The document discusses six ways to improve agile success through building trust, giving ownership, letting teams make decisions, fixing processes, having the right people, and emphasizing integrity. The key points are:
1. To build trust, leaders should remove fear, validate others, accept risks together, use team-based measurements, and lead authentically.
2. To give ownership, leaders should ask questions, use a "macro leadership cube" of standing back and stepping up, and not take back ownership from teams.
3. To let teams make decisions, decisions should be based on business value through collaborative conversations, and teams should be empowered to decide for themselves.
4. To fix processes
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Six Free Ideas to Improve Agile Success
1. six
free ideas to
improve
agile success
Pollyanna PIXTON
Co-Founder, Accelinnova
Evolutionary Systems
Director, Institute of Collaborative Leadership
President,
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4. 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
6. Integrity Matters
4
7. 2004-2008:
high trust companies
out perform low trust
companies by 43%
add 2009:
high trust companies
out perform low trust
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
companies by 300%
- Watson Wyatt study
7
16. Leadership Role
What can leaders do?
Unleashing Innovation
group and
prioritize
Collaboration Process
16
17. 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
17
34. 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?
34
36. Stay Positive
what questions worked?
Trust/Ownership Model
Leadership
& Business Process
Trust
Control
Low
Failure
No One Cares
Command &
Control
Team Does as Instructed
No Ownership
Leader / Process
is Bottleneck
Energy &
Innovation
we
do
ow ere?
H
h
get
Team Trusted
Team Accountable
Leader Freed
Conflict
Team Demotivated
Mired in Bureaucracy
& Wasted Effort
Team/Individual Ownership
High
36
37. Stay Positive
How can you help teams/
people take ownership?
macro-
leadership
tool
37
45. Purpose Based Alignment Model
High
Partner?
Differentiate
Who
cares?
Parity
Market
Differentiating
Low
High
Low
Mission Critical
Purpose Based Alignment Model
High
Do we take
this on?
Innovate,
Create
Minimize
or
Eliminate
Achieve and
Maintain
Parity, Mimic,
Simplify
Market
Differentiating
Low
High
Low
Mission Critical
45
46. How about an example?
enterprise business
intelligence
product
competitor’s killer UI
46
47. 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
47
48. UI As Parity
new design
goals:
“go to school” on
competitor’s UI
don’t be so
bad
48
49. 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. What is the best way to provide this?
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53. What is the purpose?
High
Partner?
Differentiate
Who
cares?
Parity
Market
Differentiating
Low
High
Low
Mission Critical
What’s On Your Billboard?
53
69. value stream mapping
Where do we waste time?
Cycle Time:
Average end-to-end process time
§ From problem detection
§ To problem solution
Problem
Solution
Cycle Time
Begins and ends with customer.
Customer Request
Customer Satisfied
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70. Where do we waste time?
Cycle Time:
Average end-to-end process time
§ From problem detection
§ To problem solution
Problem
Solution
Cycle Time
Begins and ends with customer.
Customer Request
Customer Satisfied
Where do we waste time?
Cycle Time:
Average end-to-end process time
§ From problem detection
§ To problem solution
Problem
Solution
Cycle Time
Begins and ends with customer.
Customer Request
Customer Satisfied
70
71. Example: Customer Requests Fix
Support
triages
request
Work: 5 min
Wait:
Dev team
triages
request
Dev fixes,
releases in
fix pack
Customer
deploys
fix pack
2 hrs
Customer
requests fix
1 hr
2 wks
1 hr
5 min
3 days
1 wk
2 wks
Value Added Time = 10.5 days
Cycle time = Work + Wait = 38.5 days
Efficiency =
Value added time
10.5 days
=
Total cycle time
38.5 days
= 27%
Where can we remove the waste?
Select Delivery Content
(no travel allowed!)
2 Hours
Need for
Scope Def.
1 Hour
1 Hour
7 Days Call & Email 2 Days Call & Email 1 Day Agreement
With Cust
With Cust
Achieved
X6
Customer Request to Agreement
Face to Face Meeting
Working Time = 16 hours
Elapsed Time
= 32 days
Wasted Time
= 30 days
Efficiency
= 6%
Working Time
Elapsed Time
Waiting Time
Efficiency
= 8 hours
= 2 days
= 1 days
= 50%
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
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72. As-Is Example
As a new customer, I want to enter my Information only once
in the Small Business Portal
SOW
1 Day
Tech Central
(5 Days)
2 Days
Digital
Cement
(2 Days)
System Test
(5 Days)
2-4 Wks
GOL
(1 Day)
2 Wks
Tech Central
(1 Day)
2 Wks
Process Efficiency = Work / Time = 14 / 56 = 25%
To-Be Example
1 Day
Requirements
Planning
(2 Days)
Digital
Cement
(1 Day)
GOL
(1 Day)
Work = 14 days
Time = 8 days
Efficiency = 175%
Tech Central
(5 Days)
System Test
(5 Days)
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73. Create a Value Stream Map
§ Select a Process that is relevant to you
§ Create a Value Stream Map
§ Calculate Process Cycle Efficiency
§ Process Efficiency =
Value Added Time
Total Cycle Time
How can you change the process to reduce
the waste? (the To Be state)
145
Value Stream Maps
§ Customer value not changed
§ Reduces the delivery time to customer
73
74. Process summary
§ Fix processes not people
§ Use sticky notes for
improving processes
§ Map value streams
right
people
74
75. get the right
people on the bus
in the right seats.
- Jim Collins
get the wrong people off the bus.
75
77. what do you do best ?
how do you define
success?
77
78. Do your circles intersect?
Passion
Best
Organizational
Fit
values
what’s holding you back?
78
79. What about your team?
Passion
Best
Organizational
Fit
values
right people summary
Intersection of:
§ Your passion?
§ What you do best?
§ Organizational fit?
79
81. Enron The Smartest Guys in the
Room
(book and documentary)
The
Insider
Movie and book
81
82. other examples
of 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
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85. ownership summary
§ ask questions
§ macro leadership cube
§ don’t take back
ownership
team decides
summary
base decisions
on business value
collaboratively
decide!
85
86. process summary
§ Fix processes not people
§ Use sticky notes for
improving processes
§ Map value streams
right people summary
Intersection of:
§ Your passion?
§ What you do best?
§ Organizational fit?
86
87. integrity matters summary
hire and retain:
§ Integrity first
§
§
§
§
§
Motivation
Capacity
Understanding
Knowledge
Experience last
learn more…
Coming Soon!
Agile Culture Change
Our new book
due November 2013
ppixton@accelinnova.com
www.accelinnova.com
Text: 801.209.0195
Blog: pollyannapixton.com
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