Tools for Agile Leaders Strategy, Portfolio Management, and Collaboration

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L e a d i n g C h a n g e T h r o u g h C o
l l a b o r a t i o n
Tools for Agile Leaders Strategy, Portfolio
Management, and Collaboration
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L e a d i n g C h a n g e T h r o u g h C o
l l a b o r a t i o n
Pollyanna Pixton President, Evolutionary
Systems Director Institute of Collaborative
Leadership
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Agenda

• Leadership Models
• Strategy
• Portfolio Management
• Collaboration
• Agile Leadership
• Example

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Agile Leadership Challenges
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Leadership Challenges

• Its no longer enough to respond to change
• today organizations must lead change
• or be left behind.
• - Pollyanna Pixton

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Leadership Challenges

• Lead Change
• Deliver the Right Product
• Get More Done by Doing Less
• Meet Customers Changing Needs

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Leadership Challenges

• The way you will thrive in this environment is
  by innovating innovating in technologies,
  innovating strategies, innovating business
  models.
• - IBM CEO Samuel J. Palmisano
  BusinessWeek,
  April 24, 2006

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Project Statistics

Standish Group Study, reported by CEO Jim
Johnson, CIO.com, How to Spot a Failing Project
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Features and Functions

Always or Often Used 20
Always 7
Often 13
Never Used 45
Sometimes 16
Rarely Used 19
Never or Rarely Used 64
Standish Group Study, reported by CEO Jim
Johnson, XP2002
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Agile Leaders Must

• Deliver Business Value
• Increase Productivity
• Lead Change
• Find Solutions
• Innovate

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How Do We Lead Agile?
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Leadership Models

• Agile Leadership
• Embraces or Creates Change
• Collaborates and Gives Ownership
• Influential
• Fosters New Ideas

• Non-Agile
• Controls or Responds To Change
• Authoritarian with Leader Deciding
• Bureaucratic
• Knows the Answers

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Leadership Models

Strategy
Collaboration
Cultivate Innovation
EmbraceChange
Decisions
Real Options
Delivery
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Leadership Models

Strategy
Collaboration
Cultivate Innovation
EmbraceChange
Decisions
Real Options
Delivery
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Strategic IntentEveryone inline with company
goals

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Strategy

• Traditional Strategic Planning Starts at the
  Top and Cascades Down
• Can be IncompleteFor Project teams and Daily
  Decisions

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Strategic Development

Mission
Vision
Values
Strategic
Strategic Intent Strategy Purpose
Long-Range Goals
SCO / 5Q
Annual Objectives
Action Plans (what, who, when)
Tactical
Individual Business Objectives
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Strategic Development

Mission
Vision
Values
Strategic Intent Strategy Purpose
Strategic
Long-Range Goals
Start Here
SCO / 5Q
Annual Objectives
Action Plans (what, who, when)
Tactical
Individual Business Objectives
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Purpose-Based Alignment

High
Innovate
Do We Take This On?
Market Differentiating
Achieve and Maintain Parity
Who Cares?
Low
High
Low
Mission Critical
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Purpose-Based Alignment

High
Intellectual Capital
Partner
Market Differentiating
Dont Do More Than Others
Dont Do It
Low
High
Low
Mission Critical
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Strategic Intent

Competitive Position
Cost
Differentiation
Cost Leadership
Product Leadership
Broad
Strategic Scope
Best Customer Solution
Narrow
What is Your Company ?
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What on your billboard?
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Strategy

• Decision Filters
• To make daily decisions
• Schedule projects
• Which features to develop

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Strategy

• The Five Questions
• Whom do we serve and what do they want and need
  most?
• What do we provide to help them?
• What is the best way to provide this?
• How do we know we are succeeding?
• How should we organize to deliver?

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Find the Gaps

• Where you are and where you want to be

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Example Split Payments

• eCommerce and catalog order management system
  supported split payments?
• Split what? Pay with a combination of credit
  cards (as many as you want).
• Required a significant customization. Are split
  payments differentiating or parity?

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Split Payments

• Differentiating includes product selection and
  customer service. Therefore differentiating.
• Not so fast, if differentiating,
• Lets advertise!
• Treat exceptions like exceptions.
• Inelegantly handled with standard functionality.

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Getting Started

Make Better Decisions!
Distill to simple questions
Define the decision criteria

• Example Questions
• Will this lower lifetime cost?
• Will this make us the low cost airline?

Present the Model
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Example (Real Life)

• Software for financial document management
• Initial project plan included development of over
  3000 function points.
• Filtering functionality through the model yielded
  about 350 Differentiating function points.
• Company revised the plan to make these 350 even
  better and simplify the rest.
• Result Better product in half the time and 60
  of the original cost.

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Implement and Review

• Unleashing Innovation

The answers are in your organization.
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Leadership Models

Strategy
Collaboration
Cultivate Innovation
EmbraceChange
Decisions
Real Options
Delivery
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Collaboration
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Project Management

• How Do We Deliver?

None of us are as smart as all of us. - Japanese
Proverb
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Leading Agile

• Collaboration Model
• Collaboration Process

Collaboration Tools
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Project Management

• Quality Management

Create an Open Environment
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Open Environment

• What Kind of Environment Do We Need To
• Foster creativity and innovation?
• Encourage ideas?
• Create team ownership and commitment?
• Implement mission critical and differentiation
  ideas?
• What Is an Open Environment?

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• Make Sure Everyone Has What They Need to Succeed

Great Environments
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Create a Culture of Trust

• Leadership Influence

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Project Management
Remove Debilitating Fear

• Dependency Management

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Project Management

• Remove Obstacles

Team Based Measurements
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Team Based Measurements

• People Do What They are Measured By
• Measure Results, Not Time Spent
• Let Team Evaluate Each Other

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Project Management

• Change Management

Build Team Confidence
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Unleashing Innovation

• Collaboration Model

Short Iterations
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Collaboration Model

• Convene the Right People From the Entire
  Enterprise!
• Customers
• Marketing
• Sales
• Finance
• Technology
• Manufacturing
• Stakeholders

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Collaboration Model

• Foster
• Creativity
• Innovation
• via
• Collaboration Process

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Collaboration Model

• Stand back,
• Let
• Them
• Work.

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Unleashing Innovation

• Collaboration Process

Collaboration Process
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Collaboration Process

• 1. Agree to
• Goals
• Objectives
• Purpose

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Collaboration Process

• 2. Brainstorm
• 3. Group
• 4. Prioritize
• Based on Business Value

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Collaboration Process

• 5. Individuals
• Volunteer
• For What
• And
• By When

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Leading Collaboration
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Collaborative Leadership
The Right People
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The Right People

• Hire and promote
• First on the basis of integrity
• Second, motivation
• Third, capacity
• Fourth, understanding
• Fifth, knowledge
• Last and least, experience
• - Dee Hock, CEO Emeritus VISA International

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The Right People

• Authenticity
• Attitude
• Intelligence
• Talent

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The Right People

Passionate About
Best At
Organizational Fit
All team members operate within the intersection
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Get the right people on the bus in the right
seats.
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Get the wrong people off the bus.
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Project Management
Trust First !

• Risk Management

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Leading Collaboration

• They tell you
• what needs
• to happen
• for success
• and results.

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Leading Collaboration

• Step Aside,
• Let
• Them
• Work!

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Leading Collaboration

• Leadership Tipping Point
• When to lead
• When to step back
• Where is your Tipping Point?
• How can you step up and still be collaborative?

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Leading Collaboration

• How Do
• You
• Step
• Back?

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Leading Collaboration

• When Should a
• Leader
• Step Up?

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Leading Collaboration

• Step Up
• Step Back?
• Test for Success
• Ask Questions

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Leadership Role

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Definitions
Remove Obstacles
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Leading Collaboration

• Ricardo Semler, CEO of Semco, believes that all
  people desire to achieve excellence and that
  autocracy dampens peoples creativity and
  motivation.
• - The Seven-Day Weekend

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Leading Collaboration

• Free Team to Question, Analyze and Investigate

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Leading Collaboration

• The Opposite of Control is Discovery

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Leadership Role

• Influence Not Authority

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Keep the Purpose Alive
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Leadership Role

• Operate With
• Total
• Transparency

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Leadership Role

• Fix Processes
• Not People

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Leadership Role

• No Such Thing
• As
• Constructive
• Criticism

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Leadership Role

• Feedback
• That Honors
• The
• Relationship

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Leadership Role

• Fail Early Fail Fast

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Project Management
Communicate!

• Focus, Communication, and Expectation Management

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Communication

• Collaborative
• Communication
• Teams Collaborate
• On All Decisions
• And
• Solutions

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Communication

• Organizations change in the directionin which
  they inquire.
• Inquire.
• Question.
• Listen.

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Expect Success Accept Mistakes

• Protect Team Boundaries

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Project Management
Keep Focus Through Questions

• Focus, Communication, and Expectation Management

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Leadership Role

• Take the
• Fun
• Out of
• Being
• Dysfunctional

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Choice
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Choice

• Let Individuals Choose How
• Let Teams Decide
• On success measurements
• How to hold each other accountable
• Self-evaluations and what to share with
  leadership

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Content
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Create Meaningful Work
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• Create a Place Where People Want to Be Not Have
  to Be

Great Leadership
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Leadership Models

Strategy
Collaboration
Cultivate Innovation
EmbraceChange
Decisions
Real Options
Delivery
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Projects
Balancing Project Portfolios Doing the Right
Things Right

• Why Projects Are Different

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Project Differences

High
Bulls
Colts
Simple, young projects.
Agility to handle uncertainty
Process definition to cope with complexity
Need agility
Tight Teams
Skunks
Uncertainty
Cows
laissez faire
Complex, mature market
Dogs
Need defined interfaces
Dogs
Low
Low
High
Project Complexity
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Partitioning

Colt Project
Bull Program
Dog Project
Cow Project
Remember Loose Coupling and Strong Cohesion
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Project Complexity

• Team size
• Mission criticality
• Team location
• Team capacity
• Domain knowledge gaps
• Dependencies

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Project Uncertainty

• Market Uncertainty
• Technical Uncertainty
• Project Duration
• Dependents

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Reduce Uncertainty or Complexity

Uncertainty Complexity

Opportunities to Reduce Uncertainty Use proven technologies Reduce project duration Opportunities to Reduce Complexity Collocate the team Break project into sub-projects
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Leadership Development

People
Business
Technology
Process
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Leadership Development
People Process Technology Business
Read Read Read Read
Read Read Write Write
Write Write Read Read
Master Write Write Write

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Case Study

• FFKR Architects

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Case Study Issues

• Reached Capacity
• Continue Growth Rate
• Need Succession Plan
• Tight Employment Market
• Need Improved Project Throughput

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Case Study

• Entry Point
• Strategic Planning
• SuccessionPlanning

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Case Study Before

High
- Excellence gt One of Principals -
Customer Service - Reputation - Diversity of
Design
Market Differentiating
- Project Management - Tracking Tools - IT
Tools - Project Support
Overtime Control
Low
High
Low
Mission Critical
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Strategic Planning Qs

• Whats the Prize?
• Whats Getting in the Way?
• How to increase business?
• How to increase through put?
• How to find and train new leadership?

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Case Study Collaboration

• Team Meetings
• Whats an Open Environment?
• Whats Working?
• Whats Not Working?
• How Can You Fix Whats Not Working?

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Case Study Outcomes

• Whats Not Working
• Focus on Design Excellence
• Compensation
• Training
• Leadership
• Time
• Quality
• Empowerment

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Case Study Outcomes

• Form Collaborative Teams
• Add Client from start to finish
• Add Contractor Consultant as well
• Expected Improvements
• 20-60 decrease in costs
• 75-100 increase in customer satisfaction

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Project Differences

High
Bulls
Colts
Simple, young projects.
Agility to handle uncertainty
Process definition to cope with complexity
Need agility
Tight Teams
Skunks
Uncertainty
Cows
laissez faire
Complex, mature market
Dogs
Need defined interfaces
Dogs
Low
Low
High
Project Complexity
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Case Study

• You want to be leaders and youre acting like
  mice.

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Case Study After

High
- Excellence Design - Design Process - Customer
Service - Reputation - Hiring Process - Personnel
Dept.
Market Differentiating
- Project Management - Tracking Tools - IT
Tools - Project Support
Overtime Control
Low
High
Low
Mission Critical
108
Case Study

• Outcomes
• 90 increase in revenues in one year
• 35 increase in resources
• Customers notice a difference, positively

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Summary

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Leadership Models

Strategy
Collaboration
Cultivate Innovation
EmbraceChange
Decisions
Real Options
Delivery
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Purpose-Based Alignment

High
Innovate
Do We Take This On?
Market Differentiating
Achieve and Maintain Parity
Who Cares?
Low
High
Low
Mission Critical
112
Collaboration Model

• Open Environment
• Right People
• Foster Innovation Collaboration Process
• Step Aside

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Collaboration Process

• Agree to Goal
• Brainstorm
• Group
• Prioritize
• Individuals volunteer and by when

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Leadership Model

• The Right Talent
• Trust First!
• Let them tell you what they need to do tobe
  successful
• Stand back!

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Project Differences

High
Bulls
Colts
Simple, young projects.
Agility to handle uncertainty
Process definition to cope with complexity
Need agility
Tight Teams
Skunks
Uncertainty
Cows
laissez faire
Complex, mature market
Dogs
Need defined interfaces
Dogs
Low
Low
High
Project Complexity
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• Make Sure Everyone Has What They Need to Succeed
• Create a Place Where People Want to Be Not Have
  to Be

Great Environments
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Summary

• Your
• Questions?

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References

• Stand Back and Deliver, co-author, published by
  Addison Wesley, due out in November 2008
• The Seven-Day Weekend, Ricardo Semler
• Orbiting the Giant Hairball A Corporate Fool's
  Guide to Surviving with Grace, Gordon MacKenzie
• Punished By Rewards, Alfie Kohn
• Publications accelinnova.com/publications.html

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Contact

• Pollyanna Pixton
• www.accelinnova.com
• www.evolutionarysystems.net
• www.collaborativeleadership.com
• 1 . 801 . 209 . 0195
• p2_at_ppixton.com