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Even today, to the detriment of agile success, most organizational cultures remain delivery date-driven—resulting in delivery teams that are not focused on creating value for the customer. So how can we redirect stakeholders, the business, and the project team to concentrate on delivering the greatest value rather than simply meeting dates? Pollyanna Pixton describes the tools she has used in collaboration sessions to help participants begin the process of adopting customer-centric agile methods. These tools include laying out an end-to-end customer journey, forming reusable decision filters to help prioritize backlogs, converting features into actionable user stories, and developing a solid process for making group decisions and communicating those decisions. Pollyanna shares questions that product owners and managers can use to define the problem while making sure they don't solve the problem. After all, that is the responsibility of the delivery team.
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AW1 Session 6/5/2013 10:15 AM
"Leading the Creation of an Agile Culture"
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].
leading the creation of an Agile culture
Trustworthinesswhat do we want ?
amazing products
delighted customers
great profit
amazing products and delighted customers?
use Agile!
great profit?create highly efficient and
effective teams
we need a culture that is ….
an active enabling force in energizing teams
to achieve organizational goals
G t d b d i l
such a culture has….
tr stGet more done by doing lesstrust
ownership
integrityintegrity
alignment
trust/ownership model
Energy & I tiAbdi ti
Trust
Micro-management Conflict
InnovationTeam Trusted
Team AccountableLeader Freed
AbdicationNo One Cares
Lead
ership
Business Process
gTeam Does as Instructed
No OwnershipLeader / Process
is Bottleneck
Team DemotivatedMired in Bureaucracy
& Wasted Effort
HighTeam/Individual OwnershipControl
Low
&
Trust
trust and integrityg y
Integrity is honestly dealing
ith bi itwith ambiguity
ownership andalignment
team purpose must be aligned
ith b i lwith business goals
assessment
where does your team think it is?
Energy & Innovation
Trust
Abdi ti
Conflict
InnovationTeam Trusted
Team AccountableLeader Freed
Lead
ership
Business Process Abdication
No One Cares
Micro-management
Team DemotivatedMired in Bureaucracy
& Wasted Effort
HighTeam/Individual OwnershipControl
Low
&
gTeam Does as Instructed
No OwnershipLeader / Process
is Bottleneck
where does your leader think your team is?
Energy & Innovation
Trust
Abdi ti
Conflict
Innovation
Team TrustedTeam Accountable
Leader Freed
Lead
ership
Business Process Abdication
No One Cares
Micro-management
Team DemotivatedMired in Bureaucracy
& Wasted Effort
HighTeam/Individual OwnershipControl
Low
&
gTeam Does as Instructed
No OwnershipLeader / Process
is Bottleneck
deals honestly with ambiguity?
Yes NoYour Organization?Your Team?Your Leader?
In what way?
business purpose and goals
Yes NoDoes your organization understand itsDoes your organization understand its business purpose?
Does your leader understand and align with the business purpose of the organization?
Does your team understand and accept theDoes your team understand and accept the business purpose of your leader?
business goal alignment
and understandingunderstanding
product inception
from many meaningful thoughts, one valuable vision.
p pplanning
objectives
Clear and compelling visionSh d d t di Shared understanding across teamPrepare to actively design and buildWho owns what, who is responsible for whatForm a product/project team
customer journey and
(alignment and understanding)
and touch point mapping(alignment and understanding)
four important questionsfour important questions
The business should provide the problem – not the solutionproblem – not the solution.
1. Who do we serve?2. What do they want and need most?3 Wh d id h l h ?3. What do we provide to help them?4. What is the best way to provide
this?
customer journey
example: online postageWe go to the post office a lot
and waste time in line.
Search online,Compare,
Read reviews
InstallationPrinter setup
Customer supportMaintenanceProve value
Sign up for trial
Buy decisionSet up account
Printer setupBilling options
what parts ofwhat parts of your product touch the
customer?
online postage touch points?We go to the post office a lot
and waste time in line.
Search online,Compare,
Read reviews
InstallationPrinter setup
Customer supportMaintenanceProve value
Sign up for trial
Buy decisionSet up account
Printer setupBilling options
articulatearticulate the
vision
the “billboard”test…
“To be the low cost airline.”
‐ Southwest Airlines
online postage billboard?
d i i filtdecision filtersfocus on vision
“Will this helpus bepthe low cost airline?”
‐ Southwest Airlines
decision filters:make dailya e da y
decisions
schedule projects
what to develop
cascade decision filtersthroughout the g
organization
decision filters for
online postage?
brainstorm product ideas
create epics
do they ALL pass the decision filters?
Transaction Costs
t e dec s o te s
Costs
prioritizebased on
business value
now….
h d h tlhow do we honestly deal with ambiguity?
leaders want certainty
“I need it now!”“It ALL must be done in 3
months!”“What is it going to cost?”“How long will it take?”How long will it take?
“Can you do it in less?”
Leadership Role
You can’t defy gravity!You can t defy gravity!
- Paul Gibson
ambiguity…an estimate is an
estimate,
a range,
not an exact number
groupgroup estimates
are betterbetter
‐ NASA
chance of getting it right
we don’t know what we don’t know
leaders want certainty…
and reality is …
there isn’t any
we need some help!
accept reality
prepare for change
continuous feedback!
don’t over commit to the market
use 60/40 rule!use 60/40 rule!
team onlycommits tocommits to
60% of time available
Leading Agile
C ll b ti M d l
don’t make compromises
Collaboration ModelCollaboration Process
without business
buy-in
stand by your estimatesdon’t cave or pad them!
when change
happens
ask why?
customer relevance?customer relevance?
importance to othercommitments?
what can be donewhat can be done later?
h show progress
minimal viable product
mitigate risks
entire team identifies risks
together
uncertaintymarket
uncertaintytechnical technical uncertainty
project durationnumber of
customerscustomersdependencies
scope
complexity team sizeculture
mission criticalitylteam locationtime zones
team maturitydomain
knowledge gapsdependencies
lack of trust
5
6
7
8
910
Market Uncertainty
TechnicalUncertaintyScope Flexibility
0
1
2
3
4Uncertainty
Project DependenciesDuration
Number of Customers
Dependencies
5
6
7
8
910
Acceptable Risk
Iteration 3
risk mitigation progress
0
1
2
3
4Iteration 3
Iteration 1Iteration 2
when all risk inside acceptable risk
then commit
summary
trust and ownership model
Energy & Innovation
Trust
Abdi ti
Conflict
Innovation
Team TrustedTeam Accountable
Leader Freed
Lead
ership
Business Process Abdication
No One Cares
Micro-management
Team DemotivatedMired in Bureaucracy
& Wasted Effort
HighTeam/Individual OwnershipControl
Low
&
gTeam Does as Instructed
No OwnershipLeader / Process
is Bottleneck
Trust
trust and integrityg y
Integrity ishonestly dealing
ith bi itwith ambiguity
ownership andalignment
team purpose must be aligned
ith b i lwith business goals
tools that helpproduct inception
planning
accept realityminimal viable
productproduct
incrementally reducerisk
continuous customer
feedback
learn more
Coming Soon!gAgile Culture Change
Our new book due November 2013
[email protected]: 801.209.0195Blog: pollyannapixton.com
