reimagining project delivery in an agile world. · founding impact culture, she led project...

Reimagining project delivery in an agile world.

Confidential and Proprietary © 2019

KristinaRiis


My personal journey…

…learning to co-createhigh-performance culture

in teams.

02.

Development Stage Metaphor Breakthroughs

TEALEvolutionary Living Organism

Evolutionary PurposeSelf Organization

Wholeness

GREENPluralistic Family

Stakeholder ValueValues Driven Culture

Empowerment

ORANGEAchievement Machine

InnovationMeritocracy

Accountability

AMBERConformist Army Formal Roles

Stable Process

REDImpulsive Wolfpack Top-down Authority

Division of Labour

Emerging management model.

Source: F. Lacroix, Re-inventing the Organization 03.

Cornerstones of performance.

Source: Agilitrix

Equal VoiceSafety04.

Other important ingredients.

Listening PatienceCompassion Agenda

Source: Agilitrix05.

Why is thisimportantto you?

Helping people work on-purpose


PWC, Workforce of the Future

“Purpose tops the agenda for millennials. 88% of them want to work for a company who’s values

reflect their own. Millennials will comprise 75% of the global workforce by 2025.”

07.

New leadership paradigms.


“Many organizations continue to operate according to industrial-age models that are 100 years old or

more - weighed down by legacy practices, systems and behaviours that must be confronted and discarded before true change can take hold.”

Deloitte, 2017 Global Human Capital Trends

08.

Evolving our ways of working.


“At least 40% of all businesses will die in the next 10 years…if they don’t figure out how to change

their entire company to accommodate new technologies.”

John Chambers, Executive Chairman, CISCO Systems

09.

Bringing agile to life.


“How we get there is how we’ll arrive”High-

performance culture

10.

Look for contradictions in the the stories we tell ourselves along the

journey...


Reframe the narrative.

11.

It all depends on me!

12.

No one can do it ALL on their own

– even you. Shared ownership

always delivers better outcomes


Agile Lesson 1.Co-create a team charterthat fosters shared ownership.

13.

The team charter is a living team agreement that should get reviewed every so often to ensure the team still agrees with it.

A living team charter.

Confidential and Proprietary © 2019 14.

Team charter co-creation.5. How will we communicate with each

other? What tools will we use? (e.g. Slack for messaging)

6. What are our working team hours? (eg.collaboration hours and quiet hours)

7. How will we resolve conflict with each other?


1. What are the values we share? (e.g. openness and courageousness)

2. What are acceptable and unacceptable team behaviours (e.g. there’s no such thing as a silly question—if in doubt, ask)

3. What are our meeting details? (e.g. stand-up at 9.15 am, no phones)

4. What technical practices will we follow? (e.g. continuous integration)

15.

I’ll just trustthe process…

16.

The best results come from leaving

room to do the right thing depending on the situation, don’t let methodology stifle innovation.


Agile Lesson 2.Create an environment where “some” flexibility is okay.

17.

New ways of working.

1.

2.

Wave Planning is a PMI best practice and allows for your customers to see results sooner.

Prototyping and Demo when possible always leaving enough time to make changes


Incorporate feedback on a regular basis- what is stopping us from getting our business partners to look at something for feedback as we are developing?

3.

19.

How is wasting time talking about it, actually moving us forward?

20.

Creating a high-performance culture requires discussion and discipline but

results in continuous improvement.


Agile Lesson 3.Take the time to make continuous improvement a priority.

21.

Retrospect often.

1.2.

Embed continuous improvement into your team contracts.

Lessons learned at the end of a project helps the next team.


Carve out time to improve delivery along the way.3.Find ways to measure the teams performance and things that are blocking the team, ensuring your changes have made an impact4.

22.

Why aren’t they just doing what I say?

23.

Telling people what to do, or wishing they would just do

what you ask of them -

is not listening.


Agile Lesson 4.Foster a culture where people feel heard and valued.

24.

Barriers to listening.

Source: Catalyst.org

• Prejudice and/or assumptions • Cultural, political or

religious beliefs are in conflict with the other person • Visual distraction • Language barrier • Disability barrier

• Lack of credibility • Lack of trust • Lack of control• Difference of

opinion• Don’t want to hear

the tough stuff or the bad/scary news

• Lack of time• Distractions/Multi-

Tasking• Information overload • Misunderstanding/

Misinterpretation• I’m too busy crafting

my response to listen

25.

What are you hearing?Ab

ove

the

line

Belo

w th

e lin

e

EmpoweredSatisfiedPositiveUncomfortableBelongMOVING FORWARD

Personal Responsibility

“I”“Me”“Us”“We”

OWNER

Frustrated/AngryDepressedResignedRighteousAlienatedSAME OR WORSE

BlameDenyAvoid

Excuse

“You”“They/Them”

“It”“He/She”

VICTIM

Your response determines if the outcome has the opportunity to be positive or negative

Source: Lighthouse 9 Group26.

I can control this situation.

27.

The Unconscious intentions often

create unintended outcomes.


Agile Lesson 5.Create conscious intentions to achieve intended outcomes.

28.

Red List Green List

PUSH PULL

CONVINCE INSPIRE

NEED TO WANT TO

MAKE / DRIVE INVITE

TELL CO-CREATE

SELL LISTEN

What is my Intention?

RESISTANCE AND DISENGAGMENT

GROWTHAND JOYSource: Agilitrix

29.

Learning recap.

Co-create a team charter that fosters

shared ownership.

Foster a culture where people feel heard and

valued.

Take the time to make

continuous improvement a

priority.

Design an environment where “some” flexibility is

okay, don’t let methodology stifle

innovation.

Create conscious

intentions to achieve intended

outcomes.

1. 2. 3. 4. 5.

Confidential and Proprietary © 2019 30.

Questions?

31.


Thank you J

[email protected]

Kris has over 20 years of experience in Capital Markets and the Investment Industry - with a focus on strategic planning, process engineering and project management. Before co-founding Impact Culture, she led Project Delivery and the Agile Centre for Excellence at Ontario Teacher’s Pension Plan. Her work in high-performance culture development blends facilitated design-thinking, cognitive change management and agile methodology to help leaders and their teams to work on-purpose as they create new value and possibilities for their organizations. Kristina Riis

32.

reimagining project delivery in an agile world. · founding impact culture, she led project...

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