five free leadership tools that improve agile results

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1 five free leadership tools that improve agile results

2 Pollyanna PIXTON Co-Founder, Accelinnova President, Evolutionary Systems Director, Institute of Collaborative Leadership

3 Agile Defined

4 Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive docs Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more

5 Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive docs Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more

6 Agile Principles Customer Satisfaction Embrace and welcome change Deliver working software frequently Business people and developers work together daily Build projects around motivated individuals. Support and trust them. Face-to-face communication is best

7 Agile Principles (cont.) Working software is measure of progress Sustainable development with a consistent pace Attention to technical excellence Simplicity is essential Best designs and requirements emerge from self-organized teams Team reflects regularly on how to improve

8 Overview 1. Trust 2. Give Ownership 3. Teams Make Decisions 4. Fix Processes 5. Right People 6. Integrity Matters

9 Trust trust

10 Unleashing Innovation why is trust important? Collaboration Process

11 the data

2004-2008: high trust companies out perform low trust companies by 43% add 2009:

12 : high trust companies out perform low trust companies by 43% add 2009: high trust companies out perform low trust companies by 126% - Great Place to Work

13 trust companies double performance over S&P for 10 years - Great Place to Work high trust companies out perform low trust companies by 300% - Watson Wyatt study

15 transaction costs Transaction Costs

16 self protection

17 repair broken trust?

18 other price tags?

19 Project Management how can leaders help teams build Trust? Change Management

20 Project Management Dependency Management remove debilitating Fear

21 in collaboration, people fear - Warren Bennis Beyond Bureaucracy

22 losing identity

23 losing intellectual mastery

24 losing individualism

25 what do people fear?

26 Unleashing Innovation group and Collaboration prioritize Process

27 Leadership Role What can leaders do?

28 fostering trust

29 advance each other s intentions and interests don t impede them

30 be proactive in moving work forward

31 create transparency

32 Project Management honest and open communication Focus, Communication, and Expectation Management

33 share Build the right product experiences

34 team to team trust

35 a mega team

36 validate others

37 accept risks collectively

38 leadership role?

39 team based Leading Agile measurements Collaboration Model Collaboration Process

40 people do what they are measured by measure results

41 let teams evaluate themselves

42 build confidence

43 short iterations early wins Collaboration Model

44 celebrate success!

45 Project Management trust First! Risk Management

46 Leadership Role Suspicion is a permanent condition. - Marcus Buckingham

47 Leadership Role other leadership roles?

48 Trust trust summary remove fear validate others accept risks together team-based measurements authenticity

49 ownership

50 use authentic motivation - Alfie Kohn Punished By Rewards

51 Unleashing Innovation foster collaboration Collaboration Process

52 teams collaborate to make their decisions

53 let people choose

54 let people choose how, what, and when

55 content

56 provide meaningful work

57 back don t take their ownership

58 answers don t give the

59 or give them the solutions

60 ask questions

61 questions that help teams discover solutions

62 how How can we avoid the temptation to rescue our teams? Ask would Questions. you like What would you like me to do? to How would you like to solve that problem? What would you like to do? solve it?

63 what would you like me to do?

64 exercise: leader and worker conversation

65 Stay Positive what questions worked?

66 Leadership & Business Process Trust/Ownership Model Trust Failure No One Cares Energy & Innovation Team Trusted Team Accountable Leader Freed Command & Control Conflict Control Team Does as Instructed No Ownership Leader / Process is Bottleneck Team Demotivated Mired in Bureaucracy & Wasted Effort Low Team/Individual Ownership High

67 Stay Positive How can you help teams/people take ownership?

68 macro- leadership tool

69 Macro Leadership Cube

70 Stand Stand Back Back

71 Step Step Up Up

72 Example Example

73 Your Your cube?

74 ownership summary ask questions macro leadership cube don t take back ownership

75 process

76 fix processes not people

77 What processes aren t working?

78 Leadership Role How can we fix them? Ask the team!

79 Project Management Dependency Management collaboration process

80 what can we do to fix the process?

81 brainstorm

82 group in silence

83 prioritize based on business value

84 Business Value Model Purpose Considerations Costs and Benefits

85 individuals volunteer for what and by when

86 value stream mapping

87 Where do we waste time? Cycle Time: Average end-to-end process time From problem detection To problem solution Problem Begins and ends with customer. Cycle Time Solution Customer Request Customer Satisfied

88 Example: Customer Requests Fix Customer requests fix Support triages request Dev team triages request Dev fixes, releases in fix pack Customer deploys fix pack Work: 5 min 2 hrs 1 hr 2 wks 1 hr Wait: 5 min 3 days 1 wk 2 wks Value Added Time = 10.5 days Cycle time = Work + Wait = 38.5 days Efficiency = Value added time Total cycle time 10.5 days = = 27% 38.5 days Where can we remove the waste?

89 Select Delivery Content (no travel allowed!) 2 Hours Need for Scope Def. 1 Hour 1 Hour 7 Days Call & 2 Days Call & 1 Day Agreement With Cust With Cust Achieved X 6 Customer Request to Agreement Working Time = 16 hours Elapsed Time = 32 days Wasted Time = 30 days Efficiency = 6% Face to Face Meeting Working Time = 8 hours Elapsed Time = 2 days Waiting Time = 1 days Efficiency = 50% Note: Comparison assumes 1 day travel to customer site 1 day face to face work 1 day travel home is excluded since customer is satisfied

90 As-Is Example As a new customer, I want to enter my Information only once in the Small Business Portal SOW 1 Day Digital Cement (2 Days) 2-4 Wks GOL (1 Day) 2 Wks Tech Central 2 Days System Test 2 Wks Tech Central (5 Days) (5 Days) (1 Day) Process Efficiency = Work / Time = 14 / 56 = 25%

91 To-Be Example 1 Day Digital Cement (1 Day) Requirements Planning (2 Days) GOL (1 Day) Tech Central (5 Days) Work = 14 days Time = 8 days Efficiency = 175% System Test (5 Days)

92 Create a Value Stream Map Select a Process that is relevant to you Create a Value Stream Map Calculate Process Cycle Efficiency Process Efficiency = Value Added Time Total Cycle Time How can you change the process to reduce the waste? (the To Be state) 93

93 Value Stream Maps Customer value not changed Reduces the delivery time to customer

94 Process summary Fix processes not people Use sticky notes for improving processes Map value streams

95 right people

96 get the right people on the bus in the right seats. - Jim Collins

97 get the wrong people off the bus.

98 Passion Best Organizational Fit values

99 what are you passionate about?

100 what do you do best?

101 how do you define success?

102 Do your circles intersect? Passion Best Organizational Fit values

103 what s holding you back?

104 What about your team? Passion Best Organizational Fit values

105 right people summary Intersection of: Your passion? What you do best? Organizational fit?

106 integrity matters

107 Trust how do you define integrity?

108 Enron The Smartest Guys in the Room (book and documentary)

109 The Insider Movie and book

110 other examples of integrity?

111 Attract and retain: first on the basis of integrity second, motivation third, capacity fourth, understanding fifth, knowledge last and least, experience. - Dee Hock, CEO Emeritus VISA International

112 knowledge without integrity is dangerous and dreadful. - Samuel Johnson, British author

113 how do you know if someone has integrity?

114 Summary summary

115 Trust trust summary remove fear validate others accept risks together team-based measurements authenticity

116 ownership summary ask questions macro leadership cube don t take back ownership

117 team decides summary base decisions on business value collaboratively decide!

118 process summary Fix processes not people Use sticky notes for improving processes Map value streams

119 right people summary Intersection of: Your passion? What you do best? Organizational fit?

120 integrity matters summary hire and retain: Integrity first Motivation Capacity Understanding Knowledge Experience last

121 Pollyanna PIXTON accelinnova.com evolutionarysystems.net collaborativeleadership.com

122

123 team decides

124 why decisions by teams?

125 Trustworthiness positional power = decisions with less information

126 How can we make better decisions?

127 Legacy System Name: Phone: Address: Replacement System Name: Address: Phone: what s the value of change? this required

128 Ideally, we decide based on value, but, what s that?

129 Business Value Model Purpose Considerations Costs and Benefits

130 Business Value Model Purpose

131 Purpose Based Alignment Model High Market Differentiating Low Partner? Who cares? Differentiate Parity Low Mission Critical High

132 Purpose Based Alignment Model High Market Differentiating Low Do we take this on? Minimize or Eliminate Innovate, Create Achieve and Maintain Parity, Mimic, Simplify Low Mission Critical High

133 How about an example? enterprise business intelligence product

134 competitor s killer UI competitor s killer UI

135 Project Plan: big team millions of dollars many months to out-do competitors UI

136 Where Does My UI Belong? High Market Differentiating Low Or Here? Or Even Here? Analytics Engine + UI? UI Here? Low Mission Critical High

137 UI As Parity

138 new design goals: go to school on competitor s UI don t be so bad

139 Results: Market-aligned project, cut time by 50% and costs by 40% Used resources to create next evolution of analytics engine

140 Questions to ask: 1. Who do we serve? 2. What do they want and need most? 3. What do we provide to help them? 4. What is the best way to provide this?

141 the billboard test

142 Order new pages by 2pm and get them tomorrow!

143 To be the low cost airline. - Southwest Airlines

144 Will this help us be the low cost airline? - Southwest Airlines

145 decision filters: make daily decisions schedule projects what to develop

146 Start Up Exercise: Pick a project. Pick an objective, a brand, or a project.

147 What is the purpose? High Market Differentiating Low Partner? Who cares? Differentiate Parity Low Mission Critical High

148 What s On Your Billboard?

149 your decision filter?

150 other considerations?

151 Business Value Model Purpose Considerations

152 Collaboration Model flexibility

153 dependencies Collaboration Model

154 time to market

155 complexity team size mission criticality team location team capacity domain knowledge gaps dependencies technical complexity

156 uncertainty market uncertainty technical uncertainty project duration dependents

157 Business Value Model Purpose Considerations Costs and Benefits

158 it s a conversation

159 resolve differences

160 group chunks high medium - low

161 build a chunk

162 at the end of the chunk

163 now you can ask

164 Do we have enough business value to go to market?

165 Should we continue?

166 it s a conversation

167 team decides summary base decisions on business value... collaboratively decide!

five free leadership tools that improve agile results

five free leadership tools that improve agile results Pollyanna PIXTON Co-Founder, Accelinnova President, Evolutionary Systems Director, Institute of Collaborative Leadership Agile Defined Agile Manifesto