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BSS Nexus Global © 2016
ARE YOU AN AGILE PROJECT MANAGER OR
AN AGILE PROJECT LEADER?
And why does that question
matter?
BSS Nexus Global © 2016
About me Did entire B.Sc. in Computer Science on punched cards…really…now I wear Dick
Tracey’s watch
Was the Agile Mentor for PRINCE2 Agile for AXELOS in 2015
Lead author on book that was endorsed by Dr. Alistair Cockburn, co-author of the
Agile Manifesto
Wrote two White Papers for AXELOS to be published this year:
- Implications of Agile thinking on ITIL and RESILIA
- Implications of Agile thinking on the AXELOS PPM Suite of Guidance
Working on a White Paper with a major Scrum organization
Lead Author for The Agility Series”:
- Types of Agility (Strategic, Value, Delivery, Business, Cultural, Organizational, etc.)
- Agile PMO’s
- Agile Organization Metrics
- Metrics for Agile PPM
- The Agile Executive
BSS Nexus Global © 2016
Preparing to Learn
Nan-in, a Japanese master during the Meiji era (1868-1912), received a university professor who came to inquire about Zen.
Nan-in served tea. He poured his visitor's cup full, and then kept on pouring. The professor watched the overflow until he no longer could restrain himself. "It is overfull.
No more will go in!“
"Like this cup," Nan-in said, "you are full of your own opinions and speculations. How can I show you Zen unless you first empty your cup?"
BSS Nexus Global © 2016
Topics
• What is Agility?
• What is Agile Project Leadership?
• How do you become an Agile Project Leader?
BSS Nexus Global © 2016
WHAT IS AGILITY?
BSS Nexus Global © 2016
Why do Organizations Spend?
VENTURE
GROWTH
NONDISCRETIONARY
CORED
iscr
etio
nar
y P
roje
cts
No
n-D
iscr
etio
nar
y C
ost
s
Transform the Business
DISCRETIONARYENHANCEMENTS
Grow the Business
Run the Business
Degrees of freedom to
allocate funds…yet
desired business outcomes still
drive
Clarity of connection with desired business
outcomes
6
BSS Nexus Global © 2016
The 9 Types of AgilityLeadership
Agility
Strategic Agility
Value Agility
Delivery Agility
Business Agility
Cultural Agility
Client Agility
7
Learning Agility
BSS Nexus Global © 2016
Value as Perception
“Money is a perfectly legitimate measurement of goods sold or services rendered. But it is no calculation of value...
Value is a feeling, not a calculation. It is perception.”
8
BSS Nexus Global © 2016
The Strategic questions. Are the
initiatives: • Defined from the perspective of our vision?
• Consistent with our business principles?
• Contributing to our strategic objectives?
• Providing optimal value, at affordable cost, at an
acceptable level of risk?
The Value questions. Do we have:• A clear and shared understanding of the
expected outcomes/benefits?
• Clear accountability for realising the benefits?
• Do we have relevant metrics?
• Do we have an effective benefits realisation
process?
The Architecture questions. Is it:• In line with our business and technical
architectures?
• Consistent with our architectural principles?
• Contributing to the population of our
architecture?
• In line with other initiatives?
The Delivery questions. Do we have:• Effective and disciplined delivery processes?
• Competent and available technical and business
people to deliver:
• The required capabilities?
• The organisational changes required to leverage
the capabilities?
Shaping Perception
Are we
doing
the right
things?
Are we
doing
the right
things?
Are we
doing them
the right
way?
Are we
doing them
the right
way?
Are we
getting
them done
well?
Are we
getting
them done
well?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
doing
the right
things?
Are we
doing
the right
things?
Are we
doing
the right
things?
Are we
doing
the right
things?
Are we
doing them
the right
way?
Are we
doing them
the right
way?
Are we
doing them
the right
way?
Are we
doing them
the right
way?
Are we
getting
them done
well?
Are we
getting
them done
well?
Are we
getting
them done
well?
Are we
getting
them done
well?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Are we
getting
the
benefits?
Technical Domain
Business Domain
How we organize
How we prioritize
9
Are the initiatives purpose-defined?
What impact are
the initiatives having?
Are they being done in the right
order?
Are the initiatives
timely?
BSS Nexus Global © 2016
Value Agility
10
The Nexus Framework – Scrum.org
BSS Nexus Global © 2016
Value and Delivery Agility
11
BSS Nexus Global © 2016
Characteristics of Value Agility
• Value is understood to be more than money
• By knowing that “Value is Perception” it is considered acceptable
for Value statements to be prioritized
• Value statements are clear and unambiguous and projects and
portfolios can be defined based on them
• Expected benefits also can be stated and prioritized
• Not all planned Value has to be delivered for there to be a
perception that Value has been delivered
12
BSS Nexus Global © 2016
Relevancy to Project Leadership
Known Knowns
Known UnknownsUnknown Unknowns
RiskHoly Crap!
Planned
Maybe we should do that….
Or unknown aspects of the problem?
13
“The edge of Chaos and Disorder”
BSS Nexus Global © 2016
WHAT IS AGILE PROJECT
LEADERSHIP?
BSS Nexus Global © 2016
It’s different than Project
Management
Customer Collaboration
Individuals & Interactions
Working Software
Responding to Change
Customer Interaction
High Performance Teams
Working Software
Responding to Change
Contract Negotiation
Processes and Tools
Comprehensive Documentation
Following a Plan
Also know as
Also know as
Also know as
Also know as
Valued more than
Valued more than
Valued more than
Valued more than
15
BSS Nexus Global © 2016
It turns the Model upside down
16
BSS Nexus Global © 2016
Teams are constructed differently
Business Leader
DeliveryLeader
PDTProjectLeader
PDTProjectLeader
PDTProjectLeader
ScrumTeam
ScrumTeam
ScrumTeam
ScrumTeam
ScrumTeam
ScrumTeam
ScrumTeam Scrum
Team
ScrumTeam
Portfolio Leadership Team
PDT = Portfolio Delivery Team
17
BSS Nexus Global © 2016
The Team’s Roles also Change
Agile Teams Traditional Teams
Generalizing specialists Specialists (BA, Architect, Designer, Developer, Tester, etc.)
Competency as a personal contribution Competency as a role
Team contribution to value delivery Personal contribution to deliverable creation
Everyone's a leader PM manages team
Team owns estimates and commitments PM drives estimates and teams to deliver to those estimates
18
BSS Nexus Global © 2016
Your role is not the same
• Manage “the system” not the people – push responsibility down
• Clear the path (removes impediments) and enable the teams and
the organization
• Facilitate a shared understanding of “the product” that is value-
based over deliverables-based
• Ask, but don't tell
• Utilize systems thinking – i.e. look out for the whole
• Understand the concept of emergence in problem understanding,
architecture and design
• Rely on transparent and visual tracking over status meetings and
reports
19
BSS Nexus Global © 2016
Project Leadership Focus
Agile Project Leadership Focus Traditional PM Focus
Value delivery Plans and artifacts
Adaptive action Change control
Rolling release planning (Scope) that reflects current understanding
Entire scope up-front
Facilitative leadership Top-down Control
Minimally viable (product, documentation, processes, etc.)
Prescriptive, heavyweight processes
Essential, value-delivery focused metrics Non-value added controls and reporting
Team estimating PM estimating
Constant planning with entire team Mostly one-time planning with just a few people
20
BSS Nexus Global © 2016
Agile relies on creating a Shared
Vision
• A shared vision means having a shared understanding for why the
project is being done
• A shared understanding allows us to create a cogent approach to
what has to be done, how it will be done, when it will be done,
and who needs to do what where
21
BSS Nexus Global © 2016
HOW DO YOU BECOME AN AGILE
PROJECT LEADER?
BSS Nexus Global © 2016
Navigate through Uncertainty –Emergence and Choice
23
BSS Nexus Global © 2016
Plan Driven vs. Value Driven
24
Defined Discovery
• Scope• Budget• Schedule
• Highest Value• Allocate Budget
Requirements Capabilities• Defined without priority
• Prioritized based on business value
• Sequenced based on ROV
Limited Evolution Constant Evolution
• Scope• Budget and Schedule
fixed
• Based on emergent problem understanding - Budget follows
“Big bang” DeploymentIncremental
Deployments
• Build all and deploy all features at end
• Build & deploy features in increments based on Priority & Value
BSS Nexus Global © 2016
Focus on Agile Value Delivery
25
BSS Nexus Global © 2016
Collaborate to Co-Create
26
BSS Nexus Global © 2016
Recognize Estimates are not Facts• The estimated cost of the project is $1,342,339.67?
• The estimated duration of the project is 6 months 4 days 3 hours
10 minutes and 22 seconds?
• The estimated number of people required is 6.732367?
• The estimated number of story points is 10?
27
BSS Nexus Global © 2016
Use Simple Rules
• Create definitions for Done, Ready for Work, etc. that are
unambiguous and doable
• Focus only on that which is Minimally Viable
Product
Processes
Documentation
Etc.
• Before adding to a process, ask what value does it bring, and is it
worth the additional steps
• Establish Release Goals and Sprint Goals – every time
28
BSS Nexus Global © 2016
Use a Light Touch
• Lead over managing
• Recognize and cultivate the autonomy of teams
• Maintain a focus on value and on the customer
• Means:
Decision-making is shared
Leading the flow of value delivery
Recognizing people as whole-persons and treating them accordingly
Focusing on strengths over weaknesses to leverage individual and
team uniqueness
29
BSS Nexus Global © 2016
Practice Adaptive Leadership
• Adjust to what we now know that we did not know previously -
emergence
• Track and monitor value delivery
• Help teams apply Agile practices (coach/mentor)
• Learn and adapt continuously
• Embody leadership that inspires and energizes the team
30
BSS Nexus Global © 2016
Get Team Feedback Daily
31
BSS Nexus Global © 2016
Use Appropriate Metrics
• Measure value-delivery not deliverables or time spent
• Don’t compare velocity across teams
• Track escaped Defects, assess reasons, make improvements, and
measure improvements. Rinse and Repeat
32
BSS Nexus Global © 2016
Stay on Track or Adjust the Track
33
BSS Nexus Global © 2016 34
BSS Nexus Global © 2016
Contact Info
@cooperlk99
https://ca.linkedin.com/in/lawrencekcooper
[email protected]; www.BSSNexus.com
(613) 868-0982
https://www.brighttalk.com/channel/13643/the-agility-series
BSS Nexus Global © 2016 36