The document provides an overview of agile project leadership, focusing on methodologies like Scrum and the Agile Manifesto while emphasizing the importance of customer collaboration, transparency, and feedback in project development. It discusses various strategies for maximizing return on investment (ROI) through different release planning scenarios and highlights the significance of collaborative leadership versus traditional management styles. The content underlines the need for continuous improvement, communication, and self-organization within agile teams to foster a productive work environment.

1. AGILE PROJECT
LEADERSHIP
AN INTRODUCTION

3. JOY OF WORK (ARBEJDSGLÆDE)
Relationships
+
Results
Source: Happy hour fra 8 til 16, Alexander Kjerulf

4. EXPECTATIONS?

5. Welcome
and
expectations
Why Agile
Introduction
to Agile
Introduction
to Scrum
Leadership Next Step Closure
Content

6. WANT A HIGHER
RETURN ON INVESTMENT?

7. THE BUSINESS CASE
§ Estimated project window: 3 years
§ Expected monthly revenue: 300.000
§ Monthly development cost: 250.000
§ Development months: 12
§ Release cost: 100.000
§ Total cost: 3.100.000

8. ROI
-4.000
-3.000
-2.000
-1.000
0
1.000
2.000
3.000
4.000
5.000
6.000
7.000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
Thousands
One release

9. WHAT IF WE SPLIT INTO MORE RELEASES?
§ Estimated project window: 3 years
§ Expected monthly revenue: 300.000
§ Monthly development cost: 250.000
§ Development months: 12
§ Release cost: 100.000
130.000 90.000 60.000 20.000

10. ROI – TWO RELEASES
130.000 90.000 60.000 20.000
80.000220.000
-4.000
-3.000
-2.000
-1.000
0
1.000
2.000
3.000
4.000
5.000
6.000
7.000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
Thousands
One release Two releases

11. ROI – FOUR RELEASES
130.000 90.000 60.000 20.000
-4.000
-3.000
-2.000
-1.000
0
1.000
2.000
3.000
4.000
5.000
6.000
7.000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
Thousands
One release Two releases Four releases

12. ROI – DROP FINAL RELEASE
130.000 90.000 60.000 20.000
-4.000
-3.000
-2.000
-1.000
0
1.000
2.000
3.000
4.000
5.000
6.000
7.000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
Thousands
One release Two releases Four releases Drop final release

14. DON’T FALL IN LOVE WITH YOU PRODUCT
Google Buzz
Launched: 2010
Discontinued: 2011
Google Wave
Launched: 2010
Discontinued: 2012
Google Answers
Launched: 2003
Discontinued: 2006

15. 15
GET EARLY AND FREQUENT
FEEDBACK FROM
REAL USERS!

16. Welcome
and
expectations
Why Agile
Introduction
to Agile
Introduction
to Scrum
Leadership Next Step Closure
Content

17. AGILE IS TO SCRUM
AS BEER IS TO CARLSBERG

18. THE SPECTRUM OF PROCES COMPLEXITY
Agile
projects
Structured
projects
Chaotic
projects

19. INIVIDUALS &
INTERACTIONS
WORKING SOFTWARE
CUSTOMER
COLLABORATION
RESPONDING TO
CHANGE
PROCESS & TOOLS
COMPREHENSIVE
DOCUMENTATION
CONTRACT
NEGOTIATION
FOLLOWING A PLAN
OVER
OVER
OVER
OVER
THE AGILE MANIFESTO

20. AGILE PRINCIPLES
1. Satisfy the customer through early, continuous delivery
2. Welcome changing requirements, even late
3. Deliver working software frequently
4. Business people and developers collaborate daily
5. Build projects around motivated individuals
6. Convey info via face-to-face conversation
7. Primary progress measure: working software
8. Maintain a constant pace indefinitely
9. Continuously demonstrate technical excellence
10. Simplify; maximize amount of work not done
11. Self-organize
12. Retrospect and tune behavior

21. ACTUAL IMPROVEMENTS FROM IMPLEMENTING AGILE

22. Welcome
and
expectations
Why Agile
Introduction
to Agile
Introduction
to Scrum
Leadership Next Step Closure
Content

23. DEVIDE & CONQUER

24. INSPECT & ADAPT

25. CREATE
TRANSPARENCY
& VISIBILITY

26. BUILD INCREMENTALLY: ACCELERATE VALUE DELIVERY
4 444 :
Documents Documents Unverified System System

27. THE SCRUM PROCESS
Sprint Retrospective
Sprint Review
Sprint
Planning
Product
Backlog
Customer-Ready
Product Increment
Collect feedback
and repeat
Daily Stand-up
Sprint
1-4 weeks

28. PRODUCT BACKLOG – A PRIORITIZED WISH LIST
§ Transparent
§ Specifications are basically just a wish
list… (inventory of “desirements”)
§ Ordered/prioritized by value,
dependencies, risk and estimations
§ Owned and managed
by the Product Owner
§ Estimated and delivered
by the team
Re-prioritized
New request
Refined
request
Big
original
request
Discarded
PRODUCT
BACKLOG

29. SCRUM ROLES
Line Manager supports, team
and removes obstacles for the
WHOLE TEAM.
Objective:
EXCELLENT PLACE TO WORK
Scrum
Team
Product
Owner
Development
Team
Scrum
Master
Objective:
EFFECTIVE
PROCESS
Objective:
BUILD THE
PRODUCT
RIGHT
Objective:
BUILD THE
RIGHT
PRODUCT

30. TEAM DISCUSSING REQUIREMENT

31. THE SCRUM EXECUTIVE LEADERSHIP’S “BILL OF RIGHTS”
A leadership team can reasonably request and expect to receive:
§ The team’s current Velocity
§ How it has been trending over time
§ Includes list of key impediments that must be removed to increase velocity
§ The current estimate of outstanding product backlog items
§ Includes an estimated time to completion using current velocity
§ A rough release plan by feature/epic
§ A financial roadmap for the next year
§ The current level of Technical Debt (bugs, internal projects, and other
overhead) that needs to be completed
§ Includes business case based plan to eliminate technical debt

32. It's not enough that
management commit
themselves to quality &
productivity, they must
know what it is they
must do.
Such a responsibility
cannot be delegated.
- W. Edwards Deming

33. People are already
doing their best;
the problems are with
the system.
Only management can
change the system.
- W. Edwards Deming

34. BARRIERS TO FURTHER AGILE ADOPTION

35. COLLABORATIVE LEADERSHIP BY RICHARD BRANSON
VS.
Believe Power comes from their
Position of Authority
Believe Power is greatest in a
Collaborative Team
Maintain Ownership of Information Openly Share Information and Knowledge
Sometimes Listen to Suggestions
and Ideas from the Team
Encourage Suggestions and Ideas
from their Teams
Deliver the Approved Solution to their Team Facilitate Brainstorming with their Team
Allocate Time and Resources Only when Proven
Necessary
Enable their Team by Allocating Time and
Resources Right Away
Adhere to Specific
Roles and Responsibilities
Allow Roles and Responsibilities to Evolve and
Fluctuate
Fight Fires and Focus on Symptoms Seek to Uncover the Root Causes of Issues
Review Staff Performance Annually According to
Company Policy
Offer Immediate an Ongoing Feedback and
Personal Coaching
COLLABORATIVE LEADERSTRADITIONAL LEADERS

36. TODAY TOMORROW
(Just about…) (More of this…)

37. Project members are
allocated to projects Projects are given
to stable teams

38. THE 2014 WHITE PAPER “THE IMPACT OF AGILE
QUANTIFIED,” BASED ON THE ANALYSIS OF THE
PROCESS AND PERFORMANCE DATA OF NEARLY
10,000 TEAMS, INDICATED THAT
STABLE AGILE TEAMS RESULT IN UP TO
60%HIGHER PRODUCTIVITY.

40. - One plan
- One who plans
We plan
together!

41. Self-
organization

43. “Home”
is in your
department
“Home”
is in the team

44. COMMUNICATION, DIALOGUE, VISIBILITY, PRESENCE
§ You cannot not communicate
§ Silence is also communication
§ Not being present is also communication
§ People need you, your time, and your listening skills
§ Dialogue provides safety and comfort

45. THE FIVE DYSFUNCTIONS OF A TEAM
Absence of
TRUST
Fear of
CONFLICT
Lack of
COMMITMENT
Avoidance of
ACCOUNTABILITY
Inattention to
RESULTS

46. GUIDING AGILE PRINCIPLES
§ Understand together
§ Plan together
§ Execute together
§ Demo together
§ Reflect together

47. NEXT STEP?

48. MARTIN ELLEMANN OLESEN
AGILE LEADERSHIP COACH
MARTIN@UGILIC.DK
(+45) 31 32 40 22
@MEOLESEN
21LEADERSHIP.COM
MAKE THE WORLD A BETTER PLACE
– ONE COMPANY AT A TIME

49. AGILE PLANNING
How to get an idea into a prioritized
list of estimated User Stories?

50. FIND THE RIGHT
BALANCE…
LONG-TERM
VS
SHORT-TERM

51. REASONS FOR RELEASE: SOME ARE BETTER THAN OTHERS
• Something a customer required that will create value for them.Customer Requests
• Changes that take advantage ofan opportunity to gain market
share or grow the market.Market Opportunity
• Made to comply with a legal requirement.Required Release
• Meets agreementto deliver specific functionality to a customer,
prospector partner.Commitments
• Changes to ensure offering matches or exceeds competitors’
capabilities.Competitive Response
• Commitmentto the market to release new features and/or fixes,
driven by a certain schedule.Major Release
• Correction of defects and technical enhancements (refactoring).Maintenance
Better
If a release only consists of items from below the dotted line there is a significantrisk that the ProductOwner and
other stakeholders will loose interestin the release during developments.The release should therefore preferably
include at leastone or two stories from above the red line.

52. Prioritization Estimation
Understanding
The Product Backlog Iceberg
Product
Owner
Sprint 1 Sprint 2 Sprint 3 Sprint 4
Development
team
Release Plan
PLANNING WITH AN ICEBERG

53. ESTIMATE WITH PLANNING POKER
Xxx xxx
Xxxxx xxxx xxxx xxxxx xxxxx xxxxx
xxxxx xxxxxxxxxx xxx xxxxxx xxxx
Xxx xxx
Xxxx
Business valueRisk Estimat
Estimate Prioritize Releases
Withdraw money
Customer withdraw money. Choses
between pre-set amounts or enters
amout.
Withdraw money
Customer
Accounting
Business value Risk Estimate
Transfer money
Xxxx xxxx xxx. Xxxxxx xxxxx xxxx
xxxxxx xx xxxxxx xxxx xxxxxxx
xxxxxx
Transfer money
Kunde
Accounting
Business valueRisk Estimate
Create training course
Xxxx xxxx xxx. Xxxxxx xxxxx xxxx
xxxxxx xx xxxxxx xxxx xxxxxxx
xxxxxx
Business valueRisk Estimate
Xxx xxx
Xxxxx xxxx xxxx xxxxx xxxxx xxxxx
xxxxx xxxxxxxxxx xxx xxxxxx xxxx
Xxx xxx
Xxxx
Business valueRisk Estimate
Product Owner
presents
User Story
Developmentteam
discuss and note
Done/demo bullets
Developmentteam
estimate
1
3
8
Only 1 and 8 are
discussed
Developmentteam
estimate
5
5
5
Product Owner listens and
corrects misunderstandings,
ask questions,
answer questions 5X
Scrum Master
facilitates
Done / Demo
o Xxxx xxx
o Xx xxxxxxxx
o Xxxx xxxxx xx
Done / Demo
o Xxxx xxx
o Xx xxxxxxxx
o Xxxx xxxxx xx
Pick a fairly small and
well known User Story
and set the estimate to
3

54. PRIORITIZE AND ORDER
55
Xxx xxx
Xxxxx xxxx xxxx xxxxx xxxxx xxxxx
xxxxx xxxxxxxxxx xxx xxxxxx xxxx
Xxx xxx
Xxxx
Business valueRisk Estimate
Estimate Prioritize Releases
Withdraw money
Customer withdraw mone
between pre-set amounts
amout.
Withdraw mone
Customer
Business value Risk
Transfer money
Xxxx xxxx xxx. Xxxxxx xxxxx xxxx
xxxxxx xx xxxxxx xxxx xxxxxxx
xxxxxx
Transfer money
Kunde
Accounting
Business valueRisk Estimate
Create training course
Xxxx xxxx xxx. Xxxxxx xxxxx xxxx
xxxxxx xx xxxxxx xxxx xxxxxxx
xxxxxx
Business valueRisk Estimate
Xxx xxx
Xxxxx xxxx xxxx xxxxx xxxxx xxxxx
xxxxx xxxxxxxxxx xxx xxxxxx xxxx
Xxx xxx
Xxxx
Business valueRisk Estimate
Product Owner place cards in order of priority
while they are talking and thinking loud
Developmentteam listens
and ask questions
Scrum Master
facilitates
5X8 13 13
Done / Demo
o Xxxx xxx
Done / Demo
o Xxxx xxx
Done / Demo
o Xxxx xxx
Done / Demo
o Xxxx xxx
Business Value
Risk
Dependencies

55. 3. Plan releases and Dates
56
Xxx xxx
Xxxxx xxxx xxxx xxxxx xxxxx xxxxx
xxxxx xxxxxxxxxx xxx xxxxxx xxxx
Xxx xxx
Xxxx
Business valueRisk Estimate
Estimate Prioritize Releases
Withdraw money
Customer withdraw mone
between pre-set amounts
amout.
Withdraw mone
Customer
Business value Risk
Transfer money
Xxxx xxxx xxx. Xxxxxx xxxxx xxxx
xxxxxx xx xxxxxx xxxx xxxxxxx
xxxxxx
Transfer money
Kunde
Accounting
Business valueRisk Estimate
Create training course
Xxxx xxxx xxx. Xxxxxx xxxxx xxxx
xxxxxx xx xxxxxx xxxx xxxxxxx
xxxxxx
Business valueRisk Estimate
Xxx xxx
Xxxxx xxxx xxxx xxxxx xxxxx xxxxx
xxxxx xxxxxxxxxx xxx xxxxxx xxxx
Xxx xxx
Xxxx
Business valueRisk Estimate
Users listen and ask questions
Developmentteam splits
Stories in sprints
5X8 13 13
Done / Demo
o Xxxx xxx
Done / Demo
o Xxxx xxx
Done / Demo
o Xxxx xxx
Done / Demo
o Xxxx xxx
January February March
Scrum Master
facilitates

56. HW
User interface
OS
…
…
I1 I2 I3
”Minimum viable product”
”Potential releases”
PLAN TO DELIVER IN SLICES
57

57. Early Often
”Minimum viable product”
PLAN TO DELIVER EARLY & OFTEN
58

58. SOME OF THE BENEFITS OF AGILE
Demo of potential
release after each sprint
=
TRANSPARENCY
Fixed length sprints with
frequent deliveries =
PREDICTABILITY