Six Free Ideas to Improve Agile Success
Post on 02-Nov-2014
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DESCRIPTIONFree? Is anything free these days? Based on her experience working with organizational leaders and her research into what drives organizational performance, Pollyanna Pixton shares six ideasand the keys to their effective implementationto help assure the success of your agile teams. As a bonus, her suggestions wont cost you a thing. Pollyannas first free idea is how to create a culture of trustthe keystone of open collaborationwithin your team and organization. The second free idea is about ownershiphow to give it and not take it back. Third is empowering teams to make decisions by helping them understand and internalize the project and products purpose and value. Number fouryou can only fix processes, not people. Invest your energy toward the correct target. Idea five is to match peoples roles to their passion. Her final free idea is that integrity matters most. Explore with Pollyanna why each of these ideas is important and how you can adopt them on your agile team.
<ul><li> 1. TM HalfdayTutorial 6/4/20131:00PM "Six Free Ideas to Improve Agile Success" Presented by: Pollyanna Pixton Accelinnova Broughttoyouby: 340CorporateWay,Suite300,OrangePark,FL32073 email@example.com </li> <li> 2. Pollyanna Pixton Accelinnova An international leadership expert, Pollyanna Pixton developed the models for collaboration and collaborative leadership through her thirty-eight years of working inside and consulting with many organizations. She helps companies create workplaces where talent and innovation are unleashedmaking them more productive, efficient, and profitable. Pollyanna is a founding partner of Accelinnova, president of Evolutionary Systems, and director of the Institute for Collaborative Leadership. She writes and speaks on topics of creating cultures of trust, leading collaboration, and business ethics. Her models are found in her book, Stand Back and Deliver: Accelerating Business Agility. Pollyanna co-founded the Agile Leadership Network and has chaired Leadership Summits in the US and England. Contact her at firstname.lastname@example.org. </li> <li> 3. six free ideas to improve agile success Pollyanna PIXTON Co-Founder, Accelinnova President, Evolutionary Systems Director, Institute of Collaborative Leadership </li> <li> 4. Agile Defined Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it it. Through this work we have come to value: Individuals and interactions Working software Customer collaboration Responding t change R di to h over over over over processes and tools comprehensive docs contract negotiation following a plan That is, while there is value in the items on the right, we value the items on the left more. 2001 www.agilemanifesto.org </li> <li> 5. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it it. Through this work we have come to value: Individuals and interactions Working software Customer collaboration Responding t change R di to h over over over over processes and tools comprehensive docs contract negotiation following a plan That is, while there is value in the items on the right, we value the items on the left more. 2001 www.agilemanifesto.org 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 </li> <li> 6. 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 Overview 1. Trust 2. Give Ownership 3. Teams Make Decisions 4. Fix Processes 5. Right People 5 Ri ht P l 6. Integrity Matters </li> <li> 7. Trust trust Trust how do you define trust? </li> <li> 8. Unleashing Innovation why is trust important? Collaboration Process the data </li> <li> 9. 2004-2008: high trust companies out perform low trust companies by 43% add 2009: high trust companies out perform low trust t f l t t companies by 126% - Great Place to Work trust companies double performance over S&P for 10 years - Great Place to Work high trust companies out perform low trust p companies by 300% - Watson Wyatt study </li> <li> 10. transaction costs Transaction Costs </li> <li> 11. self protection repair p broken trust? </li> <li> 12. other price tags? Project Management how can leaders help teams build Trust? Change Management </li> <li> 13. Project Management remove debilitating Fear Dependency Management in ll b ti i collaboration, people l fear - Warren Bennis Beyond Bureaucracy </li> <li> 14. losing g identity losing intellectual mastery </li> <li> 15. losing individualism Leadership Role What can leaders d ? do </li> <li> 16. losing g identity losing intellectual mastery </li> <li> 17. losing individualism what other f h t th fears do d people have? </li> <li> 18. Leadership Role What can leaders d ? do Unleashing Innovation group and prioritize Collaboration Process </li> <li> 19. Exercise What are the top fears in list? Divide by 3 and round up Everyone votes by raising hand Work in groups on top three Report out fostering trust </li> <li> 20. advance each others intentions and interests dont impede them be proactive in moving work i forward </li> <li> 21. create transparency Project Management honest and open communication Focus, Communication, and Expectation Management </li> <li> 22. share Build the right product experiences team to team trust </li> <li> 23. a mega team validate others </li> <li> 24. accept risks collectively leadership role ? p </li> <li> 25. Leading team based Agile measurements Collaboration Model Collaboration Process people do what they are measured by measure results </li> <li> 26. let teams evaluate themselves build confidence </li> <li> 27. short iterations early wins Collaboration Model celebrate success ! </li> <li> 28. Project Management trust First ! Risk Management Leadership Role Suspicion is a permanent condition. - Marcus Buckingham </li> <li> 29. Leadership Role other leadership roles? Trust trust summary remove f fear validate others accept risks together team-based measurements authenticity </li> <li> 30. ownership use authentic motivation - Alfi Kohn Alfie K h Punished By Rewards </li> <li> 31. Unleashing Innovation foster collaboration Collaboration Process teams collaborate to make their decisions </li> <li> 32. let people choose let people choose how, what, and when </li> <li> 33. content provide meaningful work </li> <li> 34. dont take back their ownership dont answers give the </li> <li> 35. or give them the solutions ask questions </li> <li> 36. questions that help teams discover solutions howcan we avoid the temptation to rescue How our teams? would Ask Questions.like you What would you like me to do? to How would you like to solve that problem? What would you like to do? solve it? </li> <li> 37. what would you like me to do? exercise: leader and worker conversation </li> <li> 38. Stay Positive what questions worked? Trust/Ownership Model Leadership &B Business Process Trust Control Low Failure F il No One Cares Command & Control Team Does as Instructed No Ownership Leader / Process is Bottleneck Energy & Innovation Team Trusted Team Accountable Leader Freed Conflict Team Demotivated Mired in Bureaucracy & Wasted Effort Team/Individual Ownership High </li> <li> 39. Stay Positive How can you help teams/people take ownership? macro- leadership tool </li> <li> 40. Macro Leadership Cube Stand Back Stand Back </li> <li> 41. Step Up Step Up Example Example </li> <li> 42. Your cube? Your cube? ownership summary ask questions macro leadership cube dont take back ownership </li> <li> 43. team decides why decisions by teams? </li> <li> 44. Trustworthiness p positional power = decisions with less information How can we make better decisions? </li> <li> 45. Legacy System Replacement System Name: Phone: Address: Add Name: Address: Phone: Ph whats the value of this required change? Ideally, we decide based on value, but, whats that? </li> <li> 46. Business Value Model Purpose p Considerations Costs and Benefits Business Value Model Purpose p </li> <li> 47. Purpose Based Alignment Model High Partner? Differentiate Who cares? ? y Parity Market Differentiating Low High Low Mission Critical Purpose Based Alignment Model High D we t k Do take this on? I t Innovate, Create Minimize or Eliminate Achieve and Maintain Parity, Mimic, Simplify Market Differentiating Low High Low Mission Critical </li> <li> 48. How about an example? enterprise business intelligence product competitors killer UI </li> <li> 49. Project Plan: big team millions of dollars many months to out-do competitors UI Where Does My UI Belong? High Or Here? Analytics Engine + UI? Or Even Here? UI Here? Market Differentiating Low High Low Mission Critical </li> <li> 50. UI As Parity new design g goals: go to school on competitors UI dont be so bad b d </li> <li> 51. Results: Market-aligned project, cut time by 50% and costs by 40% Used resources to create next evolution of analytics engine 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. 4 What is the best way to provide this? </li> <li> 52. the billboard test Order new pages by 2pm and get them tomorrow! </li> <li> 53. To be the low cost airline. - Southwest Airlines Will this help us be p the low cost airline? - Southwest Airlines </li> <li> 54. decision filters: make daily decisions schedule projects what to develop Start Up Exercise: Pick a project. p j Exercise Pick an objective, a brand, or a project. </li> <li> 55. What is the purpose? High Partner? Differentiate Who cares? Parity Market Differentiating Low High Low Mission Critical Whats On Your Billboard? </li> <li> 56. y your decision filter? other considerations ? </li> <li> 57. Business Value Model Purpose p Considerations Collaboration Model flexibility </li> <li> 58. dependencies Collaboration Model time to market </li> <li> 59. complexity team size mission criticality team location team capacity domain knowledge gaps dependencies technical complexity uncertainty market uncertainty technical uncertainty p j project duration dependents </li> <li> 60. Business Value Model Purpose p Considerations Costs and Benefits its a conversation </li> <li> 61. resolve differences group chunks g high medium - low </li> <li> 62. build build a chunk at the end of the chunk </li> <li> 63. now you can ask Do we have enough business value to go to market? </li> <li> 64. Should we continue? its a conversation </li> <li> 65. team decides summary base decisions on business value ... collaboratively y decide! process </li> <li> 66...</li></ul>
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Combiningg, g g Lean, Six Sigma Agile - Me Arlen Bankston Director, Lean-Agile Consulting Six Sigma Master Black Belt Certified ScrumMaster Trainer and Agile Methodology Coach 30+ Lean Six