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Todd Little A Framework for Agile Leadership Stand Back and Deliver Making Ship Happen.
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Transcript of Todd Little A Framework for Agile Leadership Stand Back and Deliver Making Ship Happen.
Todd Little•
A Framework for Agile Leadership
Stand Back and DeliverMaking Ship Happen
Making Ship Happen
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
On Time
To Spec Within
Budget
Long Ago
Excellent! Pharaoh will be quite pleased to learn that you’ve completed construction under budget and ahead of schedule.
Da Plan, Boss – Da Plan
Long Ago and Far, Far Away…
Long Ago and Far Away
Long Ago and Far Away
Long Ago and Far Away
Long Ago and Far Away
Agile Manifesto
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools Working software over comprehensive
documentation Customer collaboration over contract negotiation Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Agile Manifesto Revisited: Dealing with the Right
Processes and tools that support agility, individuals and interactions (e.g. wikis, collaboration environments, etc.)
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
•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.
We are a community of project leaders that are highly successful at delivering results. To achieve these results:
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.
Interdependence and Leadership
Value Customers Uncertainty Individuals Teams Context
Leadership Models
StrategyStrategy
CollaborationCollaboration
DeliveryDelivery
Cu
ltiv
ate
In
novati
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Cu
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In
novati
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Em
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Ch
an
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Em
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Ch
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Decis
ion
sD
ecis
ion
s
Real O
pti
on
s
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.
Hurricane Rita
Uncertainty We expect uncertainty and manage for
it through iterations, anticipation and adaptation.
Project Differences
Project Complexity
Un
cer
tain
ty
DogsCows
BullsColts
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
Plenty of Bull
Bull Product Release
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
Attribute Score
Market ███
Technical ███
# Customers █████████
Duration █████████
Change ███
Attribute Score
Team Size █████████
Mission Critical █████████
Team Location █████████
Team Maturity ███
Domain Gaps ███
Dependencies █████████
Partitioning
Dog Project
Cow Project
Colt Project
Bull Program
Remember: Loose Coupling and Strong Cohesion
Bull Program, Dog ProjectProject Complexity
Un
cert
ain
ty
Dogs Cows
BullsColts
First Integration Release
Project Complexity
Un
cer
tain
ty
New acquisitions
Dogs Integration data modelCows
BullsThe Integration Release
Existing Products
Colts
Low
Low
High
High
Integrating Software by Integrating People
Developers’ Conference Yearly
PMM Quarterly
Friday@4 WeeklyCreating the Future
Y2K Release
Project Complexity
Un
cer
tain
ty
None
Dogs The overall ProgramCows
BullsNone
All Products
Colts
Low
Low
High
High
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
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 30.0Project Complexity
Un
cer
tain
ty
Leadership Development
Process
People
Technology
Business
Leadership Development
Project Complexity
Un
cer
tain
ty
DogsCows
BullsColts
Low
Low
High
High
Business
& Technology
People
& Process
Leadership Development
People Process Technology Business
Read Read Read Read
Read Read Write Write
Write Write Read Read
Delete Write Write Write
Not all dogs are the same
Create a place where people want to be not have to be
Make sure everyone has what they need to succeed.
Great Leadership
Agile Leadership
Contact
Todd Little [email protected] www.toddlittleweb.com www.accelinnova.com
Stand Back and Deliver, Pixton, Nickoliasen, Little, and McDonald, published by Addison Wesley, due out in early 2009
Frameworks Model
StrategyStrategy
CollaborationCollaboration
Project GovernanceProject Governance
Bu
sin
ess
Valu
eB
usi
ness
Valu
e
Em
bra
ce C
han
ge
Em
bra
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han
ge
Real O
pti
on
sR
eal O
pti
on
s
Cu
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ate
In
novati
on
Cu
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In
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on
Your Questions?
Stand Back and Deliver
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
Penal Management Institute
Now that I am a Penal Management
Professional I can show them how to improve
these Convicts’ Maturity Model
Business Process Value Chain Interdependence
MarketProduct
DevelopmentSales
Specifications Development Delivery
Business Need Development Delivery Internal IT
Product Company
Contract Model
Overall process flow
Adaptive ActivitiesInputs
Pre-conditions
Project Sanction RTM
Outputs
Post-conditions
•Released Software
CORE Activities
Iterations
Core Practices
Aggregate Product Plan A/B/C List Quality Agreement Continuous Integration Expert User Involvement Project Dashboard
The Aggregate Product Plan sets the high level vision and expectations
Project: OpenWells Davenport Project Code: 010265
Product: OpenWellsTarget Date: 3/30/2004
Version: 2003.11.0.0 Release Date: 3/31/2004
Product Manager: Marcus Ridgway SDD: David Field
Vision:Version 2.0 of Well Operations reporting and data analysis application. Will bring powerful new query, graphing and reporting capabilities. Comprehensive D&WS input data and output reports will be supported including integration to Production suite.
Platforms:Windows 2000 /Oracle 8.1.7Windows XP / Oracle 9i Windows 2000 & XP /MSDE
Features:18 additional reportsAddtnl apps - Data Anlyzr, NG Profile, AutoprintExtended Rig Equipment supportKnowledge Management - Technical limit drilling,lessons learned, non-productive time, and equipment failuresApplication enhancements (spreadsheet support andtailored well services tab and others)
Strategic Fit:IntegrationWorkflow ( Prototype, plan, actual)Top quartile technology
Target Markets:Existing DIMS customersUS IndependentsNOCsGovernment and regulatory organizationsCompanies requiring integrated offering w/decent wellbore schematic requirementsService companies
The A/B/C List sets proper expectations
A MUST be completed in order to ship the product.
B SHOULD be completed in order to ship the product.
C MAY be completed prior to shipping the product if time allows.
Only “A” features may be committed to customers.
“A” features must fit in a p90 confidence schedule. No more than 50% of the planned effort can be allocated to “A” items
A
A/B/C List
50% 100%
Backlog Plan
Typical Delivery
25%
A B C
B C D
50% 25%
Target Delivery Date
A/B/C List
50% 100%
Backlog Plan
Uncertainty Risk
25%
A B C
B C D
50% 25%
Target Delivery Date
A
A/B/C List
P10 P50 P901 A Honor common login Recognize and support the EDM common login information 5 10 20 M
2 A Certify against old data model
Formally test the new ARIES product against the old ARIES database. If successful, this will ease the transition by giving customers flexibility and enabling them to easily evaluate acquisition databases 10 20 40 L
3 B User group requestsImprove decline calculations to a reserve limit when using hyp/exp switchover 15 30 60 L
4 B Fill RMS functionality gapsProvide multi-level approval and freeze process. Allowing multiple sets of reserve values. 30 60 120 XL
5 C Fill RMS functionality gapsCurrent reconciliation is by EIA or SEC change codes. Need ability for more detail and or user defined arrangements. 35 70 140 XL
6 C User group requestsSTART date with option for a variable DELAY/SHIFT period (number of months) including use with ENDDATE 5 10 20 M
7 C User group requestsExpand range in which we solve for an unknown decline rate in a hyperbolic equation 5 10 20 M
Oxbridge - P&E Systems Requirements
ARIESEstimates
# Rank Name Notes/Purpose/Description T-Shirt
We use a Quality Agreement similar to Thomsett
Attribute
“A” Very
Important
“B”
Important
“C”Not Very
Important
Completeness of Functionality X
Completeness of Testing X
Reliability X
Performance X
Installation X
Usability X
Integration X
On Line Help X
Training X
Product Innovation Flow
Adaptive Activities Pro
ject
Sanct
ion
RTM
CORE Activities
Idea Filter
Hot Items
ABacklog Burnup
Sales
Services
Customer Support
ProductBacklog
A Items
IterationBacklog
Flexible ScopeBacklog
New
ly D
isco
vere
d
It
em
s
Most Items for consideration in next release
B & CReleaseBacklog
B/C/D
From the home office in Duncan, Oklahoma
Top Ten reasons why we are late in 2008
Dubai, UAEDubai, UAE
10: Requirements, what Requirements?
What you want, baby I got it
R-E-Q-U-I-R-E Find out what it means to me
Top Ten reasons why we are late in 2008
9: Dependencies on other groups that were late
Top Ten reasons why we are late in 2008
8: Over-optimistic Schedule Estimation
Always look on the bright side of code. . . . . . .Always look on the bright side of code. . . . . . .The code’s a piece of $#!^, when we look at itWe can always overlook a minor kink . . . .It probably compiles, it might even link . . .Surely that must mean it doesn’t stink
Top Ten reasons why we are late in 2008
7: Those weren’t MY estimates
How low can you go!
Scheduling Ritual
Top Ten reasons why we are late in 2008
6: Not enough testers or documentation resources.
Who needs them anyway? We put those bugs--I mean features--in there on purpose. Besides, it was difficult to program, it should be difficult to use.
Top Ten reasons why we are late in 2008
5: Offshore and Outsourcing issues
My source code lies over the ocean, My source code lies over the ocean, My source code lies over the sea .My source code lies over the sea .
My source code lies over the ocean, My source code lies over the ocean, Oh bring back my source code to meOh bring back my source code to me
. . . . .. . . . .Bring Back, Bring Back, Bring Back, Bring Back,
oh bring back my source code to me, to meoh bring back my source code to me, to meBring Back, Bring Back, Bring Back, Bring Back,
oh bring back my source code to meoh bring back my source code to me
Top Ten reasons why we are late in 2008
4: One word, Ch-ch-ch-changes
Top Ten reasons why we are late in 2008
3: I can’t get no, System Admin I can’t get no, CM action ‘cause I try, ..and I try, ….and I try, ……and I try….
Top Ten reasons why we are late in 2008
2: You didn’t give me the headcount that you promised
Top Ten reasons why we are late in 2008
1: Weren’t you doing the backups!?1: Weren’t you doing the backups!?
Top Ten reasons why we are late in 2008