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Protect Team Boundaries
Agile & Product Managers
Co-Founder, Accelinnova President, Evolutionary Systems
Director, Institute of Collaborative Leadership
Pollyanna PIXTON
Co-Founder, Accelinnova President, Knowledge Bridge Partners
Kent MCDONALD
Why Agile
What is Agile
Decisions
Leadership
Success Factors
Q&A
Agenda
Why Agile?
Faster and Better
Results
Drive Efficiencies
Improve delivery: reduce
time to market and
throughput of schedules
Improve velocity and
agility to deal with change,
risk and uncertainty
Taking “systems” view to
drive out further cost and
waste in product
development lifecycle
Become More Effective
Become an enabler of
corporate strategy
Make sure we are
delivering the value
customers need and
want
Reduce cost
What role does Agile play?
Facing of market and
technical uncertainty,
agile methods:
Improve delivery
Decrease time-to-
market
Reduce cost
Business issues today…
Must
consistently
deliver
business
value…
…in a dynamic environment
with
constrained resources
Business dynamics
innovate to
differentiate
responsiveness
tighter linkage to
customers
time to value
Operational dynamics
predictability of schedules
quality
better use of resources
improve product development cycles
Project Challenges
Project Statistics
0 10 20 30 40 50 60
Failed
Challenged
Successful
2006
1996
Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’
Project Improvements
Due to better:
Tools
Project Leaders
Adaptive Methods Breaking projects
into small chunks
Delivering pieces faster
for user feedback
Always or
Often Used:
20%
Never or
Rarely Used:
64%
Standish Group Study, reported by CEO Jim Johnson, XP2002
Sometimes
16% Rarely
19%
Never
45%
Often
13%
Always
7%
We need to…
Lead in the marketplace
Deliver the right product
Meet customer’s changing needs
Deliver to rapidly moving market windows
Innovate on both sides of your business
model
Get more done by doing less
How does
agile
help?
Innovate to Differentiate
Embrace Change
Go in search of change
Help your customers lead in their
marketplace
Understand your customer’s success factors
Assess market changes and needs
continuously
Time
to
market
Build highest value first!
Don’t build what we
don’t need
MS Word vs. Google Docs
Word toolbar
Agile does this by…
Breaks work into chunks
Prioritize chucks by business value
Being flexible
Can be stopped or restructured without
losing all value
Delivers in chunks (working, ready to be
deployed software)
business driven
Delays by overzealous planning costs far more
than it saves
Time
Co
st
Delay
Lost Value
Agile Increases Revenue
Business Driven
Agile projects reach a break-even point earlier!
Time
Cost
Profit
Investment B
reakeven
Single
Release
Self-F
undin
g
Bre
akeven
Software by Numbers by Mark Denne and Jane Cleland-Huang
Staged
Releases
Agile Increases Revenue
Responsiveness to
market changes
Agile does this by…
Continuous stakeholder feedback
Stakeholders participate in
• User story development
• Prioritizing chunks
• Giving feedback on delivery of working chunks
Avoid Surprises!
Agile does this by …
Time box iterations (sprints)
Shows progress
Demonstrates working code with high
quality at the end of each sprint
More finished state
No technical debt accumulating
Mitigate Risk
Agile does this by …
Discovering risks early through
continuous short iterations
Addressing risks early and often Testing risk mitigation solutions
Closing risks
Realistically addressing uncertainty
Deal with Uncertainty
We don’t know what we don’t know
As Knowledge
increases Leaders use
iterations to guide
project towards
enhanced goal
Allow Mid Course Corrections
Planned Path
Actual Path
Actual Completion
Start
Zone of success Planned
Completion
Incre
asin
g K
now
led
ge
Hurricane Rita
- NASA
Deliver Quality
Agile Improves Quality
Test cases are written first, before anything
is developed
Go/no-go decisions reached early and often
Reduces Technical Debt
Anything that makes
code difficult to
change.
Cost of getting out of
debt is compounded
over time.
Technical Debt Cost over Time
Examples
Agile Examples
1 year projects reduced to 5 months with
better quality (custom systems)
Past: 3 months to develop 2 year roadmap
Present: 3 days
Financial: 50% time cut; 60% cost reduction
Improving Bottom-Line Growth: IBM
SW Revenue per DE HC $M
2004 2005 2006 2007 2008 2009
Revenue p
er
HC
$M
E/R
as
%
Rev per DE HC E/R
Improving Productivity to Reinvest
Capacity
2003 2004 2005 2006 2007 2008 2009*
HC
/ P
rod
uc
t G
A
SW
G R
eve
nu
e i
n $
$’s
HC / Product GA
SWG Revenue
Pro
ducts
& H
C/P
rod
uct
Improving Product Deliveries
2004 2005 2006 2007 2008
Brand W Products Brand T Products
Brand W HC/product Brand T HC/product
What is Agile?
Delivers business value in “chunks”
Relies on stakeholder feedback
Embraces change
Continuous learning
A framework for conversation
No accumulation of technical debt
What is Agile?
Agile defined…
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.
www.agilemanifesto.org © 2001
Agile ‘Process’
Breaks work into chunks
Prioritize chunks by business value
Builds highest value chunks in a time-boxed
iteration called a Sprint
Delivered chunks are working, ready to be
deployed software
Deployed when stakeholder says there is
enough business value to go to market
Agile ‘process’
Agile ‘Process’
Definitions
Who does what?
Roles and Responsibilities
Stakeholders:
Input to Product Business Objectives
Product Owner:
Defines the problem and ensures the
solution solves the problem
Delivery Team:
Deliver the product right
Scrum Master:
Help Product Owner and Delivery
Team work together
Product Owner
Assess product opportunities
Define the problem from the
customer and user point of view
Does NOT define the solution
The team defines the solution
Product Owner
Builds roadmap and prioritizes features in
collaboration with:
Business Leaders
Stakeholders
Scrum Master
Functional representatives from team
Scrum Master
Removes barriers between development
and customer so customer directly drives
development
Facilitates creativity and empowerment
Improves productivity of development team
in any way possible
Improves engineering practices and tools
so each sprint is ready to deploy
Is not a project manager
Team manages itself
Does not have authority over the team
Team makes decisions
Always asks the question:
“How are the Product Owner and Delivery
Team doing?”
Challenges the organization, key-role in
the change
Scrum Master
The Whole Team
stakeholders marketing
sales line of business
development
architecture
testing support
Whole Team & Delivery Team
Whole Team
Delivery
Team
Involved but not personally committed to delivery
May be involved in planning & retrospectives
May observe daily standups
Committed to delivery
Active participants in planning & retrospective
Active participant in daily standup
Agile Organizational Structure
Product Owner
Inception Team Product Manager
Profit and Loss
Product Strategy
Product Roadmap
Product Backlog Release Backlog
Continuous Innovation on Project
Sprint Backlog
Delivery Team
Team
Development Manager
Unblocking
Resource Management
Architect
UX Developer
Whole Team
Product Development Team
PDT Leader (Product
Manager)
Stage Gating
Services
Customers
Marketing
Delivery
Support
Finance Sales
IT
Reporting Stage Gate
Updates Project Status PMT Engineering
Where are my
requirements?
Leading Agile
Collaboration Model
Collaboration Process
User Stories User Stories
Two Kinds of User Stories
Epic User Stories (aka Epics)
• High level features of a product
• Fit into a release
• Each release has a Release Theme
• All epics form the Product Backlog
User Stories
• Breakdown of Epics into smaller features
• Fit into a sprint (iteration)
• User Stories form Release Backlog
What does a
user story look like?
User Story Defined
A concise, written description
of a piece of functionality
that will be valuable to a stakeholder.
As a <role>,
I can <goal>
so that <business value>
Example: NASA User Story
As an < astronaut >
I want to < write easily with a ball point
pen while in Zero gravity >
So that < I can record key information that I
might otherwise forget >
User Story Example
NASA specified and developed, at great
expense, a ball point pen that Apollo
astronauts could use in space where gravity
would not make the ink flow.
Russian cosmonauts used crayons.
Moral: specify what you want to achieve,
not how to achieve it.
Get inside
consumer’s mind
Outside In Development
Understand your Stakeholders
Align with Stakeholder’s goals
Define success in your Stakeholders’ terms
Understand Organizational Context
Make Products Consumable
The customer is always moving, changing,
and if you’re not out there all the time trying
to understand the functional and emotional
needs of consumers, your design will simply
fall flat.
- Matthew May
“ “
What’s an
Epic User Story?
Epic User Stories
Epic User Stories capture stakeholder goals
for release themes.
Epic User Stories fit into releases
Will not likely fit in an iteration
Team has an idea of how large the effort is
Create Epic User Stories with Stakeholders
All the Epics form the product backlog.
PB Example
Theme: Presort services with most often
used presort methods
Epic:
As a mailer,
I want to sort by zipcode 1st class
automation letters and flats
So I can …..
What is the business value for this user story?
PB Example
Theme: Presort services with most often
used presort methods
Epic:
As an application developer,
I want to configure the presort engine to sort
on 1st class letters & flats by zipcode
So I can …..
What is the business value for this user story?
PB Example
Example: Epic User Stories
As a principal,
I can have the software deployed and
running in production less than one
month after purchase,
So that ….
What is the business value for this user story?
Start Up
Exercise: Pick a project.
Practicum
Pick a project
Create a Product Backlog
Select a Product Owner
Identify themes for your releases
Write 1-2 epic stories for each release
As a <role>,
I can <goal>
so that <business value>
Where’s my plan?
“It is a bad plan that admits to no
modifications.” -- Publilius Syrus (ca. 42 BCE)
Project Management
A Plan is NOT a Commitment
If plans are commitments, then we are
committing to decisions made when we
were the most ignorant (recall cone of
uncertainty, NASA’s 5%).
Measuring conformance to plan is
measuring the wrong thing because the
plan will change.
A plan is NOT a commitment!
What makes planning Agile?
More focused on planning than the plan
Encourages change
Plans are easily changed
Done throughout the project
Incorporates customer feedback
In the form of three backlogs:
Product Backlog
Epics and Themes for Product
Release Backlog
Release Theme and User Stories
Sprint Backlog
User Stories and tasks planned
for the Sprint (iteration)
What’s an Agile plan?
Product Planning
Product Planning
Product Backlog:
Develop Epic User Stories
Prioritize based on Business Value
Define release themes
Place Epics into releases
Who: Stakeholders, Business and Team
Release Planning
Release Planning
Release Planning Meeting
Release Backlog for Epic
High BV Medium BV Low BV
Product Backlog (Prioritized Epics and Themes) H
H
M
M
L
L
Release Planning
Create a Release Backlog:
Develop User Stories for ONE release
Prioritize based on Business Value
Who: Stakeholders, Business and Team
Release Planning, part 1
Estimate Story Points on User Stories
Break User Stories into tasks if needed
Who: Development Team
Release Planning, part 2 Release Planning, part 2
Agile
Estimating
…. to read the
latest Harry
Potter book?
…. to drive to
Austin, TX?
Exercise: How long will it take …
Size Calculation Duration
300
units
Velocity
=
20
300/20=
15
iterations
Determining Duration
measure of size
Traditional Measure of Size
Traditional measures of size:
Lines of Code
Function Points
Agile Measure of Size
Agile measures of size:
Story Points
Agile Measure of Size
Story Points
The “bigness”
of a task
Points are unit-less
Influenced by
How hard it is
How much there is
As a buyer, I want to be able to have some but not all items in my cart gift wrapped.
8
Velocity
Velocity
Long-term measure of work completed in
iterations
NOT the amount completed in an iteration
Track Velocity Multiple Ways
Last Observation=36
Mean (last 8)=33
Mean (lowest 3)=28
Extrapolate from Velocity
Assume five iterations left
Finish here at lowest velocity: 5x28
Finish here at average velocity: 5x33
Finish here at current velocity: 5x36
How much can I get by
<date>?
Fixed Date ‘Planning’ Example
12x15
Will have
12x20
Might have
Won’t have
60/40 Rule
Fixed Date ‘Planning’ Example
8x18
Will have
(60% of time)
(8 iterations)
Might have
(40% of time)
(4 Iterations)
for every sprint …
Scrum
Release
Backlog
Daily Standup Scrum Meetings
Daily 15 minute status meeting
Same place and time every day
Chaired by Scrum Master
Attended by entire sprint team
Others can attend
Chickens and pigs (only the deliverers
speak)
daily scrums
Each team member answers:
What did you do
yesterday?
What are you doing today?
What are your blocking
issues?
No problem solving!
Leave after 15 minutes!
Daily Scrum Outcome
Records
Sprint Backlog up to date
Scrum Master updates the blocks list
Sprint Review Meeting
Held the last day of the sprint
Attended by team
Team demos “done” user stories to
stakeholders Requests feedback
Team holds retrospective Updates the process for the next sprint
Demonstration
Only DONE working user stories.
Ask for attendance from the following for the
first 4 iterations as numbered:
1. Executive
2. Internal users
3. Stakeholders
4. Customers
Retrospective
Keep
Drop
Add
Keep? Drop? Add?
What surprised you?
Retrospective
The Team owns the learning from
the retrospective.
They do not have to share it with
the rest of the organization..
Unleashing Innovation
Collaboration Process
Scrum Exercise
Develop a Brochure in a 3-day Sprint
Complete Sprint Planning Meeting -10min Select at least 5 Product Backlog Items Identify 2 to 3 Tasks per Item
Day 1 8 minute day
Day 2 2 minute Daily Scrum 8 minute day
Day 3 2 minute Daily Scrum Meeting 8 minute day
Demo & Reflection
10 09 08 07 06 05 04 03 02 01 00
08 07 06 05 04 03 02 01 00
02 01 00 08 07 06 05 04 03 02 01 00
02 01 00 08 07 06 05 04 03 02 01 00
Scrum on a Page
Roles
Product Owner
Scrum Master
Team Stakeholders
Artifacts
Meetings
Product
Backlog
Release
Backlog
Sprint
Backlog
Blocks
List
Information Radiator
Sprint
Planning
Daily
Scrum
Sprint Review
Meetings
Concept inspired by William Wake’s “Scrum on a Page,” http://xp123.com/xplor/xp0507/index.shtml
Release Planning
Product Planning
We prioritize based
on
value,
but, what’s that?
Legacy System Name:
Phone:
Address:
Replacement System Name:
Address:
Phone:
What’s the value of
this required change?
Business Value
Benefits
Value
Calculation
Costs
calculation
Defining Value
Business Value
Guess
Value
Calculation
Estimate
Valuing the Inputs
calculation
We need some help !
Purpose
Considerations
Costs and Benefits
Business Value Model
Where
do
we
start?
Purpose
Business Value Model
Market
Differentiating
High
Low
Mission Critical Low High
Differentiate
Parity
Partner?
Who
cares?
Purpose Based Alignment Model
Market
Differentiating
High
Low
Mission Critical Low High
Innovate,
Create
Do we take
this on?
Minimize
or
Eliminate
Achieve and
Maintain
Parity, Mimic,
Simplify
Purpose Based Alignment Model
How about an example?
enterprise business
intelligence
product
competitor’s killer UI
competitor’s killer UI Competitor’s Killer UI
Project Plan: Big team
Millions of dollars
Many months
to “out-do” competitors’ UI
Market
Differentiating
High
Low
Mission Critical Low High
Analytics
Engine + UI?
Where Does My UI Belong?
Market
Differentiating
High
Low
Mission Critical Low High
UI?
Analytics
Engine?
Where Does My UI Belong?
Market
Differentiating
High
Low
Mission Critical Low High
Analytics
Engine?
UI Gap?
Where Does My UI Belong?
UI As Parity
New design
goals:
“go to school”
on competitor’s UI
don’t be
so bad
Market-aligned project, cut time by
50% and costs by 40%.
Resources to create next evolution
of analytics engine.
Results
Market
Differentiating
High
Low
Mission Critical Low High
Differentiate
Parity
Partner?
Who
cares?
Strategy The Challenge?
Sustainable
Competitive advantage
Strategy = sustainable
competitive advantage
6 important questions:
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? 5. How do we know we are succeeding?
6. How should we organize to deliver?
the “billboard” test…
“To be the low cost airline.”
- Southwest Airlines
“Will this help us be
the low cost airline?”
- Southwest Airlines
Strategy
creates
decision
filters
a HUGE idea!
Decision Filters:
make daily
decisions
schedule projects
what
to develop
Cascade decision filters
throughout the
organization
single purchase,
multiple credit cards
How about another example?
Market
Differentiating
High
Low
Mission Critical Low High
Customer
Service
requires
customization
Market
Differentiating
High
Low
Mission Critical Low High
Differentiate
Parity
OR
Market
Differentiating
High
Low
Mission Critical Low High
Differentiate
pass the “billboard” test?
A
fist full
of credit
cards
Give Me Your
Tired,
Your Poor,
Your Maxed
Out
Credit Cards
treat exceptions as exceptions
Caveats
Managing Risks
List Three Professional Options Common sense not
common
practice
Parity is mission critical
Purpose is not
priority
Differentiating
changes
over
time
Leadership Influence
innovate!
Start Up
Exercise: Pick a project.
Practicum
Pick
an objective,
a brand, or
a project.
Market
Differentiating
High
Low
Mission Critical Low High
Differentiate
Parity
Partner?
Who
cares?
What is the purpose?
What’s On Your Billboard?
Your
decision
filter?
Other
considerations
?
Purpose
Considerations
Business Value Model
Collaboration Model
flexibility
Collaboration Model
dependencies
time
to
market
Complexity
team size
mission criticality
team location team capacity
domain
knowledge gaps
dependencies
technical complexity
Uncertainty
market uncertainty
technical
uncertainty project duration
dependents
Your considerations?
Prioritize
Purpose
Considerations
Costs and Benefits
Business Value Model
Costs
and
benefits?
Purpose
Considerations
Costs and Benefits
Business Value Model
It’s
a
conversation
Group chunks
high – medium - low
Resolve differences
What are
your
largest
value
chunks?
“Build”
a
chunk
At the end
of the
“chunk” …
…you can
ask…
Do we have enough business value to go to market?
Should we continue?
What goes
in the next
cycle or
chunk?
Value Model o
bje
ctiv
es
/ p
roje
cts
/ id
eas
Val
ue
Mo
de
l
pri
ori
tize
d c
hu
nks
build highest value chunks
Do we have enough value to deploy?
def
err
ed
Will we ever have enough value to deploy?
STOP
Yes
No
Adjust value model if inputs have changed
Leadership
Success Factors
Leadership Challenges
Get More Done by Doing Less
Lead Change
Deliver the Right Product
Meet Customer’s Changing Needs
Meet Market Windows
The answers are in
your organization
Project Management
How Do We Deliver?
None of us are as smart as all of us. - Japanese Proverb
Collaboration
Project Management
Quality Management Create an open
environment
fosters creativity and innovation,
team commitment and ownership
encourages ideas
fosters creativity and innovation,
team commitment and ownership
encourages ideas
what makes it open?
open
environment
right people
bring the right people together
from the entire enterprise
customers marketing
sales finance
technology
manufacturing
stakeholders
open
environment
right people
foster innovation
Trustworthiness
stimulate
creativity
through
collaboration
process
open
environment
right people
foster innovation
step back
and let them work
open
environment
right people
foster innovation
step back
Project Management
Dependency Management
collaboration
process
agree to goals and
objectives
brainstorm
group
in
silence
prioritize
based on
business
value
Purpose
Considerations
Costs and Benefits
Business Value Model
individuals
volunteer for what
and by when
Trust
Trust
Unleashing Innovation
Collaboration Process
Why is
trust important?
The data …
2004-2008: high trust companies out perform low trust companies by 43%
- Great Place to Work
add 2009:
high trust companies
out perform low trust
companies by 126%
Trust/Ownership Model
Command &
Control
Team Does as Instructed
No Ownership
Leader / Process
is Bottleneck
Conflict
Team Demotivated
Mired in Bureaucracy
& Wasted Effort
Energy &
Innovation
Team Trusted
Team Accountable
Leader Freed
Failure
No One Cares
High Team/Individual Ownership
Control
Trust
Low
Lead
ers
hip
& B
usin
es
s P
rocess
Project Management
Dependency Management
Remove
debilitating fear
Leading Agile
Collaboration Model
Collaboration Process
Team based
measurements
People do
what they are
measured
by
Measure results
Let
teams
evaluate
themselves
Project Management
Risk Management
Trust First !
Leadership Role
Suspicion is a permanent condition.
- Marcus Buckingham
Ownership
Use
authentic motivation
- Alfie Kohn Punished By Rewards
Let
teams
collaborate
to
make their
decisions
Let people
choose
how,
what,
and when
Provide
meaningful
work
Don’t take
back
their
ownership
Don’t give the
answers
or……
give them
the
solutions
Ask
questions
Questions
that
help teams
discover
solutions
Exercise: leader and worker conversation
Leadership Role
“Autocracy dampens people’s
creativity and motivation”
- Ricardo Semler,
The Seven-Day Weekend
Free team to question, analyze and
investigate
A place where
people want to be
People
have
what they need
to
succeed
“People don’t resist change;
they resist being changed.”
- Peter Scholtes
Tools and
Processes
Design Studio
Customer focus
Shared understanding
Products customers love!
Collaborate
Create product roadmap
Invite stakeholders, managers, customers and
development, marketing, sales, support.
Goal
Process
Create an end to end Customer Journey
Identify your product Touch Points,
differentiators and parity gaps
Create decision filters
List features that pass the filters
Group and prioritize by business value
Roles and responsibilities: who owns what
How will you get and process customer
feedback
What resonated with you?
Other Tools:
Collaborative Leadership
Making Better Decisions
Create a Culture of Trust
Step Up and Step Back
What Next?
Summary
summary
Agile defined (IBM)…
Uses continuous stakeholder
feedback to deliver high-quality,
consumable code through user
stories and a series of short,
stable, time-boxed iterations.
Scrum on a Page
Roles
Product Owner
Scrum Master
Team Stakeholders
Artifacts
Meetings
Product
Backlog
Release
Backlog
Sprint
Backlog
Blocks
List
Information Radiator
Sprint
Planning
Daily
Scrum
Sprint Review
Meetings
Concept inspired by William Wake’s “Scrum on a Page,” http://xp123.com/xplor/xp0507/index.shtml
Release Planning
Product Planning
Defines needs from a customer point of view
Delivers business value in “chunks”
Relies on stakeholder feedback
Embraces change
Continuous learning
A framework for conversation
No accumulation of technical debt
Agile …
Decreases time to market
Increases revenues
Reduces cost and waste
Delivers products and services that
customers love
Increases customer loyalty
Delivers the right value
Agile …
Leadership Role
Agile is continuous learning and
adaptive planning.
- M. Buckingham
Purpose
Considerations
Costs and Benefits
Business Value Model
It’s
a
collaboration
Leadership
Open Environment
Collaboration Process
Stand Back
Trust
Measure Results
Team Decides
Ownership
Ask Questions
accelinnova.com
evolutionarysystems.net
collaborativeleadership.com
+1 . 801 . 209 . 0195
p2@ppixton.com
Pollyanna PIXTON
product planning
Input SOW, Purpose
Output Prioritized Product
Backlog (Epics and
Release Themes)
Who Business, Product
Owner, Dev Team
representatives
Product Backlog
H
H
M
M
M
L
Release Planning Meeting 1
Input Product Backlog
Output Prioritized
Release
Backlog (User
Stories)
Who Business,
Product Owner,
Dev Team
release planning, part 1
Release
Backlog
Theme
Product Backlog
H
H
H
H
H
M
M
M M
M
M
M
L
L
Release Planning Meeting 2 release planning, part 2
Input Release Backlog
Output Estimated and
Prioritized
Release Backlog (story points)
Who Development Team
using planning
poker
Release
Backlog
Theme
5
5
5
5
3
8
1
3
3
1
1
2
2
2
L
L
M
M
M
M M
M
M
H
H
H
H
H
Sprint Planning Meeting
sprint planning
Input Release Backlog
Output Sprint Backlog,
Definition of
Done,
Information
Radiator
Who Development
Team
WP WIP WD
New User Stories
daily scrums
Each team member answers:
What did you do
yesterday?
What are you doing today?
What are your blocking
issues?
No problem solving!
Leave after 15 minutes!
sprint review meeting
Held the last day of the sprint
Attended by team and stakeholders
Team demos “done” user stories to
stakeholders Requests feedback
Team holds retrospective Updates the process for the next sprint
retrospective
Keep? Drop? Add?
What surprised you?
trust companies double performance over S&P for 10 years
- Great Place to Work
- Watson Wyatt study
high trust companies
out perform low trust
companies by 300%
Unleashing Innovation
Collaboration Process
Foster
collaboration
Let people
choose
Content
Definitions
Give up command
and control
Agile defined (IBM)…
uses continuous stakeholder feedback
principals
end users
partners
insiders
uses continuous stakeholder feedback
…to deliver high
quality,
consumable
working
code
… through user stories
…and a series of short, stable, time-
boxed iterations.
discovery discovery
The opposite of control is
Leadership Role
A good agile project will build something that
meets customers needs but may be different
from original plans.
- Jim Collins
Inception Team
Responsible for continuous innovation
during the release
Consists of:
Product Owner
Architect
UX Developer
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