Agile Methodology Webinar IT Methodology...
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Initiate Project Intelligence® Agile Methodology Webinar Transforming Your Leadership Character
Transcript of Agile Methodology Webinar IT Methodology...
IT Methodology Webinar
Initiate Project Intelligence®
Agile Methodology Webinar
Transforming Your Leadership Character
Things to Know…
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©2016 KnolShare
Presenter
Dave Cornelius, DM, MBA, PMP, PMI-ACP, CSP, SPC
IT and Business Professional
Founder of 5 Saturdays Education Outreach Program
Author and Speaker
Agile Coach and Trainer
Learn More: www.dave-cornelius.com
LinkedIn: www.linkedin.com/in/daveauck/
Twitter: @DrCorneliusInfo “Believe we can make a difference.”
©2016 KnolShare
My Friends Sharing Today
Curtis Gilbert is a seasoned 20 year veteran serving in a number of roles ranging from Consultant, Project Manager to COO with a commitment to the mantra of “Delivering Results not Promises.” He has delivered projects using a myriad of methodologies to include Agile, Lean, RUP, Waterfall and hybrid approaches as required. He is currently under contract providing Project Management Services at a major Healthcare provider.
Twitter: ProjectU@itmatters67
LinkedIn: www.linkedin.com/in/curtisgilbert/
©2016 KnolShare
• Michael C.: As a PM who has a PMP certification already...is there value in getting a Scrum Master Certification as well given that the project landscape seems to be changing pretty radically?
• Response: I have a PMP and got a Certified Scrum Master (CSM) and PMI-ACP to improve my chances of job opportunities. I went further and upgraded my CSM to become a Certified Scrum Professional (CSP) and obtained a coaching certification for the Scaled Agile Framework (SAFe) as a SAFe Program Consultant (SPC). My advice is to get one or more agile certification. Your perspective as a PMP will certainly change and may even improve the way you encourage others to succeed.
• Alexander F.: Can scrum sprints be integrated in classical PM waterfall framework? Can they somehow cooperate?
• Response: I would say agile teams working on sprint boundaries may integrate with other projects that are waterfall. You will have to coordinate when integration should take place between the two projects. A Scrum of Scrum (SoS) meeting will help to facilitate the discussion around dependencies and risks.
March 17, 2016 Echoes
©2016 KnolShare
• Cozette R.: What would be the best approach to transitioning to an agile role if you have never been a Scrum Master but have advanced to a Program Manager in the traditional Waterfall World?
• Response: I would first pursue the certification in one of the agile frameworks, such as PMI-ACP, Certified Scrum Master (CSM), SAFe Practitioner (SP), or other available offerings. If you are already working as a program manager, you may consider pursuing the SAFe Program Consultant (SPC) certification, which provides insights into agility at scale for the enterprise.
• Cozette R.: Is it true that not all projects are good candidates for agile? If yes, what are the characteristics of those projects?
• Response: I believe that all projects can benefit from agile practices but some are not a good fit for Scrum. The use of Kanban will be more applicable for projects or teams that are not building software or other products but still have to plan work and deliver value. For example, a support team that is the first responders and triage customer issues may use some of the agile practices like a daily stand-up, retrospective, and use a Kanban board to plan very specific activities that are bound by a sprint timeline.
March 17, 2016 Echoes
©2016 KnolShare
• What Business Leaders Want
• Leadership Patterns
• Lean Thinking and Agility Tenets
• Leadership Dispositions
• Leadership Transformation
• Plan-Do-Inspect-Adapt Cycle of Continual Leaning
• Kanban Visual Radiator
• Retrospective
• Be Intentional
Topics
©2016 KnolShare
At the conclusion of the presentation you will be able to:– Discern your leadership disposition
– Apply lean thinking and agility tenets for continual leadership improvement
– Plan-Do-Inspect-Adapt your leadership transformation
– Use a Kanban as a visual radiator and limit WIP
– Discover new areas to improve with Retrospectives
Learning Objectives
©2016 KnolShare
What Business Leaders Want
Retain and increase margins
Protect and expand brand
loyalty
Attract and retain resilient
leaders
Practice agility Manage risks
©2016 KnolShare
Resilient Leaders Create Value
Res
ilien
t Le
ader
s
Practice agility
Retain and increase margins
Protect and expand brand loyalty
Manage risks
©2016 KnolShare
Leadership is creating a psychologically safe space that allow people to self-organize and become emergent leaders while delivering value for customers and the organization
Leadership
©2016 KnolShare
Leadership Patterns
Assigned - assigned to positions of authority and power
Emergent - take opportunities when presented and assume leadership positions
Adaptive - responds according to both known facts and uncertainty
Servant Leader - focused on the legitimate needs of individuals and the team
©2016 KnolShare
Lean Thinking & Agility Tenets
Lean Tenets
Value
Value Stream
Flow
Pull
Eliminate Waste
Continual Improvement
Agility Tenets
Transparency
Respect
Inspect
Adapt
Commitment
Empiricism
Courage
©2016 KnolShare
Group Engagement #1
Which of the following are not Lean Think or Agility Tenets?
a) Value
b) Respect
c) Hope
d) Continual Improvement
e) Transparency
©2016 KnolShare
Leadership Dispositions
Three types
Non-Starter & Finisher (NS&F)
Quick Starter & Finisher (QS&F)
Resilient Starter & Finisher (RS&F)
Developed over time based on experiences and personal characteristics
Can be either an asset or a disadvantage to an organization
Can be momentary - can shift between disposition states
©2016 KnolShare
Leadership Dispositions: Non-Starter & Finisher
Non-Starter & Finisher (NS&F) Attributes
• Demonstrates limited possibility of success.
• Has limited knowledge and/or experience.
• Communicates using violent language.• Is unmotivated.• Lacks passion.• Fails to inspire others.• Only manages up.• Responds with apathy.
©2016 KnolShare
Quick Starter & Finisher (QS&F) Attributes
• Jumps into action to tackle an initiative, but lacks long-term staying power.
• Exhibits poor planning.• Easily distracted.• Not committed.• Unreliable.• Pushes others around.• Declares victory prematurely.• Wants to please.• Responds with reasons for failure and retreats without
taking corrective actions to improve.• And more…
Leadership Dispositions: Quick Starter & Finisher
©2016 KnolShare
Resilient Starter & Finisher (RS&F) Attributes
• Inspired by a unique vision to succeed in spite of challenges.
• Holds others accountable.• Focused on the purpose.• Handles adversity.• Aligned with goals.• Able to change.• Leads.• Visionary.• Persistent.• Responds with continual learning after failures.• And more…
Leadership Dispositions: Resilient Starter & Finisher
©2016 KnolShare
Group Engagement #2
How many identify with:
a) Non-Starter & Finisher (NS&F)
b) Quick Starter & Finisher (QS&F)
c) Resilient Starter & Finisher (RS&F)
How many see co-workers or leaders as:
1) Non-Starter & Finisher (NS&F)
2) Quick Starter & Finisher (QS&F)
3) Resilient Starter & Finisher (RS&F)
©2016 KnolShare
Leadership Transformation: Making it Happen?
Identify areas to improve professionally, personally, or communally
Establish a team of trusted advisors
Apply Lean Thinking and Agility tenets
Use the Plan-Do-Inspect-Adapt framework for continual learning
©2016 KnolShare
Leadership Transformation: Lean Thinking & Agility
Apply lean thinking tenets for leadership transformation
Value
Value stream
Continual improvement
Apply agility tenets for leadership transformation
Transparency
Inspect
Adapt
©2016 KnolShare
Plan-Do-Inspect-Adapt Cycle of Continual Leaning
Plan the transformation
Do the transformation activities
Inspect the outcomes
Adapt with continual improvements
Validators
What do I want to learn today?
What did I learn today?
How will I use the new knowledge to change my life?
©2016 KnolShare
Kanban Board Visual Radiator
A visual radiator to manage activities transparently
Limit work in progress (WIP)
Establish priorities
©2016 KnolShare
Retrospective
Collaboration activity to engage teams
Helps you learn continually
Enables your to improve at a consistent pace
©2016 KnolShare
Group Engagement #3
Identify the Cycle of Continual Learning
a) Plan-Do-Go-Build
b) Plan-Go-Find-Way
c) Plan-Do-Inspect-Change
d) Plan-Do-Inspect-Adapt
e) Plan-Adapt-Inspect-Do
©2016 KnolShare
Be Intentional
Remain focused on the prize
Think big and about sustaining your transformation
Frequently monitor your progress
Share the new knowledge with others
©2016 KnolShare
Summary
Use Lean Thinking and Agility tenets to guide your leadership transformation
Know your current Leadership Disposition
NS&F, QS&F, or RS&F
Plan-Do-Inspect-Adapt cycle of continual learning
Be Intentional
Use Kanban as a visual radiator and to limit WIP
Use retrospectives for continual learning and improvements
Think BIG!
©2016 KnolShare
Is there anything that was presented that I can clarify?
Q&A
©2016 KnolShare
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