todd little landmark graphics it depends apln leadership summit 2008 l e a d i n g c h a n g e t h r...
TRANSCRIPT
Todd Little
Landmark Graphics
It DependsAPLN Leadership
Summit 2008
L e a d i n g C h a n g e T h r o u g h C o l l a b o r a t i o n
Managing the Coming Storm Inside the Tornado
When will we get the requirements?All in good time, my little pretty, all in good timeBut I guess it doesn't matter anyway
Doesn't anybody believe me?
You're a very bad man!
Just give me your estimates by this afternoon
No, we need something today!
I already promised the customer it will be out in 6 months
No, we need it sooner.
Not so fast! Not so fast! ... I'll have to give the matter a little thought. Go away and come back tomorrow
Ok then, it will take 2 years.
Team Unity
Project Kickoff
We’re not in Kansas Anymore
My! People come and go so quickly here!
I may not come out alive, but I'm goin' in there!
The Great and Powerful Oz has got matters well in hand.
"Hee hee hee ha ha! Going so soon? I wouldn't hear of it! Why, my little party's just beginning!
Developer HeroReorg
Testing
Hurricane Rita
It Depends Uncertainty: We
expect uncertainty and manage for it through iterations, anticipation, and adaptation.
Context: We improve effectiveness and reliability through situationally specific strategies, processes and practices.
Uncertainty We expect uncertainty and manage for
it through iterations, anticipation and adaptation.
Long Ago
Longer Ago
Excellent! Pharaoh will be quite pleased to learn that you’ve completed construction under budget and ahead of schedule.
Long Ago and Far Away
Long Ago and Far Away
Long Ago and Far Away
Long Ago and Far Away
Project Governance
Uncertainty & Context
Number of people involved
C
riti
cali
ty(d
efec
ts c
ause
loss
of.
..)
Comfort(C)
Essentialmoney
(E)
Life(L)
+20%
. . . Prioritized for Legal Liability
1 - 6 - 20 - 40 - 100 - 200 - 500 - 1,000
C6 C20 C40 C100 C200 C500 C1000
D6 D20 D40 D100 D200 D500 D1000
E6 E20 E40 E100 E200 E500 E1000
L6 L20 L40 L100 L200 L500 L1000
Prioritized for Productivity & Tolerance
Cockburn’s Crystal Methodology according to (project size, system criticality, team priorities)
Discretionarymoney
(D)
Agile SweetSpot
Balancing Agility and Discipline, Boehm and TurnerPersonnel
Dynamism (% Requirements-change/month)
Culture (% thriving on chaos vs. order)
Size (# of personnel)
Criticality (Loss due to impact of defects)
5030
105
1
90
70
50
30
10
3
10
30
100
300
35
30
25
20
15
Essential Funds Discretionary
Funds Comfort
Single Life
Many Lives
(% Level 1B) (% Level 2&3)
0
10
20
30
40
Diamond Approach
NoveltyComplexity
Technology
Pace
Project Complexity
Team size Mission criticality Team location Team capacity Domain
knowledge gaps Dependencies
Project Uncertainty
Market Uncertainty
Technical Uncertainty
Project Duration Dependents
Project Differences
Project Complexity
Un
cer
tain
ty
Simple, young projects. Need agilityTight Teams
Dogs Complex, mature marketNeed defined interfaces
Cows
BullsAgility to handle uncertaintyProcess definition to cope
with complexity
laissez faire
Colts
Low
Low
High
High
Bull Product Release
Project Complexity
Un
cert
ain
ty
Dogs Cows
BullsColts
Not all dogs are the same
Project Complexity
Un
cert
ain
ty
Dogs Cows
BullsColts
Reduce Uncertainty or Complexity
Uncertainty Complexity
Opportunities to Reduce Uncertainty: Use proven technologies Reduce project duration
Opportunities to Reduce Complexity: Collocate the team Break project into sub-projects
0
1
2
3
4
5
6
7
8
9
10Dependencies
Team Location
Team Maturity
Domain knowledge gaps
Team Size
Mission Critical
0
1
2
3
4
5
6
7
8
9
10Market Uncertainty
Technical Uncertainty
Project Duration
Dependents/ Scope Flexibility
Partitioning
Dog Project
Cow Project
Colt Project
Bull Program
Remember: Loose Coupling and Strong Cohesion
Bull Program, Dog Project
Project Complexity
Un
cert
ain
ty
Dogs Cows
BullsColts
Portfolio Management
0.0
2.0
4.0
6.0
8.0
10.0
12.0
0.0 5.0 10.0 15.0 20.0 25.0 30.0
Project Complexity
Un
ce
rtai
nty
Products Lifecycle Paths
Product Lifecycle
Complexity
Un
cert
ain
ty
Low
High
Dogs
Cows
Low High
Bulls
Skunks
Colts
AB
C
Project Leadership Guide
M
arke
tD
iffe
ren
tiat
ing
High
Low
Mission CriticalLow High
Invent
ManageOffload
Create Change
Embrace Change
Eliminate Change
Control Change
Ad Hoc Agile
Outsource Structured
Deploy
Leadership Development
Process
People
Technology
Business
Leadership Development
Project Complexity
Un
cer
tain
ty
DogsCows
BullsColts
Low
Low
High
High
Business
& Technology
People
& Process
Levels of Proficiency
Foundation
Proficient Master
1 2 3
Read Write Delete
Shu Ha Ri
Leadership Development
People Process Technology Business
Dog Read Read Read Read
Colt Read Read Write Write
Cow Write Write Read Read
Bull Delete Write Write Write
Not everyone can lead a dog
Frameworks Model
StrategyStrategy
CollaborationCollaboration
Project GovernanceProject Governance
Bu
sin
ess
Valu
eB
usi
ness
Valu
e
Em
bra
ce C
han
ge
Em
bra
ce C
han
ge
Real O
pti
on
sR
eal O
pti
on
s
Cu
ltiv
ate
In
novati
on
Cu
ltiv
ate
In
novati
on
Agile Leadership
Contact
Todd Little Senior Development Manager, Landmark
Graphics Corporation, www.lgc.com www.toddlittleweb.com [email protected]
Waterfall has context too!
Small Waterfalls
Waterfall has context too!
Medium
Waterfall has context too!
Face Gate
Glacial
Waterfall has context too!
Waterfall has context too!
Bring in the Gurus
Business Process Value Chain Interdependence
MarketProduct
DevelopmentSales
Specifications Development Delivery
Business Need Development Delivery Internal IT
Product Company
Contract Model
We are a community of project leaders that are highly successful at delivering results. To
achieve these results:
•We increase return on investment by making continuous flow of value our focus.
•We deliver reliable results by engaging customers in frequent interactions and shared ownership
•We expect uncertainty and manage for it through iterations, anticipation, and adaptation.
•We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference.
•We boost performance through group accountability for results and shared responsibility for team effectiveness.
•We improve effectiveness and reliability through situationally specific strategies, processes and practices.
Agile and adaptive approaches for linking people, projects and value
Leadership Development
Process
People
Technology
Business
Technology
Process
People
Business
TechnologyProcess
People
Business
Technology
People
Process
Business
Declaration of Independence from Bureaucratic Project Management
When in the Course of project events it becomes necessary for Project Teams to dissolve the political bureaucracies which have burdened them, a decent respect to the opinions of mankind requires that they should declare the causes which impel them to the separation.
We hold these truths to be self-evident, that all projects are not created equal, that they are endowed by their creation with uncertain and complex characteristics. That project teams are most effective when they value Life, Liberty and the pursuit of Happiness.
Software Beyond Software
Pro
ject
Le
ader
ship
Pro
ject
E
xecu
tion
Pair Programming
Continuous Build
TDD
Collaboration
Change
Empowerment
APLN
Relationship of the APLN to the AgileAlliance
Agile Manifesto 5 Years Later: Dealing with the Right Processes and tools that support agility and
individuals and interactions (e.g. wikis, collaboration environments, etc.)
Documentation that leads to working software. A focus on documentation as a consumable rather than as a deliverable.
Contracts that are written in a manner consistent with collaboration and agile delivery
Plans that anticipate and expect change
Interdependence and Leadership Value Customers Uncertainty Individuals Teams Context
Interdependence What does it mean to declare
Interdependence? Interdependence of people Interdependence of values
Logos
Penal Management Institute
Now that I am a Penal Management
Professional I can show them how to improve
these Convicts’ Maturity Model
Quotes Mark Twain: "What gets us into trouble
is not what we don't know. It's what we know for sure that just ain't so."
Upton Sinclair: "It is difficult to get a man to understand something when his salary depends upon his not understanding it."