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A Discussion of A Discussion of Agile Management Agile Management

David C. SongcoDavid C. SongcoCIO, NICHD NIHCIO, NICHD NIH

September 10, 2008September 10, 2008

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Objectives for TodayObjectives for Today

It is my pleasure to share my It is my pleasure to share my experiences as a career Federal experiences as a career Federal Government engineer, PM, manager Government engineer, PM, manager and CIO with over 45 years of serviceand CIO with over 45 years of service

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Management PerspectivesManagement Perspectives

Objectives:Objectives: this presentation will this presentation will introduce a variety of management introduce a variety of management concepts including practical suggestions concepts including practical suggestions for implementing these ideas in your own for implementing these ideas in your own organizationorganization

Goal:Goal: to provide a few fundamental to provide a few fundamental concepts of management that may help concepts of management that may help you as you transition form technical to PM you as you transition form technical to PM to senior managerto senior manager

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Key Concepts for Key Concepts for TodayToday

The role of managementThe role of management Management functionsManagement functions Leadership vs. ManagementLeadership vs. Management Project managementProject management Management skillsManagement skills Types of powerTypes of power Organizational structureOrganizational structure Working smarter not harderWorking smarter not harder Directing and delegationDirecting and delegation Participative management and teamsParticipative management and teams Sample Career PathsSample Career Paths What can you do?What can you do? Balance – ZenBalance – Zen

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What is the Role of What is the Role of Management?Management?

Management is responsible for defining and Management is responsible for defining and carrying out the mission of the organizationcarrying out the mission of the organization

Management is getting things done through Management is getting things done through othersothers

Management focuses on deciding what to do and Management focuses on deciding what to do and when NOT how when NOT how

Leadership: the art of getting someone else to do something you Leadership: the art of getting someone else to do something you want done because they want to do it.want done because they want to do it.

----Dwight D. Eisenhower----Dwight D. Eisenhower

Never tell people how to do things. Tell them what to do and they Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.will surprise you with their ingenuity.

----George S. Patton, Jr.----George S. Patton, Jr.

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Management FunctionsManagement Functions

PlanningPlanning OrganizingOrganizing DirectingDirecting MeasuringMeasuring

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Leaders vs ManagersLeaders vs Managers

Influence derives from Influence derives from formal authorityformal authority

Rely on the line Rely on the line relationship, which is relationship, which is defined by the defined by the organizational hierarchyorganizational hierarchy

Influence is based on Influence is based on positional powerpositional power

Influence comes from the Influence comes from the right to command right to command

Can only use their Can only use their authority “down” the authority “down” the organizational ladder to organizational ladder to direct subordinatesdirect subordinates

Influence derives from the Influence derives from the interaction between the interaction between the leader and the followersleader and the followers

Rely on a relationship of Rely on a relationship of rapport, trust and rapport, trust and recognized credibilityrecognized credibility

Influence is based on Influence is based on person-to-person powerperson-to-person power

Influence comes from Influence comes from commitment, desire, and commitment, desire, and the ability to inspire and the ability to inspire and collaborate with otherscollaborate with others

Can exert influence in any Can exert influence in any direction: up, across, down, direction: up, across, down, and outside the hierarchyand outside the hierarchy

MANAGERS LEADERS

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Leadership vs. Leadership vs. ManagementManagement You don’t have to be a manager to be You don’t have to be a manager to be

a leadera leader– Not all managers are leadersNot all managers are leaders

Act like an owner – Act like an owner – Blonchek and O’NeillBlonchek and O’Neill

– You are the face the customer seesYou are the face the customer sees Managers are given their role in the Managers are given their role in the

organization organization – Leaders Leaders take take their role in the their role in the

organizationorganization- - From 108 Skills of Natural Born Leaders – Warren BlankFrom 108 Skills of Natural Born Leaders – Warren Blank

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A Project Manager’s Many Roles: A Project Manager’s Many Roles: You wear many different hats!You wear many different hats!

Performance Technical

Resources

Risk Management

Communication

Acquisitions

Quality & Configuration

Cost & Schedule

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Semper GumbySemper Gumby

Main Entry: ag·ile Pronunciation: 'a-j&l, -"jIlFunction: adjectiveEtymology: Middle French, from Latin agilis, from agere to drive, act

1 : marked by ready ability to move with quick easy grace

2 : having a quick resourceful and adaptable character <an agile mind>

•The only constant is change.•Embrace change•Be Agile

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Critical Elements of Project Critical Elements of Project ManagementManagement

Project Management is Project Management is a process used for a process used for getting the job done getting the job done rightright

On TimeOn Time Within BudgetWithin Budget According to According to

Customer’s and Customer’s and Sponsor’s technical Sponsor’s technical objectives and objectives and performance criteriaperformance criteria

Technical Objectives &

Performance Criteria

Time Cost

Scope

Customer

Satisfaction

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Management SkillsManagement Skills

TechnicalTechnical People People ConceptualConceptual

Technical

People

CTO, CIO

Branch Chief

PM, Tech

Conceptual

Management Level vs. Skills

Verbal and written communication is

often overlooked by technical people.Increasingly important as you rise in the organization

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Keep It Simple - ConciseKeep It Simple - Concise

Concise: marked by brevity of expression or statement, free from all elaboration and superfluous detail

No Matter how “sophisticated” the product or process. If you can’t explain it in a phrase, a page, or to a 14-year-old …. You haven't got it right yet

Senior management is interested in ROI, schedule, cost and risk

The golden Rule of Business:

The people with the Gold make the rules!!

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Types of PowerTypes of Power

Positional powerPositional power– AssignedAssigned– Value often overestimatedValue often overestimated

Inferred powerInferred power– Can open doorsCan open doors– Can be abusedCan be abused

Leadership powerLeadership power– Most important Most important – Has to be earnedHas to be earned

Knowledge powerKnowledge power– Available to anyoneAvailable to anyone– Can be the most effective Can be the most effective

Being powerful is like being a lady. Being powerful is like being a lady. If you have to tell people you are, you aren't.If you have to tell people you are, you aren't.----Margaret Thatcher----Margaret Thatcher

Influence Progression

•Body

•Mind

•Heart

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Organizational Organizational StructuresStructures

One size does not fit allOne size does not fit all

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Football Team Football Team

Dominant characteristic - controlDominant characteristic - control Central planning and controlCentral planning and control Plans meticulously crafted ahead of timePlans meticulously crafted ahead of time Coordination achieved by managerial Coordination achieved by managerial

planplan HierarchicalHierarchical Stress loyaltyStress loyalty Risk avoidingRisk avoiding Excellent model for a Data CenterExcellent model for a Data Center Cast of thousands Cast of thousands

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Baseball Team Baseball Team

Dominant characteristic - autonomyDominant characteristic - autonomy Free standing rolesFree standing roles Emphasis on IndividualsEmphasis on Individuals Stress self relianceStress self reliance Risk embracingRisk embracing Minimum management overhead Minimum management overhead Good model for R& D labsGood model for R& D labs

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Basketball TeamBasketball Team

Dominant characteristic - CooperationDominant characteristic - Cooperation Coordination mechanism - DistributedCoordination mechanism - Distributed Spontaneous teamworkSpontaneous teamwork Coordination achieved by mutual adjustmentCoordination achieved by mutual adjustment Stress adaptability - offense and defenseStress adaptability - offense and defense Risk acceptingRisk accepting Good model for flattening the organizationGood model for flattening the organization Self directed teamsSelf directed teams Excellent model for customer supportExcellent model for customer support Lean mean development teamLean mean development team

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The Horizontal The Horizontal OrganizationOrganization Reduce the number of layersReduce the number of layers Reduce the number of managersReduce the number of managers Use self managing teamsUse self managing teams Increase the span of controlIncrease the span of control Increase delegationIncrease delegation Decrease reaction timeDecrease reaction time

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Task vs. People Task vs. People OrientationOrientation

1 by 9 Drill Sergeant1 by 9 Drill Sergeant 9 by 1 Cheerleader9 by 1 Cheerleader 9 by 9 Build with a team9 by 9 Build with a team

9, 1

6, 3

4, 5

2, 7

1, 9 9, 9

8, 8

5, 5

1, 1

0

1

2

3

4

5

6

7

8

9

10

0 1 2 3 4 5 6 7 8 9

People

Tas

k Series1

Series2

9, 1

6, 3

4, 5

2, 7

1, 9 9, 9

8, 8

5, 5

1, 1

0

1

2

3

4

5

6

7

8

9

10

0 1 2 3 4 5 6 7 8 9

People

Tas

k Series1

Series2

9 by 9

Team

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The Agile Team SystemThe Agile Team System

Managers have complete confidence in their Managers have complete confidence in their staffstaff

Motivation is by economic rewards based on Motivation is by economic rewards based on goals which have been set in participationgoals which have been set in participation

Personnel at all levels feel real responsibility Personnel at all levels feel real responsibility for the organizational goals for the organizational goals

Effective communication among management Effective communication among management and staff is practicedand staff is practiced

Emphasis on teamworkEmphasis on teamwork

----Derived from work by Rensis Likert----Derived from work by Rensis Likert

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OrganizingOrganizingYourselfYourself

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ICManagement

Your Team User

Community

Who Do You Serve - First?

The PM serves as the critical link

Remember that the project manager isn't (normally) the line manager of everyone on the team. The line managers may not even be working on the project. Building and maintaining good working relationships with the line managers will forestall problems later.

CIOOMB

HHS

Keyword: Agile

Conceptual

Technical

Conceptual

Technical

People Skills

Communication Skills

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Be ProactiveBe Proactive

Work Work smartersmarter not just not just harderharder..– The most common solution that most employees The most common solution that most employees

use is simply working longer hours in order to use is simply working longer hours in order to catch up.catch up.

– However at some point, keeping up may prove However at some point, keeping up may prove impossible, so a strategy to work more efficiently impossible, so a strategy to work more efficiently should be developedshould be developed

Understand the difference between Understand the difference between urgencyurgency and and importanceimportance..

Focus on the Focus on the compasscompass more than the clock more than the clock– Efficiency - doing something rightEfficiency - doing something right– Effectiveness - doing the right thingEffectiveness - doing the right thing

Delegate work and define levels of Delegate work and define levels of freedomfreedom and and responsibilitiesresponsibilities..

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Urgency vs. Importance – Urgency vs. Importance – Covey Covey

Quadrant I - Urgent and ImportantQuadrant I - Urgent and Important crisescrises pressing problemspressing problems deadline-driven projects, meetings, reportsdeadline-driven projects, meetings, reports many important activities become urgent through many important activities become urgent through

procrastination, or lack of prevention and planningprocrastination, or lack of prevention and planning excitement - short termexcitement - short term stress - long termstress - long term

Quadrant III - Urgent but NOT Quadrant III - Urgent but NOT ImportantImportant

quadrant of deceptionquadrant of deception ‘‘noise’ of urgency creates illusion of importancenoise’ of urgency creates illusion of importance activities usually only important to someone elseactivities usually only important to someone else drop in visitors, some phone calls, some meetings, drop in visitors, some phone calls, some meetings,

some mailsome mail we spend a lot of time in QIII responding to other we spend a lot of time in QIII responding to other

people’s priorities and expectations - thinking we are people’s priorities and expectations - thinking we are in QIin QI

Quadrant II – Important but Not Quadrant II – Important but Not UrgentUrgent

planning, preparation, and preventionplanning, preparation, and prevention empower othersempower others listen to otherslisten to others increase our skills - sharpen the sawincrease our skills - sharpen the saw the quality quadrantthe quality quadrant the quadrant of personal leadershipthe quadrant of personal leadership when we ignore this quadrant we feed quadrant Iwhen we ignore this quadrant we feed quadrant I

Quadrant IV - NOT Urgent and Quadrant IV - NOT Urgent and

NOT ImportantNOT Important the quadrant of wastethe quadrant of waste we often escape to QIV for survival but this survival we often escape to QIV for survival but this survival

can quickly lead to deteriorationcan quickly lead to deterioration

I

M

P

O

R

T

A

N

C

E

U R G E N C Y

Emphasis on Effectiveness NOT EfficiencyIs what I am doing important?

HIGH

LOW

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Importance ParadigmImportance Paradigm

Operate in QI and QIIOperate in QI and QII Eliminate unnecessary QI by spending more time Eliminate unnecessary QI by spending more time

in QIIin QII Stay out of QIII and QIVStay out of QIII and QIV The more we spend time in QII preparation, The more we spend time in QII preparation,

prevention, planning, and empowerment the prevention, planning, and empowerment the more we decrease the time in QImore we decrease the time in QI

Move to QI by choice rather than by defaultMove to QI by choice rather than by default Make more time for QII by less time in QIII and Make more time for QII by less time in QIII and

QIVQIV

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It’s not where the puck is…..It’s where the puck will be

Wayne Gretsky – All time Great Hockey Player

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Project RescueProject Rescue

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Cows in the DitchCows in the Ditch

What to do when What to do when you find the cow in you find the cow in the ditch?the ditch?– Get the cow out of Get the cow out of

the ditchthe ditch– Find out how the Find out how the

cow got in the cow got in the ditchditch

– Develop plans and Develop plans and procedures to keep procedures to keep your cows out of your cows out of the ditchthe ditchAnne Mulcahy, CEO Xerox – FORTUNE March 2005

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When the Same Cow Keeps Going Into The Ditch

HAVE A BARBEQUE

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DirectingDirectingand Delegationand Delegation

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MotivatorsMotivators

Management often concentrates on Management often concentrates on security needs by providing fringe benefitssecurity needs by providing fringe benefits

People want to have a high evaluation of People want to have a high evaluation of themselves that is based on recognition themselves that is based on recognition and respect by othersand respect by others

Far and away the best prize that life offers Far and away the best prize that life offers is the chance to work hard at work worth is the chance to work hard at work worth doing.doing.--------Theodore RooseveltTheodore Roosevelt

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Participative ManagementParticipative Management

Emphasize leadership not control.Emphasize leadership not control.– Belief that workers can learn to make decisions and take Belief that workers can learn to make decisions and take

initiativeinitiative Establish trust. Establish trust.

– We mean them no harmWe mean them no harm Empower the individual by establishing and nuturing the Empower the individual by establishing and nuturing the

environment.environment.– Empowerment can’t be installed, it has to be grownEmpowerment can’t be installed, it has to be grown– Nurture the conditions that facilitate empowermentNurture the conditions that facilitate empowerment– People will empower themselves given the environmentPeople will empower themselves given the environment– Encourage independent thinking and actionEncourage independent thinking and action

The best way to develop responsibility in people is to give them The best way to develop responsibility in people is to give them responsibility.responsibility.

Empowerment takes more than a minute – Ken BlanchardEmpowerment takes more than a minute – Ken Blanchard

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Participative ManagementParticipative Management

Three essential elements of assigning workThree essential elements of assigning work– Work that the employee would like to doWork that the employee would like to do– Work that the employee has the skills to doWork that the employee has the skills to do

TrainingTraining– Work that the organization needs doneWork that the organization needs done

The manager acts as a “catalyst” to speed up the reaction The manager acts as a “catalyst” to speed up the reaction between the employee’s talents and the organization’s goals between the employee’s talents and the organization’s goals and between the employee’s talents and the customer’s needsand between the employee’s talents and the customer’s needs– First Break All the Rules – Buckingham and CoffmannFirst Break All the Rules – Buckingham and Coffmann

If we have all three most of the time we can go with one or If we have all three most of the time we can go with one or two some of the timetwo some of the time

Good is the enemy of great – Jim CollinsGood is the enemy of great – Jim Collins

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Organization

Goals and Mission

Participative ManagementParticipative Management

Staff

Goals and Values

Capabilities, Skills and Resources

Clients

Requirements and

Expectations

Excellence

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Good Fit Career Time LineGood Fit Career Time Line

0

20

40

60

80

100

120

140

160

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Time

Lev

el

Skill/Fit

Position

Zen

Fit is good – Skill increases

Position growth – Zen is excellent

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Moderate Fit Career Time Moderate Fit Career Time LineLine

0

20

40

60

80

100

120

140

160

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Time

Lev

el

Skill/Fit

Position

Zen

Fit is moderate – Skills may level off

Position growth may slow - Zen is moderate to weak

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Poor Fit Career Time LinePoor Fit Career Time Line

Fit is poor – Skills level off then decrease

Position growth slows or stops - Zen is weak to poor

-60

-40

-20

0

20

40

60

80

100

120

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

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Lev

el

Skill/Fit

Position

Zen

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Next StepsNext Steps

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What can you do?What can you do?

Don’t be a victim – Jack Welch, Former CEO General Electric– No one has more control over your

future than yourself– Be yourself

Develop a plan – Covey, First Things First– Focus on the compass not the clock– Set personal goals and write them

down– Develop training plans

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What can you do?What can you do?

Develop your people network– In the end relationships are the

most important element for success

Be agile – The only constant is change

Read and track Write, write, write Listen

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What can you do?What can you do?

Zen - Strive for balance in your life–Choose to be happy–Don’t sweat the small stuff–Keep your “I Love You’s” up to date

–Practice random acts of kindness Give back – Pass it on Seeking the best in others, we find

the best in ourselves

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What can you do?What can you do?

Have you invested as much this year in your career as in your car?…Molly Sargent

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Actual Career Time LineActual Career Time Line

0

20

40

60

80

100

120

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

Time

Lev

el

Skill/Fit

Position

Zen

1 Jr. Tech 7 Sr. Tech 13 Manager 18 NICHD CIO3 Tech 9 No growth 15 Sr. Manager 19 All Good!5 Mid Tech 11 GWU MEA 17 Consultant

1960 2006

NASA NIH ENGINEER

NIH MANAGER

DARK SIDE

CENSUS

CIOMEA

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Achieving BalanceAchieving Balance

Basics – DruckerBasics – Drucker Plan – Covey, Sun TszPlan – Covey, Sun Tsz Empower – BlanchardEmpower – Blanchard Delegate - OnckenDelegate - Oncken Customer Service – Customer Service –

PetersPeters Coach – Blanchard and Coach – Blanchard and

HersheyHershey Win – Welch, Lombardi, Win – Welch, Lombardi,

Coach ZCoach Z Risk – RooseveltRisk – Roosevelt Balance - FulghumBalance - Fulghum

If you were arrested for being a leader, would there be enough evidence to convict you?

People want to be part of something larger than themselves. They want to be part of something they’re really proud of, sacrifice for, that they trust.

- - - Howard Schultz, Starbucks

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Words To Live ByWords To Live By

Far better it is to dare mighty things, Far better it is to dare mighty things, to win glorious triumphs, even though to win glorious triumphs, even though checkered by failure, than to take checkered by failure, than to take rank with those poor spirits who rank with those poor spirits who neither enjoy much or suffer much neither enjoy much or suffer much because they live in the gray twilight because they live in the gray twilight that knows not victory or defeat.that knows not victory or defeat.

- - - T. Roosevelt.- - - T. Roosevelt.

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Semper GumbySemper Gumby

Thank You

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Risk managementRisk management

Risk is a function ofRisk is a function of – how likely an undesirable event will happen how likely an undesirable event will happen – how likely that event will cause loss; and how likely that event will cause loss; and – how serious is that loss how serious is that loss

Risk management tackles these byRisk management tackles these by – reducing the likelihood of the event happening reducing the likelihood of the event happening – reducing the likelihood of an accident or loss occurring and/or reducing the likelihood of an accident or loss occurring and/or – reducing the amount of loss reducing the amount of loss

Procedure to mitigate riskProcedure to mitigate risk– Identify the risksIdentify the risks– Devise a list of possible precautionsDevise a list of possible precautions– Select from list those that you consider cost effectiveSelect from list those that you consider cost effective– "Danger makes men devout""Danger makes men devout" W.Baldwin (in "Beware the cat"), W.Baldwin (in "Beware the cat"),

15841584

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Anticipating riskAnticipating risk

Common sense Common sense – gut feel, something doesn't feel right, a sense of uneasiness gut feel, something doesn't feel right, a sense of uneasiness

Past experience Past experience – learning from our mistakes, or better still, other's learning from our mistakes, or better still, other's

Historical data Historical data – our memories are unreliable, our perceptions flawed, our experience our memories are unreliable, our perceptions flawed, our experience

limited limited – database of past events database of past events

Tools and aids Tools and aids Check-lists, expert systems, Event Trees, Fault Trees Check-lists, expert systems, Event Trees, Fault Trees Independent assessors Independent assessors

– from elsewhere in the organization or bought in from elsewhere in the organization or bought in – may be able to spot things we miss (due to over-familiarity or a may be able to spot things we miss (due to over-familiarity or a

reluctance to admit to our failings) reluctance to admit to our failings) – not always very effective (due to unfamiliarity, or over-emphasis on not always very effective (due to unfamiliarity, or over-emphasis on

irrelevancies) irrelevancies) Analogues Analogues

– comparing with dissimilar risk situations eg. motor insurance comparing with dissimilar risk situations eg. motor insurance Creative thinking Creative thinking

– spotting unprecedented risks by asking "crazy" questions spotting unprecedented risks by asking "crazy" questions

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Risk ExampleRisk Example

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Get the car out of the Get the car out of the waterwater

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Close to successClose to success

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Underestimated riskUnderestimated risk

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Failure due to inadequate Failure due to inadequate resourcesresources

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Call in the consultantsCall in the consultants

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Task 1 completedTask 1 completed

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Finish the jobFinish the job

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Ooops – Choose backup Ooops – Choose backup wiselywisely