
  69. 69. Stand Back Stand Back
  70. 70. Step Up Step Up
  71. 71. Example Example…
  72. 72. Your cube?Your cube?
  73. 73. ownership summary  ask questions  macro leadership cube  don’t take back ownership
  74. 74. process
  75. 75. fixprocesses notpeople
  76. 76. What processesaren’t working?
  77. 77. Leadership Role How can we fix them? Ask the team!
  78. 78. Project Management collaboration process Dependency Management
  79. 79. what can we do to fix the process?
  80. 80. brainstorm
  81. 81. group insilence
  82. 82. prioritize based onbusiness value
  83. 83. Business Value Model PurposeConsiderations Costs and Benefits
  84. 84. individualsvolunteer for whatand by when
  85. 85. value stream mapping
  86. 86. Where do we waste time?Cycle Time:Average end-to-end process time  From problem detection Problem Solution  To problem solution Cycle TimeBegins and ends with customer. Customer Request Customer Satisfied
  87. 87. Example: Customer Requests Fix Support Dev team Dev fixes, Customer Customer triages triages releases in deploys requests fix request request fix pack fix packWork: 5 min 2 hrs 1 hr 2 wks 1 hr Wait: 5 min 3 days 1 wk 2 wks Value Added Time = 10.5 days Cycle time = Work + Wait = 38.5 days Value added time 10.5 days Efficiency = Total cycle time = 38.5 days = 27% Where can we remove the waste?
  88. 88. Select Delivery Content (no travel allowed!) 2 Hours 1 Hour 1 HourNeed for 7 Days Call & Email 2 Days Call & Email 1 Day AgreementScope Def. With Cust With Cust Achieved X6 Customer Request to Agreement Face to Face Meeting Working Time = 16 hours Working Time = 8 hours Elapsed Time = 32 days Elapsed Time = 2 days Wasted Time = 30 days Waiting Time = 1 days Efficiency = 6% Efficiency = 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
  89. 89. As-Is ExampleAs a new customer, I want to enter my Information only oncein the Small Business Portal 1 Day Digital 2-4 Wks GOL 2 Wks SOW Cement (1 Day) (2 Days) Tech Central 2 Days System Test 2 Wks Tech Central (5 Days) (5 Days) (1 Day)Process Efficiency = Work / Time = 14 / 56 = 25%
  90. 90. To-Be Example Digital Cement 1 Day (1 Day) GOL Work = 14 daysRequirements (1 Day) Time = 8 days Planning (2 Days) Efficiency = 175% Tech Central (5 Days) System Test (5 Days)
  91. 91. Create a Value Stream Map  Select a Process that is relevant to you  Create a Value Stream Map  Calculate Process Cycle Efficiency Value Added Time  Process Efficiency = Total Cycle Time How can you change the process to reduce the waste? (the To Be state)93
  92. 92. Value Stream Maps  Customer value not changed  Reduces the delivery time to customer
  93. 93. Process summary  Fix processes not people  Use sticky notes for improving processes  Map value streams
  94. 94. rightpeople
  95. 95. get the rightpeople on the bus in the right seats. - Jim Collins
  96. 96. get the wrong people off the bus.
  97. 97. Passion BestOrganizational Fit values
  98. 98. what are you passionate about?
  99. 99. what do you do best ?
  100. 100. how do you define success?
  101. 101. Do your circles intersect? Passion Best Organizational Fit values
  102. 102. what’s holding you back?
  103. 103. What about your team? Passion Best Organizational Fit values
  104. 104. right people summaryIntersection of: Your passion? What you do best? Organizational fit?
  105. 105. integrity matters
  106. 106. Trust how do you define integrity?
  107. 107. Enron The Smartest Guys in the Room (book and documentary)
  108. 108. The InsiderMovie and book
  109. 109. other examples of integrity?
  110. 110. 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
  111. 111. …knowledgewithout integrityis dangerousand dreadful. - Samuel Johnson, British author
  112. 112. how do you know ifsomeone has integrity?
  113. 113. Summarysummary
  114. 114. Trusttrust summary remove fear validate others accept risks together team-based measurements authenticity
  115. 115. ownership summary  ask questions  macro leadership cube  don’t take back ownership
  116. 116. team decides summary base decisions on business value collaboratively decide!
  117. 117. process summary  Fix processes not people  Use sticky notes for improving processes  Map value streams
  118. 118. right people summaryIntersection of: Your passion? What you do best? Organizational fit?
  119. 119. integrity matters summary hire and retain:  Integrity first  Motivation  Capacity  Understanding  Knowledge  Experience last
  120. 120. Pollyanna PIXTON accelinnova.com evolutionarysystems.net collaborativeleadership.com +1 . 801 . 209 . 0195 p2@ppixton.com
  121. 121. team decides
  122. 122. why decisions by teams?
  123. 123. Trustworthinesspositionalpower =decisions with less information
  124. 124. How can wemake better decisions?
  125. 125. Legacy System Replacement System Name: Name: Phone: Address: Address: Phone: what’s the value of this required change?
  126. 126. Ideally, we decidebased onvalue,but, what’sthat?
  127. 127. Business Value Model PurposeConsiderations Costs and Benefits
  128. 128. Business Value Model Purpose
  129. 129. Purpose Based Alignment Model High Partner? Differentiate MarketDifferentiating Who Parity cares? Low Low High Mission Critical
  130. 130. Purpose Based Alignment Model High Do we take Innovate, this on? Create MarketDifferentiating Minimize Achieve and Maintain or Parity, Mimic, Low Eliminate Simplify Low High Mission Critical
  131. 131. How about an example? enterprise business intelligence product
  132. 132. competitor’s killer UI
  133. 133. Project Plan: big team millions of dollars many months to “out-do” competitors’ UI
  134. 134. Where Does My UI Belong? High Or Here? Analytics Engine + UI? MarketDifferentiating Or Even UI Here? Here? Low Low High Mission Critical
  135. 135. UI As Parity
  136. 136. new design goals:“go to school” oncompetitor’s UI don’t be so bad
  137. 137. Results: Market-aligned project, cut time by 50% and costs by 40% Used resources to create next evolution of analytics engine
  138. 138. 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?
  139. 139. the “billboard” test…
  140. 140. Order newpages by2pm and getthem tomorrow!
  141. 141. “To be the low cost airline.” - Southwest Airlines
  142. 142. “Will this help us bethe low cost airline?” - Southwest Airlines
  143. 143. decision filters: make daily decisionsschedule projectswhat to develop
  144. 144. Start Up ExerciseExercise: Pick a project. Pick an objective, a brand, or a project.
  145. 145. What is the purpose? High Partner? Differentiate MarketDifferentiating Who Parity cares? Low Low High Mission Critical
  146. 146. What’s On Your Billboard?
  147. 147. yourdecision filter?
  148. 148. otherconsiderations ?
  149. 149. Business Value Model PurposeConsiderations
  150. 150. Collaboration Model flexibility
  151. 151. dependenciesCollaboration Model
  152. 152. time tomarket
  153. 153. complexity team size mission criticality team location team capacity domain knowledge gaps dependencies technical complexity
  154. 154. uncertainty market uncertaintytechnical uncertaintyproject duration dependents
  155. 155. Business Value Model PurposeConsiderations Costs and Benefits
  156. 156. it’s aconversation
  157. 157. resolve differences
  158. 158. group chunkshigh – medium - low
  159. 159. “build” a chunk…
  160. 160. at the end of the “chunk”
  161. 161. now you can ask…
  162. 162. Do we have enough businessvalue to go to market?
  163. 163. Should we continue?
  164. 164. it’s aconversation
  165. 165. team decides summary base decisions on business value ... collaboratively decide!

×