This document provides information about Dr. David F. Rico and his background and work related to lean, agile, and organizational leadership. It includes a summary of his experience and credentials, lists several publications and videos by Dr. Rico on related topics, and discusses some of the challenges organizations face and the need for new approaches to remain competitive. It also briefly covers traditional and emerging models of lean, agile, and leadership. The document aims to establish Dr. Rico as an expert in these fields and provide resources for readers.
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Lean & Agile Organizational Leadership
1. Lean & Agile
Organizational Leadership
Dr. David F. Rico, PMP, CSEP, FCP, FCT, ACP, CSM, SAFE, DEVOPS
Twitter: @dr_david_f_rico
Website: http://www.davidfrico.com
LinkedIn: http://www.linkedin.com/in/davidfrico
Agile Capabilities: http://davidfrico.com/rico-capability-agile.pdf
Agile Cost of Quality: http://www.davidfrico.com/agile-vs-trad-coq.pdf
DevOps Return on Investment (ROI): http://davidfrico.com/rico-devops-roi.pdf
Daveâs NEW Leadership Video: http://www.youtube.com/watch?v=70LRzOk9VGY
Daveâs NEW Business Agility Video: http://www.youtube.com/watch?v=hTvtsAkL8xU
Daveâs NEWER Scaled Agile Framework SAFe 4.5 Video: http://youtu.be/1TAuCRq5a34
Daveâs NEWEST Development Operations Security Video: http://youtu.be/X22kJAvx44A
DoD Fighter Jets versus Amazon Web Services: http://davidfrico.com/dod-agile-principles.pdf
Establishing Vision, Guidance, & Trust
to Unleash Enterprise Competitiveness
2. Author Background
ī¯ Govât contractor with 35+ years of IT experience
ī¯ B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.
ī¯ Large govât projects in U.S., Far/Mid-East, & Europe
2
ī
ī Career systems & software engineering methodologist
ī Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000
ī NASA, USAF, Navy, Army, DISA, & DARPA projects
ī Published seven books & numerous journal articles
ī Intnâl keynote speaker, 200+ talks to 14,600 people
ī Specializes in metrics, models, & cost engineering
ī Cloud Computing, SOA, Web Services, FOSS, etc.
ī Professor at 7 Washington, DC-area universities
5. ī¯ Most of worldâs population connected to Internet
ī¯ Systems must support billions of simultaneous users
ī¯ New approaches are needed to scale to global market
5Kemp, S. (2016). Digital in 2016: We are social's compendium of global digital, social, and mobile data, trends, and statistics. New York, NY: We Are Social, Inc.
ī
Internet Marketplace Challenges
6. 6
Internet of Things Challenges
IoT is an Extinction Level Event
âĸ 25-50B Devices on IOT
âĸ 5-10B Internet Hosts
âĸ 4-8B Mobile Phones
âĸ 2-3B End User Sys
âĸ Mass Business Failure
8. What is Agility?
ī¯ A-gil-i-ty (Ķ-'ji-lĶ-tÄ) Property consisting of quickness,
lightness, and ease of movement; To be very nimble
īŽ The ability to create and respond to change in order to
profit in a turbulent global business environment
īŽ The ability to quickly reprioritize use of resources when
requirements, technology, and knowledge shift
īŽ A very fast response to sudden market changes and
emerging threats by intensive customer interaction
īŽ Use of evolutionary, incremental, and iterative delivery
to converge on an optimal customer solution
īŽ 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.
8
ī ī
9. 9
ī¯ People-centric way to create innovative solutions
ī¯ Product-centric alternative to big work-in-process
ī¯ Market-centric model to maximize business valueī
Hearrell, R. (2015). Building enterprise agility. New York, NY: PricewaterhouseCoopers.
ī
ī
What are Agile Values?
10. 4. PRODUCT & SERVICE AGILITY
Rico, D. F. (2016). Agile businesses: A metamodel of lean and agile organizational strategies. Retrieved March 1, 2016, from http://davidfrico.com
ī¯ Early models based on strategies & operations
ī¯ Evolved into an experimental sense & response
ī¯ Products, organization, & facilities important too
10
ī
Fewer, Smaller,
& Inexpensive
6. IT INFRASTRUCTURE AGILITY
Public Internet
Services Based
1. STRATEGIC AGILITY
Experimental
Sense & Respond
7. ORGANIZATION DESIGN AGILITY
Flat, Networked,
& Holocratic
5. TECHNOLOGY AGILITY
Software-Based
Microservices
8. CAPITAL INFRASTRUCTURE AGILITY
On-Demand
Teleworkers
3. PROCESS AGILITY
Lean, Agile,
& Continuous
BUSINESS
AGILITY
2. CULTURAL AGILITY
Collaborative &
Empowered
Examples of Agile Behaviors?
11. What is Lean?
11
ī ī
ī¯ Lean (lÄn): Property consisting of being thinness,
slimness, and skinniness; To be extremely slender
īŽ A customer-driven product development process that
delivers the maximum amount of business value
īŽ An economical way of planning and managing the
development of complex new products and services
īŽ A product development process that is free of excess
waste, capacity, and non-value adding activities
īŽ Just-enough, just-in-time, and right-sized product
development processes, documentation, and tools
īŽ A product development approach that is ADAPTABLE
TO CHANGE in customer needs and market conditions
Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press.
12. 12
ī¯ Time-centric way to compete on speed & time
ī¯ Customer-centric model to optimize cost & quality
ī¯ Pull-centric alternative to wasteful mass production
Leffingwell, D. (2017). The SAFe house of lean. Retrieved February 19, 2018, from http://www.scaledagileframework.com
ī
What are Lean Values?
Respectfor
People&Culture
Flow
Innovation
Relentless
Improvement
Value
Leadership
13. 13
ī¯ Numerous models of lean organizational behaviors
ī¯ Many of them stem from Womackâs 5 Lean principles
ī¯ Include value, people, flow, value, & esp. LEADERSHIPī
VALUE Respect Flow Innovation Improve Leadership
īˇSustainable
īˇLead Time
īˇQuality
īˇBus. Value
īˇMorale
īˇSafety
īˇDelight
īˇEmployees
īˇInt Customer
īˇExt Customer
īˇEase Burden
īˇTrust
īˇDo First
īˇChange last
īˇOptimize
īˇContinuous
īˇQuality
īˇVariability
īˇNo Delays
īˇMeasure
īˇFeedback
īˇProduce
īˇValidate
īˇGo & See
īˇCreate Time
īˇCreate Space
īˇIntangibles
īˇPivot Fast
īˇReadiness
īˇHolism
īˇVerify
īˇRespond
īˇAnalyze
īˇReflect
īˇTake Action
īˇLean Thought
īˇIntegrated
īˇExample
īˇExpectations
īˇEmpower
īˇCollaborate
īˇServe
Leffingwell, D. (2017). The SAFe house of lean. Retrieved February 19, 2018, from http://www.scaledagileframework.com
Examples of Lean Behaviors?
14. What is Lean & Agile LEADERSHIP?
ī¯ Lead-er-ship (ËlÄdĶr,SHip) Act or instance of leading,
guiding, or coaching; To inspire lean and agile thinking
īŽ Leadership framework for using lean & agile thinking at
the enterprise, portfolio, program, & project levels
īŽ An approach embracing values and principles of lean
thinking, product development flow, & agile methods
īŽ Adaptable framework for collaboration, prioritizing
work, iterative development, & responding to change
īŽ Tools for agile scaling, rigorous and disciplined planning
& architecture, and a sharp focus on product quality
īŽ Maximizes BUSINESS VALUE of organizations, programs,
& projects with lean-agile values, principles, & practices
Leffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education.
14
ī
15. 15
Van Seters, D. A., & Field, R. H. (1990). The evolution of leadership theory. Journal of Organizational Change Management, 3(3), 29â45.
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.
ī¯ Many leadership theories emerged in last 100 years
ī¯ Many believe there is no unified theory of leadership
ī¯ 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
ī
History of TRADITIONAL LEADERSHIP
16. 16
ī¯ Many theories of lean and agile leadership emerging
ī¯ Generous delegation, empowerment, and motivation
ī¯ Leadership has major role in visioning and enabling
AGILE
- 2005 -
EMPLOYEE
- 2009 -
RADICAL
- 2010 -
LEAN
- 2010 -
LEADERSHIP 3.0
- 2011 -
īˇOrganic Teams
īˇGuiding Vision
īˇTransparency
īˇLight Touch
īˇSimple Rules
īˇImprovement
īˇAutonomy
īˇAlignment
īˇTransparency
īˇPurpose
īˇMastery
īˇImprovement
īˇSelf Org. Teams
īˇCommunication
īˇTransparency
īˇIterative Value
īˇDelight Clients
īˇImprovement
īˇTalented Teams
īˇAlignment
īˇSystems View
īˇReliability
īˇExcellence
īˇImprovement
īˇEmpowerment
īˇAlignment
īˇMotivation
īˇScaling
īˇCompetency
īˇImprovement
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 leaderâs 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.
ī
LEAN & AGILE LEADERSHIP Models
17. 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
īˇ Team Vision
īˇ Team Alignment
īˇ Bold Future
īˇ Shared Expectations
Management
īˇ Business Outcomes
īˇ Delineate Scope
īˇ Estimate Effort
īˇ Design Vision Box
īˇ Elevator Statement
Leadership
īˇ Culture of Change
īˇ Value Focus
Management
īˇ Assess Status Quo
īˇ Customize Method
īˇ Release Plan
īˇ Iteration Plans
īˇ Facilitate Design
īˇ Conduct Testing
īˇ Manage Releases
Leadership
īˇ Conduct Standups
īˇ Promote Feedback
īˇ Build Trust
īˇ Facilitate Action
Management
īˇ Team Collocation
īˇ Get Onsite Customer
īˇ Practice Pairing
īˇ Information Radiator
īˇ Map Value Stream
Leadership
īˇ Adapt Style
īˇ Roving Leadership
īˇ Go With Flow
īˇ Work Life Quality
īˇ Build on Strengths
īˇ Gain Commitments
Management
īˇ Decentralize Control
īˇ Pull vs. Push
īˇ Manage Flow
īˇ Use Action Sprints
Leadership
īˇ Embodied Presence
īˇ Embodied Learning
Management
īˇ Daily Feedback
īˇ Monitor/Adapt Rules
īˇ Monitor Practices
īˇ Retrospectives
īˇ Scenario Planning
Organic Teams
Leadership
īˇ Craftsmanship
īˇ Collaboration
īˇ Guiding Coalition
īˇ Community
Management
īˇ Identify Community
īˇ Design Structures
īˇ Get Team Players
īˇ Adaptive Enterprise
17
ī¯ Created by Sanjiv Augustine at CC Pace in 2005
ī¯ Builds agile cultures, mind-sets, & environment
ī¯ Leadership model for managing agile projectsī
18. EMPLOYEE LEADERSHIP Model
ī¯ Created by bestselling author Dan Pink in 2009
ī¯ Integrates & reconciles field of motivation theories
ī¯ People more productive when enjoying themselves
18
Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.
Employee Leadership Model
Purpose
īˇ Vision
īˇ Goal
īˇ Power
īˇ Policy
īˇ Culture
īˇ Rejuvenation
Autonomy
īˇ Accountable
īˇ Control
īˇ Task
īˇ Time
īˇ Team
īˇ Technique
Mastery
īˇ Inquiring
īˇ Flow
īˇ Mindset
īˇ Learning
īˇ Challenge
īˇ Asymptotic
ī
19. RADICAL LEADERSHIP Model
ī¯ Created by bestselling author Steve Denning in 2010
ī¯ Integrates leadership, client focus and agile methods
ī¯ Goal is delighting clients by exceeding expectations
19
Denning, S. (2010). The leaderâs guide to radical management: Reinventing the workplace for the 21st century. San Francisco, CA: John Wiley & Sons.
Radical Leadership Model
Delighting
Clients
īˇIdentify clients
īˇTacit desires
īˇSimplicity
īˇOffer less
īˇExploration
īˇPeople focus
īˇMeet clients
Self Org.
Teams
īˇPurpose
īˇCommunicate
īˇEmpowerment
īˇTailor oversight
īˇRecognition
īˇRemuneration
īˇConsistency
Client Driven
Iterations
īˇClient focus
īˇPrioritize
īˇClient value
īˇInvolvement
īˇSimplicity
īˇValidate
īˇImprove
Delivering
Value
īˇTeam focus
īˇPreparation
īˇEstimation
īˇSmall batches
īˇEmpowerment
īˇCommunicate
īˇSustainability
Radical
Transparency
īˇClient interface
īˇDaily contact
īˇRetrospectives
īˇImprovement
īˇRadiators
īˇImpediments
īˇGo-and-see
Continuous
Improvement
īˇLine-of-sight
īˇSuccess
īˇAlignment
īˇRoot causes
īˇMake changes
īˇGet feedback
īˇInfo. sharing
Interactively
Communicate
īˇStorytelling
īˇCapture stories
īˇFocus teams
īˇStimulation
īˇSucc. Stories
īˇListen
īˇRecognition
ī
20. LEAN LEADERSHIP Model
ī¯ Created by Mary & Tom Poppendieck in 2010
ī¯ Integrates leadership, lean thinking & agile methods
ī¯ Goal is a customer-driven pull-system for leadership
20
Poppendieck, M, & Poppendieck, T. (2010). Leading lean software development: Results are not the point. Boston, MA: Pearson Education.
Lean Leadership Model
SYSTEMS
THINKING
īˇ Customer
Focus
īˇ System
Capability
īˇ End-to-End
Flow
īˇ Policy-Driven
Waste
TECHNICAL
EXCELLENCE
īˇ Essential
Complexity
īˇ Quality by
Construction
īˇ Evolutionary
Development
īˇ Deep Expertise
RELIABLE
DELIVERY
īˇ Proven
Experience
īˇ Level Workflow
īˇ Pull Scheduling
īˇ Adaptive
Control
RELENTLESS
IMPROVEMENT
īˇ Visualize
Perfection
īˇ Establish a
Baseline
īˇ Expose
Problems
īˇ Learn to
Improve
GREAT
PEOPLE
īˇ Knowledge
Workers
īˇ Norm of
Reciprocity
īˇ Mutual
Respect
īˇ Pride of
Workmanship
ALIGNED
LEADERS
īˇ Theory to
Practice
īˇ Governance
īˇ Alignment
īˇ Sustainability
ī
21. LEADERSHIP 3.0 Model
ī¯ Created by Jurgen Appelo in 2011 (Netherlands)
ī¯ Integrative model for agile organizational leadership
ī¯ Focus on motivation, teamwork, purpose, & mastery
21
Appelo, J. (2011). Management 3.0: Leading agile developers and developing agile leaders. Boston, MA: Pearson Education.
Leadership 3.0 Model
ENERGIZE
PEOPLE
īˇ Manage Creativity
īˇ Motivate People
īˇ Intrinsic Rewards
īˇ Team Diversity
īˇ Prof. Personality
īˇ Team Values
īˇ No Door Policy
EMPOWER
TEAMS
īˇ Reduce Fear
īˇ Maturity Models
īˇ Authority Level
īˇ Assign to Teams
īˇ Practice Patience
īˇ Massage Env.
īˇ Trust & Respect
ALIGN
CONSTRAINTS
īˇ Shared Goal
īˇ Communication
īˇ Goal Autonomy
īˇ Leadership Angle
īˇ Protect People
īˇ Constrain Quality
īˇ Social Contract
DEVELOP
COMPETENCE
īˇ Optimize Whole
īˇ Coach & Mentor
īˇ Social Pressure
īˇ Adaptable Tools
īˇ 360ī° Meetings
īˇ Grow Standards
īˇ Work the System
GROW
STRUCTURE
īˇ Develop Leaders
īˇ Select Teams
īˇ Org. Style
īˇ Value Units
īˇ Teams & Layers
īˇ Hybrid Org.
īˇ Transparency
IMPROVE
EVERYTHING
īˇ Improvement
īˇ Transition Team
īˇ Change Env.
īˇ Change Desire.
īˇ Ext. Feedback
īˇ Tailor Changes
īˇ Retrospectives
ī
22. 22
CHANGE LEADERSHIP DESCRIPTOR
â Major Tasks
ī Vision
ī Management
ī Empowerment
ī Diplomacy
ī Feedback
ī Entrepreneurialism
â Personal Characteristics
ī Style
ī Energy
ī Multicultural
EMOTIONAL QUOTIENT INVENTORY
â Intrapersonal
ī Assertiveness
ī Independence
â Interpersonal
ī Empathy
ī Social Responsibility
â Adaptability
ī Flexibility
ī Problem Solving
â Stress Management
ī Stress Tolerance
ī Impulse Control
â General Mood
ī Optimism
ī Happiness
LEADERSHIP VERSATILITY INDEX
â Forceful
ī Take Charge
ī Decisive (Declares)
ī Demanding (Pushes)
â Enabling
ī Empowering (Empowers)
ī Participative (Supports)
ī Encouraging (Listens)
â Strategic
ī Direction
ī Expansion (Growth)
ī Innovation
â Operational
ī Execution
ī Efficiency
ī Order
HOGAN 360 LEADERSHIP MODEL
â Self Management
ī Integrity
ī Resilience
ī Communication
â Relationship Management
ī People Skills
ī Team Player
ī Customer
â Working in Business
ī Capability
ī Efficiency
ī Results
â Working on Business
ī Strategy
ī Motivation
ī Innovation
TRAIT EMOTIONAL INTELLIGENCE
â Emotionality
ī Empathy
ī Relationships
ī Emotional Expression
ī Emotional Perception
â Self Control
ī Emotional Regulation
ī Impulsiveness
ī Stress Management
â Well Being
ī Optimism
ī Happiness
ī Self Esteem
â Sociability
ī Social Awareness
ī Assertiveness
ī Emotion Management
LEADERSHIP ASSESSMENT INDEX
â Leadership Competency
ī Focused Drive
ī Emotional Intelligence
ī Trusted Influence
ī Conceptual Thinking
ī Systems Thinking
â Leadership Skill
ī Strategic Thinking
ī Comm & Negotiations
ī Leading Change/Teams
ī Coaching/Mentoring
ī Problem Solving
â Leadership Responsibility
ī Visioning
ī Inclusivity
ī Culture
ī Innovation
ī Results
EMOTIONAL QUOTIENT 360
â Self Perception
ī Self Regard
ī Self Actualization
ī Emotional Self Awareness
â Interpersonal
ī Interpersonal Relationships
ī Empathy
ī Social Responsibility
â Decision Making
ī Problem Solving
ī Reality Testing
ī Impulse Control
â Self Expression
ī Emotional Expression
ī Assertiveness
ī Independence
â Stress Management
ī Flexibility
ī Stress Tolerance
ī Optimism
WORK PERSONALITY INDEX
â Achievement Orientation
ī Ambition
ī Initiative
ī Flexibility
ī Energy
ī Leadership
â Conscientiousness
ī Persistence
ī Attention to detail
ī Rule Following
ī Dependability
â Social Orientation
ī Teamwork
ī Concern for Others
ī Outgoing
ī Democratic
â Practical Intelligence
ī Innovation
ī Analytical Thinking
â Adjustment
ī Self-Control
ī Stress Tolerance
CALIFORNIA PSYCH INV 260
â Dealing with Others
ī Dominance/Status
ī Sociability
ī Self Acceptance
ī Empathy
â Self Management
ī Responsibility
ī Socialization
ī Self Control
ī Good Impression
â Motivation & Cognition
ī Conformism
ī Independence
ī Conceptual Fluency
â Personal Related
ī Insightfulness
ī Flexibility
ī Sensitivity
â Work Related
ī Managerial
ī Reliability
ī Creativity
ī Leadership
OPM LEADERSHIP 360
â Fundamental
ī Interpersonal
ī Communication
ī Learning/Service
â Leading Change
ī Innovation
ī Flexibility
ī Strategic/Vision
â Leading People
ī Conflict
ī Diversity
ī Teamwork
â Results Driven
ī Customer Service
ī Decisiveness
ī Problem Solving
â Business Acumen
ī Financial
ī Human Capital
ī Technology
â Coalitions
ī Partnering
ī Political
ī Influencing
FUND INTER REL ORIENT BEH
â Expressed Inclusion
ī Conversation
ī Involve/Recognize
ī Include/Help
â Expressed Control
ī Assume Authority
ī Competitive Stance
ī Lead/Influence
â Expressed Affection
ī Reassure/Concern
ī Trust Others
ī Coach Others
â Wanted Inclusion
ī Visible/Involvement
ī Clothing/Workspace
ī Seek Recognition
â Wanted Control
ī Seek Help/Direction
ī Defer Opinions
ī Raise Issues
â Wanted Affection
ī Flexible
ī Listen/Open
ī Share/Give
LEAD PRACTICES INVENTORY 360
â Model Way
ī Sets Example
ī Invests Time
ī Follow Through
ī Build Consensus
â Inspire Vision
ī Compelling Case
ī Exciting Appeals
ī Common Vision
ī Genuine Conviction
â Challenge Process
ī Seeks Challenge
ī Outside Ideas
ī Lessons Learned
ī Experiments & Risks
â Enable Others
ī Cooperate
ī Actively Listen
ī Dignity & Respect
ī Support Decisions
â Encourage Heart
ī Praise Others
ī Express Confidence
ī Give Recognition
ī Celebrate Others
Keyser, J. (2014). What can we gain froma a 360 leadership assessment. Retrieved, September 27, 2017, from http://www.td.org
Vanek, C. (2016). The complete guide to running 360 degree reviews. Retrieved September 27, 2017, from http://www.surveygizmo.com
Tirona, M., & Gislason, M. (2011). The good, bad, and ugly of 360 evaluations, Retrieved September 27, 2017, from http://nonprofitquarterly.org
360 DEGREE LEADERSHIP Models
23. Rico, D. F. (2011). The necessity of new contract models for agile project management. Fairfax, VA: Gantthead.Com.
Rico, D. F. (2013). Agile vs. traditional contract manifesto. Retrieved March 28, 2013 from http://www.davidfrico.com
23
Dynamic Value Performance Based Target Cost Optional Scope Collaborative
īŧ Business & Mission Value OVER Scope, Processes, & Deliverables
īŧ Personal Interactions OVER Contract, Auditor, & Legal Interactions
īŧ Conversations and Consensus OVER Contract Negotiations & Control
īŧ Collaboration & Co-Dependency OVER Methodology & Adversarialism
īŧ Exploration, Evolution, & Emergence OVER Forecasting & Control
īŧ Early Continuous Quality Solutions OVER Late, Long-Term Deliveries
īŧ Entrepreneurialism & Openness OVER Compliance & Self-Interest
īŧ Personnel Delight, Happiness, & Joy OVER Policies & Governance
īŧ Cross-Functionalism, Talent, & Flexibility OVER Rigid Specialization
ī¯ Communication, cooperation, and interaction key
ī¯ Shared responsibility vs. blame and adversarialism
ī¯ Needs greater focus on collaboration vs. legal terms
Lean & Agile Contract Values
24. TO SELL IS HUMAN
īˇ Reduce Your Power
īˇ Take Their Perspective
īˇ Use Strategic Mimicry
īˇ Use Interrogative Self-Talk
īˇ Opt. Positivity Ratios
īˇ Offer Explanatory Style
īˇ Find the Right Problem
īˇ Find Your Frames
īˇ Find an Easy Path
ATTUNEMENT
BUOYANCY
CLARITY
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.
ī¯ Change, no matter how small or large, is difficult
ī¯ Smaller focused changes help to cross the chasm
ī¯ Simplifying, motivating, and validation key factors
24
ī
SWITCH
īˇ Follow the bright spots
īˇ Script the critical moves
īˇ Point to the destination
īˇ Find the feeling
īˇ Shrink the change
īˇ Grow your people
īˇ Tweak the environment
īˇ Build habits
īˇ Rally the herd
DIRECT THE RIDER
MOTIVATE ELEPHANT
SHAPE PATH
INFLUENCER
īˇ Create new experiences
īˇ Create new motives
īˇ Perfect complex skills
īˇ Build emotional skills
īˇ Recruit public figures
īˇ Recruit influential leaders
īˇ Utilize teamwork
īˇ Power of social capital
īˇ Use incentives wisely
īˇ Use punishment sparingly
īˇ Make it easy
īˇ Make it unavoidable
MAKE IT DESIRABLE
SURPASS YOUR LIMITS
USE PEER PRESSURE
STRENGTH IN NUMBERS
DESIGN REWARDS
CHANGE ENVIRONMENT
DRIVE
PURPOSE
AUTONOMY
MASTERY
īˇ Purpose-profit equality
īˇ Business& societal benefit
īˇ Share control of profits
īˇ Delegate implementation
īˇ Culture & goal alignment
īˇ Remake society-globe
īˇ Accountable to someone
īˇ Self-select work tasks
īˇ Self-directed work tasks
īˇ Self-selected timelines
īˇ Self-selected teams
īˇ Self-selected implement.
īˇ Experiment & innovate
īˇ Align tasks to abilities
īˇ Continuously improve
īˇ Learning over profits
īˇ Create challenging tasks
īˇ Set high expectations
DECISIVE
COMMON ERRORS
īˇ Narrow framing
īˇ Confirmation bias
īˇ Short term emotion
īˇ Over confidence
WIDEN OPTIONS
īˇ Avoid a narrow frame
īˇ Multi-track
īˇ Find out who solved it
TEST ASSUMPTIONS
īˇ Consider the opposite
īˇ Zoom out & zoom in
īˇ Ooch
ATTAIN DISTANCE
īˇ Overcome emotion
īˇ Gather & shift perspective
īˇ Self-directed work tasks
PREPARE TO BE WRONG
īˇ Bookend the future
īˇ Set a tripwire
īˇ Trust the process
Lean & Agile Change Models
25. 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 25
Personal Project Enterprise
âĸ Don't Be a Know-it-All
âĸ Be Open & Willing to Learn
âĸ Treat People Respectfully
âĸ Be Gracious, Humble, & Kind
âĸ Listen & Be Slow-to-Speak
âĸ Be Patient & Longsuffering
âĸ Be Objective & Dispassionate
âĸ Don't Micromanage & Direct
âĸ Exhibit Maturity & Composure
âĸ Don't Escalate or Exacerbate
âĸ Don't Gossip or be Negative
âĸ Delegate, Empower, & Trust
âĸ Gently Coach, Guide, & Lead
âĸ Customer Communication
âĸ Product Visioning
âĸ Distribution Strategy
âĸ Team Development
âĸ Standards & Practices
âĸ Telecom Infrastructure
âĸ Development Tools
âĸ High-Context Meetings
âĸ Coordination & Governance
âĸ F2F Communications
âĸ Consensus Based Decisions
âĸ Performance Management
âĸ Personal Development
âĸ Business Value vs. Scope
âĸ Interactions vs. Contracts
âĸ Relationship vs. Regulation
âĸ Conversation vs. Negotiation
âĸ Consensus vs. Dictatorship
âĸ Collaboration vs. Control
âĸ Openness vs. Adversarialism
âĸ Exploration vs. Planning
âĸ Incremental vs. All Inclusive
âĸ Entrepreneurial vs. Managerial
âĸ Creativity vs. Constraints
âĸ Satisfaction vs. Compliance
âĸ Quality vs. Quantity
ī¯ Power & authority delegated to the lowest level
ī¯ Tap into the creative nuclear power of teamâs talent
ī¯ Coaching, communication, and relationships key skillsī
Other Leadership Considerations
26. 26
ī¯ Portfolio. Subportfolio, program, project, operations
ī¯ Portfolio Mgt. Manage these to achieve strategic obj.
ī¯ Objectives. Includes efficiency, effectiveness, & valueī
Traditional PORTFOLIO MANAGEMENT
VISION
MISSION
STRATEGY & OBJECTIVES
PORTFOLIO MANAGEMENT
OPERATIONS PROGRAMS & PROJECTS
ORGANIZATIONAL RESOURCES
Skrabak, J. L. (2013). The standard for portfolio management (Third Edition). Newtown Square: PA: Project Management Institute.
27. Large
Solution
Program
27
ī¯ Proven, public well-defined F/W for scaling Lean-Agile
ī¯ Synchronizes alignment, collaboration, and deliveries
ī¯ Quality, execution, alignment, & transparency focus
ī
ī
ī
ī
Leffingwell, D. (2017). Scaled agile framework (SAFe). Retrieved July 4, 2017 from http://www.scaledagileframework.com
Portfolio
Team
Lean & Agile PORTFOLIO MANAGEMENT
28. ī
ī¯ Scrum created to address Agile team mgt.
ī¯ SAFe created to address Agile program mgt.
ī¯ PfMp created to address Portfolio management
28Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.
ī
Large
Solution
Program
Portfolio
Team
SCALED AGILE
FRAMEWORK
PMI PFMP
SCRUM
Trad. vs. Lean & Agile PORTFOLIOS
29. Lean & Agile GOLDILOCKS Zone
29
ī¯ Traditional project management is scope-based
ī¯ Agile project management is primarily time-based
ī¯ Batchsize, capacity, & time key to market responseī
Rico, D. F. (2017). Lean triangle: Triple constraints. Retrieved December 17, 2017, from http://davidfrico.com/lean-triangle.pdf
Sylvester, T. (2013). Waterfall, agile, and the triple constraint. Retrieved December 16, 2017, from http://tom-sylvester.com/lean-agile/waterfall-agile-the-triple-constraint
Pound, E. S., Bell, J. H., Spearman, M. L. (2014). Factory physics: How leaders improve performance in a post-lean six sigma world. New York, NY: McGraw-Hill Education.
WATERFALL LEANAGILE
Scope
Cost Time
CostTime
Scope
Batchsize
Capacity Time
Scope Drives
Resources
Batchsize Drives
Lead/Cycle Time
Time Drives
Scope
RESOURCE
PERFORMANCE
BUSINESS
VALUE
MARKET
RESPONSE
CONSTRAINTS
ESTIMATES
30. 30
ī¯ Late big bang integration increases WIP backlog
ī¯ Agile testing early and often reduces WIP backlog
ī¯ CI/CD/DevOps lower WIP, Cycle Time, & Lead Time
Nightingale, C. (2015). Seven lean metrics to improve flow. Franklin, TN: LeanKit.
ī
KANBAN BOARD CUMULATIVE FLOW DIAGRAM
LEAD TIME & CYCLE TIME PUTTING IT ALL TOGETHER
Lean & Agile Basic Measures
32. 32Kim, G., Debois, P., Willis, J., & Humble, J. The devops handbook: How to create world-class agility, reliability, and security
in technology organizations. Portland, OR: IT Revolution Press.
ī
ī ī
ī
ī
ī¯ Everything begins with lean & agile principles
ī¯ Next step is smaller portfolio & simpler designs
ī¯ Final step is modular interfaces & E2E automation
ī
ī
ī
ī
Lean & Agile Success Factors
33. ī¯ Recent U.S. study on desired leadership attributes
ī¯ Rank ordered desired vs. actual leadership qualities
ī¯ Focus on listening skill, respect, appreciation, & value
33
Henson, V. (2016). Dale carnegie training: Global leadership study. New York, NY: Dale Carnegie Training.
ī
GLOBAL LEADERSHIP Study
34. ī¯ Also compared traditional vs. contemporary attributes
ī¯ Older ones based on traditional project management
ī¯ Todayâs leaders encourage, appreciate, and praise
34
ī
GLOBAL LEADERSHIP Study â Contâd
Henson, V. (2016). Dale carnegie training: Global leadership study. New York, NY: Dale Carnegie Training.
35. 35
Langley, M. A. (2014). High-cost of low performance: Pulse of the profession (a snapshot). Newtown Square, PA: Project Management Institute.
Leadership Performance
36. Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation
and adaptability and its effect on financial performance. Stamford, CT: BTM Corporation.
36
ī¯ Study of 15 agile vs. non-agile Fortune 500 firms
ī¯ Based on models to measure organizational agility
ī¯ Agile firms out perform non agile firms by up to 36%
Leadership Business Benefits
ī
37. Suhy, S. (2014). Has the U.S. government moved to agile without telling anyone? Retrieved April 24, 2015, from http://agileingov.com
Porter, M. E., & Schwab, K. (2008). The global competitiveness report: 2008 to 2009. Geneva, Switzerland: World Economic Forum. 37
ī¯ U.S. govât agile jobs grew by 13,000% from 2006-2013
ī¯ Adoption is higher in U.S. DoD than Civilian Agencies
ī¯ GDP of countries with high adoption rates is greaterī
High
Low
Low HighAGILITY
COMPETITIVENESS
GOVERNMENT AGILE JOB GROWTH
PERCENTAGE
13,000%
0
2006 2013YEARS
GOVERNMENT COMPETITIVENESS
Leadership National Benefits
38. ī¯ 21st century leadership is about empowerment vs. ctrl
ī¯ Flatter organizations of talented self-organizing teams
ī¯ Lean-agile ideas to constantly adapt to market needs
38
īˇ FLATTER - Develop flatter enterprises, organizations, agencies, non-profits, firms, etc.
īˇ BOTTOMS UP - Deploy bottoms up visioning, missioning, strategic/tactical planning, etc.
īˇ VISIONING - Continuously proliferate jointly developed visions, missions, strategies, etc.
īˇ DELEGATE - Delegate authority and responsibility to lowest operational level possible.
īˇ LEAN THINKING - Promote small batch sizes, low work in process (WIP), Kanban, etc.
īˇ ADAPTABILITY - Continuously sense and respond to ever changing market needs.
īˇ MICRO THINKING - Use small throwaway micro batches, products, services, timelines, etc.
īˇ FLEXIBILITY - Use flexible and inexpensive processes, products, suppliers, services, etc.
īˇ EMERGENCE - Allow business, product, and service offerings to evolve, emerge, grow, etc.
īˇ SELF ORGANIZATION - Develop loose coalitions of inter-networked teams vs. hierarchies.
īˇ CONVERSATIONS - Foster open, informal communications, dialogues, conversations, etc.
īˇ BALANCE - Strike a balance between organizational commitments and creative pursuits.
īˇ AGILITY - Find balance of flexibility and discipline for creative, high-quality solutions.
īˇ IMPROVEMENT - Create a culture of continuous improvement, learning, perfection, etc.
īˇ MASTERY - Foster an environment of learning, education, self-mastery, perfection, etc.
īˇ COLLABORATION - Integrate market, customer, and voice, feedback, participation, etc.
ī
ī
Lean & Agile Leadership Summary