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Tools for Agile Leaders Strategy, Portfolio Management, and Collaboration

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Title: Tools for Agile Leaders Strategy, Portfolio Management, and Collaboration


1
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
2
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
3
Agenda
  • Leadership Models
  • Strategy
  • Portfolio Management
  • Collaboration
  • Agile Leadership
  • Example

4
Agile Leadership Challenges
5
Leadership Challenges
  • Its no longer enough to respond to change
  • today organizations must lead change
  • or be left behind.
  • - Pollyanna Pixton

6
Leadership Challenges
  • Lead Change
  • Deliver the Right Product
  • Get More Done by Doing Less
  • Meet Customers Changing Needs

7
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

8
Project Statistics

Standish Group Study, reported by CEO Jim
Johnson, CIO.com, How to Spot a Failing Project
9
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
10
Agile Leaders Must
  • Deliver Business Value
  • Increase Productivity
  • Lead Change
  • Find Solutions
  • Innovate

11
How Do We Lead Agile?
12
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

13
Leadership Models

Strategy
Collaboration
Cultivate Innovation
EmbraceChange
Decisions
Real Options
Delivery
14
Leadership Models

Strategy
Collaboration
Cultivate Innovation
EmbraceChange
Decisions
Real Options
Delivery
15
Strategic IntentEveryone inline with company
goals

16
Strategy
  • Traditional Strategic Planning Starts at the
    Top and Cascades Down
  • Can be IncompleteFor Project teams and Daily
    Decisions

17
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
18
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
19
Purpose-Based Alignment

High
Innovate
Do We Take This On?
Market Differentiating
Achieve and Maintain Parity
Who Cares?
Low
High
Low
Mission Critical
20
Purpose-Based Alignment

High
Intellectual Capital
Partner
Market Differentiating
Dont Do More Than Others
Dont Do It
Low
High
Low
Mission Critical
21
Strategic Intent

Competitive Position
Cost
Differentiation
Cost Leadership
Product Leadership
Broad
Strategic Scope
Best Customer Solution
Narrow
What is Your Company ?
22
What on your billboard?
23
Strategy
  • Decision Filters
  • To make daily decisions
  • Schedule projects
  • Which features to develop

24
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?

25
Find the Gaps
  • Where you are and where you want to be

26
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?

27
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.

28
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
29
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.

30
Implement and Review
  • Unleashing Innovation

The answers are in your organization.
31
Leadership Models

Strategy
Collaboration
Cultivate Innovation
EmbraceChange
Decisions
Real Options
Delivery
32
Collaboration
33
Project Management
  • How Do We Deliver?

None of us are as smart as all of us. - Japanese
Proverb
34
Leading Agile
  • Collaboration Model
  • Collaboration Process

Collaboration Tools
35
Project Management
  • Quality Management

Create an Open Environment
36
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?

37
  • Make Sure Everyone Has What They Need to Succeed

Great Environments
38
Create a Culture of Trust
  • Leadership Influence

39
Project Management
Remove Debilitating Fear
  • Dependency Management

40
Project Management
  • Remove Obstacles

Team Based Measurements
41
Team Based Measurements
  • People Do What They are Measured By
  • Measure Results, Not Time Spent
  • Let Team Evaluate Each Other

42
Project Management
  • Change Management

Build Team Confidence
43
Unleashing Innovation
  • Collaboration Model

Short Iterations
44
Collaboration Model
  • Convene the Right People From the Entire
    Enterprise!
  • Customers
  • Marketing
  • Sales
  • Finance
  • Technology
  • Manufacturing
  • Stakeholders

45
Collaboration Model
  • Foster
  • Creativity
  • Innovation
  • via
  • Collaboration Process

46
Collaboration Model
  • Stand back,
  • Let
  • Them
  • Work.

47
Unleashing Innovation
  • Collaboration Process

Collaboration Process
48
Collaboration Process
  • 1. Agree to
  • Goals
  • Objectives
  • Purpose

49
Collaboration Process
  • 2. Brainstorm
  • 3. Group
  • 4. Prioritize
  • Based on Business Value

50
Collaboration Process
  • 5. Individuals
  • Volunteer
  • For What
  • And
  • By When

51
Leading Collaboration
52
Collaborative Leadership
The Right People
53
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

54
The Right People
  • Authenticity
  • Attitude
  • Intelligence
  • Talent

55
The Right People

Passionate About
Best At
Organizational Fit
All team members operate within the intersection
56
Get the right people on the bus in the right
seats.
57
Get the wrong people off the bus.
58
Project Management
Trust First !
  • Risk Management

59
Leading Collaboration
  • They tell you
  • what needs
  • to happen
  • for success
  • and results.

60
Leading Collaboration
  • Step Aside,
  • Let
  • Them
  • Work!

61
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?

62
Leading Collaboration
  • How Do
  • You
  • Step
  • Back?

63
Leading Collaboration
  • When Should a
  • Leader
  • Step Up?

64
Leading Collaboration
  • Step Up
  • Step Back?
  • Test for Success
  • Ask Questions

65
Leadership Role

66
Definitions
Remove Obstacles
67
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

68
Leading Collaboration
  • Free Team to Question, Analyze and Investigate

69
Leading Collaboration
  • The Opposite of Control is Discovery

70
Leadership Role
  • Influence Not Authority

71
Keep the Purpose Alive
72
Leadership Role
  • Operate With
  • Total
  • Transparency

73
Leadership Role
  • Fix Processes
  • Not People

74
Leadership Role
  • No Such Thing
  • As
  • Constructive
  • Criticism

75
Leadership Role
  • Feedback
  • That Honors
  • The
  • Relationship

76
Leadership Role
  • Fail Early Fail Fast

77
Project Management
Communicate!
  • Focus, Communication, and Expectation Management

78
Communication
  • Collaborative
  • Communication
  • Teams Collaborate
  • On All Decisions
  • And
  • Solutions

79
Communication
  • Organizations change in the directionin which
    they inquire.
  • Inquire.
  • Question.
  • Listen.

80
Expect Success Accept Mistakes
  • Protect Team Boundaries

81
Project Management
Keep Focus Through Questions
  • Focus, Communication, and Expectation Management

82
Leadership Role
  • Take the
  • Fun
  • Out of
  • Being
  • Dysfunctional

83
Choice
84
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

85
Content
86
Create Meaningful Work
87
  • Create a Place Where People Want to Be Not Have
    to Be

Great Leadership
88
Leadership Models

Strategy
Collaboration
Cultivate Innovation
EmbraceChange
Decisions
Real Options
Delivery
89
Projects
Balancing Project Portfolios Doing the Right
Things Right
  • Why Projects Are Different

90
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
91
Partitioning

Colt Project
Bull Program
Dog Project
Cow Project
Remember Loose Coupling and Strong Cohesion
92
Project Complexity
  • Team size
  • Mission criticality
  • Team location
  • Team capacity
  • Domain knowledge gaps
  • Dependencies

93
Project Uncertainty
  • Market Uncertainty
  • Technical Uncertainty
  • Project Duration
  • Dependents

94
Reduce Uncertainty or Complexity

95
Leadership Development

People
Business
Technology
Process
96
Leadership Development

97
Case Study
  • FFKR Architects

98
Case Study Issues
  • Reached Capacity
  • Continue Growth Rate
  • Need Succession Plan
  • Tight Employment Market
  • Need Improved Project Throughput

99
Case Study
  • Entry Point
  • Strategic Planning
  • SuccessionPlanning

100
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
101
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?

102
Case Study Collaboration
  • Team Meetings
  • Whats an Open Environment?
  • Whats Working?
  • Whats Not Working?
  • How Can You Fix Whats Not Working?

103
Case Study Outcomes
  • Whats Not Working
  • Focus on Design Excellence
  • Compensation
  • Training
  • Leadership
  • Time
  • Quality
  • Empowerment

104
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

105
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
106
Case Study
  • You want to be leaders and youre acting like
    mice.

107
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

109
Summary

110
Leadership Models

Strategy
Collaboration
Cultivate Innovation
EmbraceChange
Decisions
Real Options
Delivery
111
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

113
Collaboration Process
  • Agree to Goal
  • Brainstorm
  • Group
  • Prioritize
  • Individuals volunteer and by when

114
Leadership Model
  • The Right Talent
  • Trust First!
  • Let them tell you what they need to do tobe
    successful
  • Stand back!

115
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
116
  • Make Sure Everyone Has What They Need to Succeed
  • Create a Place Where People Want to Be Not Have
    to Be

Great Environments
117
Summary
  • Your
  • Questions?

118
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

119
Contact
  • Pollyanna Pixton
  • www.accelinnova.com
  • www.evolutionarysystems.net
  • www.collaborativeleadership.com
  • 1 . 801 . 209 . 0195
  • p2_at_ppixton.com
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