six free ideas to improve agile success
DESCRIPTION
Free? 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 ideas—and the keys to their effective implementation—to help assure the success of your agile teams. As a bonus, her suggestions won’t cost you a thing. Pollyanna’s first free idea is how to create a culture of trust—the keystone of open collaboration—within your team and organization. The second free idea is about ownership—how to give it and not take it back. Third is empowering teams to make decisions by helping them understand and internalize the project and product’s purpose and value. Number four—you can only fix processes, not people. Invest your energy toward the correct target. Idea five is to match people’s 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.TRANSCRIPT
TM Half‐day Tutorial 6/4/2013 1:00 PM
"Six Free Ideas to Improve Agile Success"
Presented by:
Pollyanna Pixton Accelinnova
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com
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 unleashed—making 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 [email protected].
six free ideas to
improveagile success
Pollyanna PIXTONCo-Founder, Accelinnova
President, Evolutionary SystemsDirector, Institute of Collaborative Leadership
Agile Defined…
Agile Manifesto
We are uncovering better ways of developing software by doing it and helping others do itsoftware 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 docsCustomer collaboration over contract negotiation R di t hResponding 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 Manifesto
We are uncovering better ways of developing software by doing it and helping others do itsoftware 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 docsCustomer collaboration over contract negotiation R di t hResponding 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 Principles
Customer SatisfactionEmbrace and welcome changeDeliver working software frequentlyBusiness people and developers work together dailyBuild projects around motivated individuals. Support and trust them.Face-to-face communication is best
Agile Principles (cont.)
Working software is measure of progressSustainable development with a consistent paceAttention to technical excellenceSimplicity is essential Best designs and requirements emerge from self-organized teamsTeam reflects regularly on how to improve
Overview
1. Trust2. Give Ownership3. Teams Make
Decisions 4. Fix Processes5 Ri ht P l5. Right People6. Integrity Matters
Trust
trust
Trust
how do youhow do youdefine trust?
Unleashing Innovationwhy is
trust important?Collaboration Process
trust important?
the data …
2004-2008: high trust companies out perform low trustout perform low trust companies by 43%
add 2009: high trust companies
t f l t t
- Great Place to Work
out perform low trust companies by 126%
trust companies double performance over S&P for 10 yearsover S&P for 10 years
- Great Place to Work
high trust companies out perform low trust
- Watson Wyatt study
pcompanies by 300%
transaction costs
Transaction Costs
self protection
repairp
broken
trust?
other price tags?
Project Management
Change Management
how can leaders help teams build Trust?Change Management
Project Management
Dependency Management
remove debilitating Fear
Dependency Management
i ll b ti lin collaboration, people fear …
- Warren BennisBeyond Bureaucracy
losingg
identity
losing
intellectual mastery
losing
individualismindividualism
Leadership Role
dWhat can leaders do?
losingg
identity
losing
intellectual mastery
losing
individualismindividualism
h t th f dwhat other fears do people have?
Leadership Role
dWhat can leaders do?
Unleashing Innovation
group andCollaboration Processprioritize
Exercise
What are the top fears in list?What are the top fears in list?Divide by 3 and round upEveryone votes by raising handWork in groups on top threeReport outReport out
fostering
trusttrust
advance each other’s intentions
and interests
don’t impede them
be proactive in imoving work
forward
create transparency
Project Management
Focus, Communication, and Expectation
honest and opencommunication
Focus, Communication, and Expectation Management
Build the right product
share
experiences
team to team trust…
“a mega team”
validate othersvalidate others
accept risks collectively
leadership role ?p
Leading Agile
Collaboration Model
team basedmeasurements
Collaboration ModelCollaboration Process
people do what they are
measuredby
resultsmeasure results
let
teamsevaluate
themselves
build
confidenceconfidence
short iterations … early wins
Collaboration Model
celebrate success !
Project Management
Risk Management
trust First !Risk Management
Leadership Role
Suspicion is a permanent condition.- Marcus Buckingham
Leadership Role
other leadership roles?
Trust
f
trust summary
remove fearvalidate othersaccept risks togetherteam-based measurementsauthenticity
ownership
use
authentic motivation
Alfi K h- Alfie KohnPunished By Rewards
Unleashing Innovationfoster
collaborationCollaboration Process
teamsteams
collaborateto
make their
decisions
let peoplechoosechoose
let people
choosechoosehow,
what,
and whenand when
content
provide meaningful
work
don’t take backback
their
ownershipownership
don’t give the
answers
or……
give them
the
solutionssolutions
askask
questions
questionsthatthat
help teams
discoversolutions
How can we avoid the temptation to rescue our teams?
how
Ask Questions.What would you like me to do?How would you like to solve that problem?What would you like to do?
would you like
to
solve it?solve it?
what would youlike me to do?
exercise: leader and worker conversation
Stay Positive
what questions worked?
Trust/Ownership Model
Energy & InnovationF il
Trust
s
Command & Control Conflict
Innovation
Team TrustedTeam Accountable
Leader Freed
Failure
No One Cares
Lead
ersh
ipB
usin
ess
Proc
es
Team Does as InstructedNo Ownership
Leader / Processis Bottleneck
Team DemotivatedMired in Bureaucracy
& Wasted Effort
HighTeam/Individual OwnershipControl
Low
& B
Stay Positive
How can you help teams/people take
ownership?ownership?
macro-
leadershiptool
Macro Leadership Cube
Stand BackStand Back
Step UpStep Up
Example…Example
Your cube?Your cube?
ownership summaryownership summary
ask questionsmacro leadership cubedon’t take back ownership
team decides
why decisions by teams?
Trustworthiness
positionalppower =decisions with less information
How can we make better decisions?
Legacy SystemName:Phone:
Add
Replacement System Name:
Address:PhAddress: Phone:
what’s the value of this required
change?
Ideally, we decide based on
value,but, what’sthat?
Purpose
Business Value Model
p
Considerations
Costs and Benefits
Purpose
Business Value Model
p
High
Purpose Based Alignment Model
MarketDifferentiating
Differentiate
Parity
Partner?
Who ?
Low
Mission CriticalLow High
ycares?
High
I tD t k
Purpose Based Alignment Model
MarketDifferentiating
Innovate,Create
Do we take this on?
Minimize or
Achieve andMaintain
Low
Mission CriticalLow High
or Eliminate Parity, Mimic,
Simplify
How about an example?
enterprise business intelligence
productproduct
competitor’s killer UIcompetitor’s killer UI
Project Plan:big team
millions of dollars
many months to “out-do” competitors’ UI
High
AnalyticsOr Here?
Where Does My UI Belong?
MarketDifferentiating
Analytics Engine + UI?
Or Here?
Or Even Here?
UI Here?
Low
Mission CriticalLow High
Here?
UI As Parity
new design goals:g
“go to school” on competitor’s UI
b ddon’t be so bad
Results:
Market-aligned project, cut time by 50% and costs by 40%
Results:
and costs by 40%Used resources to create next evolution of analytics engine
Questions to ask:
1. Who do we serve?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?4. What is the best way to provide this?
the “billboard” test…
Order new pages by 2pm and get them tomorrow!
“To be the low cost airline.”
- Southwest Airlines
“Will this help us bepthe low cost airline?”
- Southwest Airlines
decision filters:make dailymake daily
decisions
schedule projects
what
to develop
Start Up
Exercise: Pick a project.Exercise p jExercise
Pick an objective, a brand, or a project.
High
What is the purpose?
MarketDifferentiating
Differentiate
Parity
Partner?
Who
Low
Mission CriticalLow High
Paritycares?
What’s On Your Billboard?
youry
decision
filter?filter?
otherother
considerations??
Purpose
Business Value Model
p
Considerations
Collaboration Modelflexibility
dependencies
Collaboration Model
timeto
market
complexity team sizemission criticality
team locationteam locationteam capacity
domainknowledge gaps
dependenciesdependenciestechnical
complexity
uncertaintymarket
uncertaintytechnical
uncertaintyproject durationp j
dependents
Purpose
Business Value Model
p
Considerations
Costs and Benefits
it’sa
conversation
resolve differences
group chunks high – medium - lowg
“build”builda
chunk…
at the endof the
“chunk”
now you can ask…
Do we have enough business value to go to market?
Should we continue?
it’sa
conversation
team decides summary
base decisionson business
value ... collaboratively y
decide!
process
fix
processesprocessesnot
people
What processes aren’t working?
Leadership Role
HHow can we fix them?
Ask the team!
Project Management
Dependency Management
collaborationprocessDependency Managementprocess
what can we do
to fix the process?
brainstorm
groupin
silence
prioritizebased on
business value
Purpose
Business Value Model
p
Considerations
Costs and Benefits
individuals
volunteerfor
what
hand by when
value stream mapping
Where do we waste time?
Cycle Time:
Average end-to-end process timeFrom problem detectionTo problem solution
Begins and ends with customer.
Problem Solution
Cycle Time
g
Customer Request Customer Satisfied
Where do we waste time?
Cycle Time:
Average end-to-end process timeFrom problem detectionTo problem solution
Begins and ends with customer.
Problem Solution
Cycle Time
g
Customer Request Customer Satisfied
Where do we waste time?
Cycle Time:
Average end-to-end process timeFrom problem detectionTo problem solution
Begins and ends with customer.
Problem Solution
Cycle Time
g
Customer Request Customer Satisfied
Example: Customer Requests FixCustomer
requests fix
Support triagesrequest
Dev team triagesrequest
Dev fixes,releases in
fix pack
Customer deploysfix pack
Work: 5 min 2 hrs 1 hr 2 wks 1 hr
Wait: 5 min 3 days 1 wk 2 wks
Value Added Time = 10.5 daysCycle time = Work + Wait = 38.5 days
Where can we remove the waste?
Efficiency = Value added timeTotal cycle time
10.5 days38.5 days= = 27%
Select Delivery Content (no travel allowed!)
Need for 2 Hours
Call & Email1 Hour
Call & Email1 Hour
7 Days 2 Days Agreement1 Day
Scope Def. With Cust With Cust AchievedX 6
Customer Request to AgreementWorking Time = 16 hoursElapsed Time = 32 days Wasted Time = 30 days
Efficiency = 6%
Face to Face MeetingWorking Time = 8 hoursElapsed Time = 2 daysWaiting Time = 1 days
Efficiency = 50%Efficiency = 6%
Note: Comparison assumes• 1 day travel to customer site• 1 day face to face work• 1 day travel home is excluded since
customer is satisfied
Efficiency = 50%
As-Is Example
As a new customer, I want to enter my Information only once in the Small Business Portal
SOW GOL (1 Day)
Digital Cement (2 Days)
1 Day 2 Wks2-4 Wks
Tech Central (1 Day)
System Test(5 Days)
Tech Central(5 Days)
2 Wks2 Days
Process Efficiency = Work / Time = 14 / 56 = 25%
To-Be Example
DigitalCement
RequirementsPlanning(2 Days)
GOL (1 Day)
Cement(1 Day)
Tech Central
1 Day
Work = 14 daysTime = 8 days
Efficiency = 175%
System Test(5 Days)
Tech Central(5 Days)
Create a Value Stream Map
Select a Process that is relevant to youSelect a Process that is relevant to youCreate a Value Stream MapCalculate Process Cycle Efficiency
Process Efficiency = Value Added TimeTotal Cycle Time
145145
How can you change the process to reduce the waste? (the To Be state)
Value Stream Maps
Customer value not changedReduces the delivery time to customer
Process summaryFix processes not people
Use sticky notes forUse sticky notes for improving processes
Map value streams
right peoplepeople
get the right people on the bus
in the right seats.- Jim Collins
get the wrong people off the bus.
iPassion
Best
Organizational Fit values
what are you passionate about?
what do you do best ?
how do you definesuccess?
i
Do your circles intersect?
Passion
Best
Organizational Fit values
what’s holding you back?g y
i
What about your team?
Passion
Best
Organizational Fit values
right people summaryIntersection of:
Your passion?What you do best?Organizational fit?
integrity matters
Trusthow do you
definedefine integrity?
Enron The Smartest Guys in the Room
(book and documentary)
The Insider
Movie and book
other examplesof integrity?
Attract and retain:first on the basis of integrity
second, motivation
third, capacity
fourth, understanding
fifth, knowledge
last and least, experience.
- Dee Hock, CEO Emeritus VISA International
…knowledge without integritywithout integrity is dangerous and dreadful.
- Samuel Johnson, British author
how do you know if ysomeone has integrity?
Summarysummary
Trust
f
trust summary
remove fearvalidate othersaccept risks togetherteam-based measurementsauthenticity
ownership summaryownership summary
ask questionsmacro leadership cubedon’t take back ownership
team decides summary
base decisionson business value
collaboratively decide!
process summaryFix processes not people
Use sticky notes forUse sticky notes for improving processes
Map value streams
right people summaryIntersection of:
Your passion?What you do best?Organizational fit?
integrity matters summaryhire and retain:
Integrity firstMotivationCapacityUnderstandingK l dKnowledgeExperience last
learn more…
Coming Soon!gAgile Culture Change
Our new book due November 2013
Text: 801.209.0195Blog: pollyannapixton.com