suhail iqbalv3 final

Mindset of a LeAgile Project LeaderMixing the Magic Potion

Suhail IqbalSysComp Intl. Pvt. Ltd.

PE, PfMP, PgMP, PMP, PMI-PBA, PMI-SP, PMI-RMP, PMI-ACP, CAPM, CIPM, FAAPM, MPM, MQM, CLC, CPRM, AAPM, ACB, ALB, AEC, SCT, ESMC, SPOC, SMC, SDC, PRINCE2 Practitioner, Certified Project Management Expert, MCT

PMI Global Congress 2016 – EMEA09 – 11 May 2016 | Barcelona, Spain

PURPOSE

To discuss the possibility of a Project Leader using Lean and Agile together, taking advantage of both, while maintaining the delicate balance between the two.

SEQUENCE• INTRODUCTION• HISTORICAL LINKAGE• THE MINDSET• LEAN-AGILE: THE DELICATE BALANCE• LEAN AND AGILE PROJECT LEADERS• LEAGILE MINDSET FOR PROJECT LEADERS• CONCLUSION

Basic Description

Information Sharing

Information Sharing/Interactive Discussion

Group Discussion

Group Discussion

Interactive Discussion, Delphi and Poll Closing Remarks

INTRODUCTION

PERCEIVED REALITIES

• INTELLIGENCE• PERSONALITY• CHARACTER

HISTORICAL LINKAGE

Lean

• Identifies value • Establishes a value stream • Customer can pull value • Pursue perfection

Karkukly, W. (2013). The EPMO achieve leagility: An organization transformation case study. Proceedings of PMI Global Congress 2013—EMEA, Istanbul, Turkey.

• Doing more with less• Giving customer exactly what they want

Womack, J. P., Daniel, T., & Jones, D. T. (2003). Lean thinking: Banish waste and create wealth in your corporation (2nd ed.). New York, NY: Free Press.

Agile

• An ability to balance flexibility and stability.Highsmith, J. (2002). USA: Agile Software Development Ecosystem.

• Agile in perspective of Lean.Lacher, R., & Bodamer, R. (2009). The new reality of agile project management. Proceedings of PMI Global Congress 2009—North America, Orlando, FL.

• Agile is the implementation of Lean Thinking. • Lean is the ‘What’ and Agile is the ‘How’

Lacher, R., & Varisco, F. (2008), What's lean-agile and how does it allow teams to progressively improve customer satisfaction and service delivery? Retrieved from http://www.ccpace.com/news/What_is_Lean-Agile_color81.pdf

Mindsets

• Fixed vs. Growth Mindsets– Dweck, C. (2006), Mindset: The New Psychology of Success, Random

House, New York. • Agile Mindset

– Rising, L. (2011). The Power of an Agile Mindset: Much Ado About Agile VI, Keynote at Agile 2011—25 Oct 2011, Bacouver, BC.

– Rising, L. (2013). The Agile mindset -- what's next? Proceedings of Agile 2013—6 Aug 2013, Nashville, Tenn.

• Abundance vs. Scarcity Mindsets– Covey, S. (1989), The 7 Habits of Highly Effective People, Simon and

Schuster, New York. • Productive vs. Defensive Mindsets

– Argyris, C. (2004). Reasons and Rationalizations: The Limits to Organizational Knowledge. Oxford: Oxford Univ. Press.

• LeAgile Mindset

THE MINDSET

Mindset• A set of assumptions, methods, or notations

held by one or more people or groups of people. It further explains that these beliefs are so well-established that people or groups continue to adopt or accept prior behaviors, choices, or tools.Wikipedia. (2003) Mindset, Retrieved March 31, 2016 from

https://en.wikipedia.org/wiki/Mindset.

Mindset• An attitude, disposition or mood, where

attitude is an established way of thinking or feeling towards another person or thing.Dictionary.com (2016), Mindset, Retrieved March 30, 2015 from

http://www.dictionary.com/browse/mindset?s=t

Fixed vs. Growth

Agile MindsetFixed Mindset• Intelligence cannot be altered• Believing in your intelligence

and doing nothing about it.

Agile Mindset• Intelligence can be improved• Improving continuously upon

whatever intelligence you have.

Linda Rising

Abundance vs. Scarcity Mindsets

Abundance Mindset• There is more

than enough of everything for everyone

• Win-WinScarcity Mindset• Zero-Sum

Paradigm • Win-Lose

Productive vs. Defensive Mindsets

Productive Mindset• Focuses on Knowledge • Based in Logic• Certifiable results• Decision Making Mindset • Transparent and Auditable

Defensive Mindset• Closed• Self-Protected• Personal Growth only

INTERACTIVE DISCUSSION(5 MINUTES)

Suggest any other Mindsets which can be added to the list.

LEAN-AGILE: THE DELICATE BALANCE

DELICATE BALANCE

Lean vs Agile Balance• Lean and Agile may clash• One may try to subordinate the other• Need to achieve a state of equilibriumMindset Balance• Take the better mindsets from each group• Chosen mindsets are not exactly the same• Add the element of Lean.

GROUP DISCUSSION(5 MINUTES)

Any other points to be considered in establishing this delicate balance?

LEAN AND AGILE PROJECT LEADERS

AGILE PROJECT LEADER• An agile leader has to be self-aware, highly

flexibly, mentally agile, result-oriented, a servant leader, facilitator, and a people’s person.

• Agile Manifesto and its principles.

• Factors of Learning Agility– Self-Awareness – Mental Agility – People Agility – Change Agility – Results Agility

Beck, K., et al. (2001), Manifesto for Agile Software Development or The Agile Manifesto, Snowbird resort, Utah.

Swisher, V. (2012) Becoming an Agile Leader: Know What To Do…When You Don't Know What To Do, Korn/Ferry International, Minneapolis, MN.

LEAN PROJECT LEADER• Five Lean principles: specify value, identify

the value stream, flow, pull, and perfection • Three types of lean activities: value-added,

enabler and waste. • Seven types of waste:

GROUP DISCUSSION(5 MINUTES)

Any other notable characteristic of Lean or Agile Project Leader, which has been missed out?

LEAGILE MINDSET FOR PROJECT LEADERS

LEAGILE MINDSET CONSIDERATIONS• Agile emphasis on speed and flexibility should

not affect the values stream or result in waste. • Lean emphasis on process improvement and

minute observation of value and waste should not sacrifice speed.

COMMON TRAITS OF LEAGILE LEADER• Maximize value and minimize waste• Manage time as an asset• Establish a culture of continuous improvement• Enable safe failures• Increase predictability• Proactively adapt to change• Strive to achieve measureable results early

and oftenAsefeso, A. (2014). Agile and Lean Office: Key to Increasing Profit and

Employee/Customer Satisfaction,2nd ed., AA Global Sourcing Ltd., Swindon, Wiltshire, UK.

SUGGESTED LEAGILE MINDSET

• To be essentially a growth mindset which is productive in nature and carries value for all.

• Characteristics of a LeAgile leader would include: – being a change leader, – value driven, – waste conscious, – process-oriented, – achieves measurable results,

– keeps the stakeholders engaged and satisfied,

– communicates regularly, – proactively adapt to

change, – predictable, – servant leader, – people’s person, – highly flexible who can

think on her feet, – efficient & effective, – learning enabler and a

facilitator.

INTERACTIVE DISCUSSION(10 MINUTES)

Answer the Poll circulated and then discuss in small groups to suggest any further suggestion.

CONCLUSION

ANY BURNING QUESTIONS

• Name | Suhail Iqbal• Web | www.syscompk.com• Email | suhail@syscompk.com

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