Welcome. #AdvanceYourPotential

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1 Welcome #AdvanceYourPotential

2 Name tags Today Todays photos are available on Instagram. Feel free to say no. Live stream experiment. Thank you to Ampersand International and Laura Frazer. Thank you to FourPL and Brett Findlay.

3 FourPL About FourPL is a leading Australian owned supply chain provider. Recognised leader in domain through industry awards and successful record. Specialising in Advisory, Transportation, Warehouse and Procurement. Why Help clients resolve supply chain issues and obtain operational excellence within their supply chains. Raise revenues and over achieve company objectives. How Work with global partners and leading edge technology solution providers to provide clients with the best possible solution outcome for them. Solution providers include SAP, Ariba, JDA and Coupa

4 Red Chair Networking Milestones 23 rd event. 250 associates. Red Chair Networking promotes you! Low maintenance profile, link to LinkedIn. Photo in the chair. See and find everybody who attended today. Download a copy of the presentation.

5 Norbert Seidel Originally from US, Cleveland. Mentor for PMI Often works with cloud, mobile and integration programs Top 3 skills on LinkedIn SDLC Software Project management Stakeholder Management

6 Quote by unknown: It s not who you know, it s who knows you #AdvanceYourPotential

7 Agile Project Management Norbert Seidel 18/04/2018

8 Agility Defined Agility is the ability to deliver customer value while dealing with inherent project unpredictability and dynamism by recognizing and adapting to change Augustine (2005). Managing Agile Projects. Agile methods can be used on any type of project to: Focus on customer value via constant business-driven prioritization of feature and regular customer feedback Manage uncertainty and risk through iterative and adaptive development Utilize intense collaboration and feedback via maximum face-to-face communication Unleash team members creativity and productivity through light touch leadership and self organization Deliver high quality through continuous improvement cycles 8

9 What is your Mindset towards Growth? A mindset of how we go about getting our work done. Fixed Mindset Assumes that our character, intelligence and creative ability are static givens which we can t change in any meaningful way. Success is assessed against these givens and is measured against an equally fixed standard. Striving for success and avoiding failure become a way of maintaining the sense of being skilled. Growth Mindset Thrives on challenge and sees failure not as evidence of unintelligence, but as a springboard for growth and for stretching our existing abilities. Carol Dweck (2006), Mindset: The New Psychology of Success 9

10 What is your Mindset towards Uncertainty? Fixed Mindset Status Quo Fear of unknown Fear of change Fear of failure Fear of negative feedback Fixed mindset approaches uncertainty by nailing things down Growth Mindset Agile Failure is an opportunity to learn and grow Fail forward fast Confront uncertainty Growth mindset reduces uncertainty by discovering and learning 10

11 Shu Ha Ri Shu Follow the Rule (plan) Follow the instructions exactly to drive from airport to your hotel Ha Break the Rule (shift techniques) Traffic accident on highway causes you to exit and map a new route Ri Be the Rule (new techniques) Ignore driving directions and find your own way to the hotel 11

12 Becoming Agile A set of Processes and Practices A Mindset and a Culture Doing Agile Learning processes and applying them without the mindset and principles behind the practices. Being Agile Internalizing the mindset and principles. Tailoring the practices to meet the needs of different situations. 12

13 Agile Project Management Definition from ThoughtWorks: Broadly defined, Agile Project Management is an iterative process that focuses on customer value first, team interaction over tasks, and adapting to current business reality rather than following a prescribed plan. Agile Project Management is based on the same organizational practices and key principles found in the Agile Manifesto. Johanna Rothman, What Agile PM Do 016/09/what-agile-project-managers-dopart-1/ Characteristics Servant Leadership Self Organizing Teams Collaboration Focused Customer Satisfaction Embrace Change Avoid Waste Maximize the amount of work not done Inbuilt Quality Continuous Improvement Incremental Deliverable Product Focus on Value and Benefits 13

14 Scrum Alliance Agile Leadership Goals 1. Operates effectively amid uncertainty, complexity, and rapid change 2. Is knowledgeable about Agile values, approaches, and practices 3. Surfaces more creative solutions through increased selfawareness, a growth mindset, and engaging others 4. Aligns and empowers teams toward delivering more customer value 5. Personally integrates feedback and experiments, and adapts their ways 6. Takes a collaborative continuous-improvement approach to organizational effectiveness 7. Catalyzes change in others and facilitates organizational change 14

15 Management vs. Leadership Management is getting people to do what needs to be done. Leadership is getting people to want to do what needs to be done. Management focuses on tasks and things, leadership focuses on people and empowerment. References: Simplilearn Solutions and 15

16 Manager to Leader End of project performance review Frequent feedback 1:1 coaching and mentoring Conduct weekly staff meeting Daily team stand up Hire staff, remove poor performers Plan training and career development for team members Motivate, inspire Weekly status report to management Task board, Sprint Review, Burndown chart Stay current on industry, technology Provide advice, input on functionality Remove blockers Commit to management work the team will do by date Team commits to work done by a date Manage finances and budgets Provide vision, direction Innovate, continuous improvement Define, assign and monitor work Self Organizing team 16

17 Delegating Decisions and Tasks to your Team 17

18 Google Project Aristotle What makes a high performing team? 1. Psychological Safety Team members are not afraid of asking difficult questions or sharing opinions. 2. Dependability Team members can be relied upon to get things done on time and at an acceptable standard of quality. 3. Structure and Clarity Team members understand their roles, plans and goals. 4. Meaning Team members have a sense of purpose and feel that what they re working on is important to them personally. 5. Impact Team members believe that their work is having a positive impact on the organisation. Reference: Charles Duhigg, 18

19 Characteristics of an Agile Project Value driven (benefits) Fixed constraints (time, cost, quality, legal, etc.) Scope varies Servant Leadership management Continually replan to meet changing environment You don't know everything up front, things change Team commits to work Continuous feedback and improvement cycles 19

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22 Typical Project Activities Develop business case Hire staff Procurements for hardware, software, outsourcing Business change management Manage budget, invoices, contracts Reporting Other IT work (e.g. system upgrades) Training and business change management Deployment Closing activities 22

23 Kanban Continuous flow, no set sprints. WIP limits are used to identify bottlenecks. Manage flow = The flow of work in a service should maximize value delivery, minimize lead times and be as predictable as possible. Lead time = Clock starts when the request is made and ends at delivery. Cycle time = Clock starts when work begins on the request and ends when the item is ready for delivery. Cumulative flow = Shows the way the tasks mount up and their distribution along the different process stages. 23

24 Scrum vs. Kanban Scrum Kanban Cadence Fixed length sprints Continuous flow Release Methodology Roles At end of sprint with product owner approval Product Owner, Scrum Master, Scrum Team Key Metrics Velocity (points/sprint) Cycle time Continuous delivery or at team s discretion No roles, agile coaches may be used Change Philosophy No change to sprint forecast during sprint Change can happen at any time Reference: 24

25 Agile Project Management Recap and Discussion Agile Mindset Servant Leadership Empowerment & Self Organizing Teams High Performing Teams & Psychological Safety Project Activities & Approaches? 25