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Todd Little

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It Depends APLN Leadership Summit 2008 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 Todd Little Landmark Graphics Managing the Coming Storm ... – PowerPoint PPT presentation

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Title: Todd Little


1
It Depends APLN Leadership Summit 2008
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
Todd Little Landmark Graphics
2
Managing the Coming Storm Inside the Tornado
Project Kickoff
Team Unity
3
Were not in Kansas Anymore
Developer Hero
Reorg
Testing
4
Hurricane Rita
5
It Depends
  • Uncertainty We expect uncertainty and manage for
    it through iterations, anticipation, and
    adaptation.
  • Context We improve effectiveness and reliability
    through situationally specific strategies,
    processes and practices.

6
Uncertainty
  • We expect uncertainty and manage for it through
    iterations, anticipation and adaptation.

7
Long Ago
8
Longer Ago
Excellent! Pharaoh will be quite pleased to
learn that youve completed construction under
budget and ahead of schedule.
9
Long Ago and Far Away
10
Long Ago and Far Away
11
Long Ago and Far Away
12
Long Ago and Far Away
13
Agenda
  • Blatant waste of time that Todd thinks is funny
  • Context and Uncertainty
  • Finale

14
Project Governance
  • Uncertainty Context

15
Cockburns Crystal Methodology according to
(project size, system criticality, team
priorities)
Prioritized for Legal Liability
Prioritized for Productivity Tolerance
Life (L)
Criticality (defects cause loss of...)
Essential money (E)
Agile Sweet Spot
Discretionary money (D)
Comfort (C)
1 - 6
- 20
- 40
- 100
- 200
- 500
- 1,000
Number of people involved
20
16
Balancing Agility and Discipline, Boehm and Turner
17
Diamond Approach
Technology
Novelty
Complexity
Pace
18
Project Complexity
  • Team size
  • Mission criticality
  • Team location
  • Team capacity
  • Domain knowledge gaps
  • Dependencies

19
Project Uncertainty
  • Market Uncertainty
  • Technical Uncertainty
  • Project Duration
  • Dependents

20
Project Differences

High
Bulls
Colts
Simple, young projects.
Agility to handle uncertainty
Process definition to cope with complexity
Need agility
Tight Teams
Uncertainty
Cows
Dogs
laissez faire
Complex, mature market
Need defined interfaces
Low
Low
High
Project Complexity
21
Bull Product Release

22
Not all dogs are the same

23
Reduce Uncertainty or Complexity

24
Partitioning

Colt Project
Bull Program
Dog Project
Cow Project
Remember Loose Coupling and Strong Cohesion
25
Bull Program, Dog Project
26
Portfolio Management

27
Products Lifecycle Paths

28
Project Leadership Guide

Create Change
Embrace Change
High
Invent
Market Differentiating
Ad Hoc
Agile
Eliminate Change
Control Change
Manage
Offload
Low
Outsource
Structured
High
Low
Mission Critical
29
Leadership Development
People
Business
Process
Technology
30
Leadership Development

High
Bulls
Colts
Business Technology
Uncertainty
People Process
Cows
Dogs
Low
Low
High
Project Complexity
31
Levels of Proficiency
32
Leadership Development
33
Not everyone can lead a dog
34
Frameworks Model

Strategy
Collaboration
Business Value
Embrace Change
Real Options
Cultivate Innovation
Project Governance
35
Agile Leadership
36
Contact
  • Todd Little
  • Senior Development Manager, Landmark Graphics
    Corporation, www.lgc.com
  • www.toddlittleweb.com
  • tlittle_at_lgc.com

37
Waterfall has context too!
  • Small Waterfalls

38
Waterfall has context too!
  • Medium

39
Waterfall has context too!
  • Face Gate

40
Waterfall has context too!
  • Glacial

41
Waterfall has context too!
  • Bring in the Gurus

42
Business Process Value Chain Interdependence
Market
Product Development
Sales
Product Company
Specifications
Development
Delivery
Contract Model
Business Need
Development
Delivery
Internal IT
43
Agile and adaptive approaches for linking people,
projects and value
  • We are a community of project leaders that are
    highly successful at delivering results. To
    achieve these results
  • We increase return on investment by making
    continuous flow of value our focus.
  • We deliver reliable results by engaging customers
    in frequent interactions and shared ownership
  • We expect uncertainty and manage for it through
    iterations, anticipation, and adaptation.
  • We unleash creativity and innovation by
    recognizing that individuals are the ultimate
    source of value, and creating an environment
    where they can make a difference.
  • We boost performance through group accountability
    for results and shared responsibility for team
    effectiveness.
  • We improve effectiveness and reliability through
    situationally specific strategies, processes and
    practices.

44
Leadership Development
People
Business
Process
Technology
45
Business
Process
Technology
People
46
Business
Technology
Process
People
47
People
Business
Technology
Process
48
Declaration of Independence from Bureaucratic
Project Management
  • When in the Course of project events it becomes
    necessary for Project Teams to dissolve the
    political bureaucracies which have burdened them,
    a decent respect to the opinions of mankind
    requires that they should declare the causes
    which impel them to the separation.We hold
    these truths to be self-evident, that all
    projects are not created equal, that they are
    endowed by their creation with uncertain and
    complex characteristics. That project teams are
    most effective when they value Life, Liberty and
    the pursuit of Happiness.

49
Project Differences

50
Relationship of the APLN to the AgileAlliance
Pair Programming Continuous Build TDD
Project Execution

APLN
Project Leadership
Collaboration Change Empowerment
Software
Beyond Software
51
Agile Manifesto 5 Years Later Dealing with the
Right
  • Processes and tools that support agility and
    individuals and interactions (e.g. wikis,
    collaboration environments, etc.)
  • Documentation that leads to working software.  A
    focus on documentation as a consumable rather
    than as a deliverable.
  • Contracts that are written in a manner consistent
    with collaboration and agile delivery
  • Plans that anticipate and expect change

52
Interdependence and Leadership
  • Value
  • Customers
  • Uncertainty
  • Individuals
  • Teams
  • Context

53
Interdependence
  • What does it mean to declare Interdependence?
  • Interdependence of people
  • Interdependence of values

54
Logos
55
Penal Management Institute
Now that I am a Penal Management Professional I
can show them how to improve these Convicts
Maturity Model
56
Quotes
  • Mark Twain "What gets us into trouble is not
    what we don't know. It's what we know for sure
    that just ain't so."
  • Upton Sinclair "It is difficult to get a man to
    understand something when his salary depends upon
    his not understanding it."
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