1. five free leadership
tools that improve
agile results

2. Pollyanna PIXTON
Co-Founder, Accelinnova
President, Evolutionary Systems
Director, Institute of Collaborative Leadership

3. Agile Defined…

4. 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 docs
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.
© 2001 www.agilemanifesto.org

5. 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 docs
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.
© 2001 www.agilemanifesto.org

6. Agile Principles
 Customer Satisfaction
 Embrace and welcome change
 Deliver working software frequently
 Business people and developers work
together daily
 Build projects around motivated individuals.
Support and trust them.
 Face-to-face communication is best

7. 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

8. Overview
1. Trust
2. Give Ownership
3. Teams Make
Decisions
4. Fix Processes
5. Right People
6. Integrity Matters

9. Trust
trust

10. Unleashing Innovation
why is
trust important?
Collaboration Process

11. the data …

12. 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

13. 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

15. transaction costs
Transaction
Costs

16. self
protection

17. repair
broken
trust?

18. other price tags?

19. Project Management
how can leaders
helpManagement
 Change teams build Trust?

20. Project Management
remove
debilitating Fear
 Dependency Management

21. in collaboration, people
fear …
- Warren Bennis
Beyond Bureaucracy

22. losing
identity

23. losing
intellectual
mastery

24. losing
individualism

25. what do people fear ?

26. Unleashing Innovation
group and
prioritize
Collaboration Process

27. Leadership Role
What can leaders do?

28. fostering
trust

29. advance each other’s
intentions
and interests
don’t impede them

30. be proactive in
moving work
forward

31. create transparency

32. Project Management
honest and open
communication
 Focus, Communication, and Expectation
Management

33. share
 Build the right product
experiences

34. team to team trust…

35. “a mega team”

36. validate others

37. accept risks collectively

38. leadership role ?

39. Leading Agile
team based
measurements
 Collaboration Model
 Collaboration Process

40. people do
what they are
measured
by
measure results

41. let
teams
evaluate
themselves

42. build
confidence

43. short iterations …
early wins
Collaboration Model

44. celebrate success !

45. Project Management
trust First !
 Risk Management

46. Leadership Role
Suspicion is a permanent condition.
- Marcus Buckingham

47. Leadership Role
other leadership roles?

48. Trust
trust summary
 remove fear
 validate others
 accept risks together
 team-based
measurements
 authenticity

49. ownership

50. use
authentic motivation
- Alfie Kohn
Punished By Rewards

51. Unleashing Innovation
foster
collaboration
Collaboration Process

52. teams
collaborate
to
make their
decisions

53. let people
choose

54. let people
choose
how,
what,
and when

55. content

56. provide
meaningful
work

57. don’t take
back
their
ownership

58. don’t give the
answers

59. or……
give them
the
solutions

60. ask
questions

61. questions
that
help teams
discover
solutions

62. howcan we avoid the temptation to rescue
How
our teams?
you
 Ask Questions.like
would
 What would you like me to do?
to
 How would you like to solve that problem?
 What would you like to do?
solve it?

63. what would you
like me to do?

64. exercise: leader and worker conversation

65. Stay Positive
what questions worked?

66. Trust/Ownership Model
Trust
& Business Process Energy &
Failure Innovation
Team Trusted
Leadership
No One Cares
Team Accountable
Leader Freed
Command &
Control Conflict
Team Does as Instructed Team Demotivated
No Ownership Mired in Bureaucracy
Leader / Process & Wasted Effort
is Bottleneck
Control
Low Team/Individual Ownership High

67. Stay Positive
How can you help
teams/people take
ownership?

68. macro-
leadership
tool

69. Macro Leadership Cube

70. Stand Back
Stand Back

71. Step Up
Step Up

72. Example
Example…

73. Your cube?
Your cube?

74. ownership summary
 ask questions
 macro leadership cube
 don’t take back
ownership

75. process

76. fix
processes
not
people

77. What processes
aren’t working?

78. Leadership Role
How can we fix them?
Ask the team!

79. Project Management
collaboration
process
 Dependency Management

80. what can we do
to fix the process?

81. brainstorm

82. group
in
silence

83. prioritize
based on
business
value

84. Business Value Model
Purpose
Considerations
Costs and Benefits

85. individuals
volunteer
for
what
and by when

86. value stream mapping

87. Where do we waste time?
Cycle Time:
Average end-to-end process time
 From problem detection Problem Solution
 To problem solution Cycle Time
Begins and ends with customer.
Customer Request Customer Satisfied

88. Example: Customer Requests Fix
Support Dev team Dev fixes, Customer
Customer
triages triages releases in deploys
requests fix
request request fix pack fix pack
Work: 5 min 2 hrs 1 hr 2 wks 1 hr
Wait: 5 min 3 days 1 wk 2 wks
Value Added Time = 10.5 days
Cycle time = Work + Wait = 38.5 days
Value added time 10.5 days
Efficiency = Total cycle time
=
38.5 days = 27%
Where can we remove the waste?

89. Select Delivery Content
(no travel allowed!)
2 Hours 1 Hour 1 Hour
Need for 7 Days Call & Email 2 Days Call & Email 1 Day Agreement
Scope Def. With Cust With Cust Achieved
X6
Customer Request to Agreement Face to Face Meeting
Working Time = 16 hours Working Time = 8 hours
Elapsed Time = 32 days Elapsed Time = 2 days
Wasted Time = 30 days Waiting Time = 1 days
Efficiency = 6% Efficiency = 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

90. As-Is Example
As a new customer, I want to enter my Information only once
in the Small Business Portal
1 Day
Digital 2-4 Wks GOL 2 Wks
SOW Cement
(1 Day)
(2 Days)
Tech Central 2 Days System Test 2 Wks Tech Central
(5 Days) (5 Days) (1 Day)
Process Efficiency = Work / Time = 14 / 56 = 25%

91. To-Be Example
Digital
Cement
1 Day (1 Day)
GOL Work = 14 days
Requirements
(1 Day) Time = 8 days
Planning
(2 Days) Efficiency = 175%
Tech Central
(5 Days)
System Test
(5 Days)

92. Create a Value Stream Map
 Select a Process that is relevant to you
 Create a Value Stream Map
 Calculate Process Cycle Efficiency
Value Added Time
 Process Efficiency = Total Cycle Time
How can you change the process to reduce
the waste? (the To Be state)
93

93. Value Stream Maps
 Customer value not changed
 Reduces the delivery time to customer

94. Process summary
 Fix processes not people
 Use sticky notes for
improving processes
 Map value streams

95. right
people

96. get the rightpeople on the bus
in the right seats.
- Jim Collins

97. get the wrong people off the bus.

98. Passion
Best
Organizational
Fit values

99. what are you passionate about?

100. what do you do best ?

101. how do you define
success?

102. Do your circles intersect?
Passion
Best
Organizational
Fit values

103. what’s holding you back?

104. What about your team?
Passion
Best
Organizational
Fit values

105. right people summary
Intersection of:
 Your passion?
 What you do best?
 Organizational fit?

106. integrity matters

107. Trust
how do you
define
integrity?

108. Enron The Smartest Guys in the
Room
(book and documentary)

109. The
Insider
Movie and book

110. other examples
of integrity?

111. 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

112. …knowledge
without integrity
is dangerous
and dreadful.
- Samuel Johnson,
British author

113. how do you know if
someone has integrity?

114. Summary
summary

115. Trust
trust summary
 remove fear
 validate others
 accept risks together
 team-based
measurements
 authenticity

116. ownership summary
 ask questions
 macro leadership cube
 don’t take back
ownership

117. team decides
summary
base decisions
on business value
collaboratively
decide!

118. process summary
 Fix processes not people
 Use sticky notes for
improving processes
 Map value streams

119. right people summary
Intersection of:
 Your passion?
 What you do best?
 Organizational fit?

120. integrity matters summary
hire and retain:
 Integrity first
 Motivation
 Capacity
 Understanding
 Knowledge
 Experience last

121. Pollyanna PIXTON
accelinnova.com
evolutionarysystems.net
collaborativeleadership.com
+1 . 801 . 209 . 0195
p2@ppixton.com

123. team decides

124. why decisions by teams?

125. Trustworthiness
positional
power =
decisions with less information

126. How can we
make better decisions?

127. Legacy System Replacement System
Name: Name:
Phone: Address:
Address: Phone:
what’s the value of
this required
change?

128. Ideally, we decide
based on
value,
but, what’s
that?

129. Business Value Model
Purpose
Considerations
Costs and Benefits

130. Business Value Model
Purpose

131. Purpose Based Alignment Model
High
Partner? Differentiate
Market
Differentiating
Who
Parity
cares?
Low
Low High
Mission Critical

132. Purpose Based Alignment Model
High
Do we take Innovate,
this on? Create
Market
Differentiating
Minimize Achieve and
Maintain
or
Parity, Mimic,
Low Eliminate Simplify
Low High
Mission Critical

133. How about an example?
enterprise business
intelligence
product

134. competitor’s killer UI

135. Project Plan:
 big team
 millions of dollars
 many months to
“out-do” competitors’ UI

136. Where Does My UI Belong?
High
Or Here? Analytics
Engine + UI?
Market
Differentiating
Or Even UI Here?
Here?
Low
Low High
Mission Critical

137. UI As Parity

138. new design
goals:
“go to school” on
competitor’s UI
don’t be so bad

139. Results:
 Market-aligned project, cut time by 50%
and costs by 40%
 Used resources to create next
evolution of analytics engine

140. 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?

141. the “billboard” test…

142. Order new
pages by
2pm and get
them tomorrow!

143. “To be the low cost airline.”
- Southwest Airlines

144. “Will this help us be
the low cost airline?”
- Southwest Airlines

145. decision filters:
make daily
decisions
schedule projects
what
to develop

146. Start Up
Exercise
Exercise: Pick a project.
Pick
an objective,
a brand, or
a project.

147. What is the purpose?
High
Partner? Differentiate
Market
Differentiating
Who
Parity
cares?
Low
Low High
Mission Critical

148. What’s On Your Billboard?

149. your
decision
filter?

150. other
considerations
?

151. Business Value Model
Purpose
Considerations

152. Collaboration Model
flexibility

153. dependencies
Collaboration Model

154. time
to
market

155. complexity team size
mission criticality
team location
team capacity
domain
knowledge gaps
dependencies
technical
complexity

156. uncertainty
market
uncertainty
technical
uncertainty
project duration
dependents

157. Business Value Model
Purpose
Considerations
Costs and Benefits

158. it’s
a
conversation

159. resolve differences

160. group chunks
high – medium - low

161. “build”
a
chunk…

162. at the end
of the
“chunk”

163. now you can
ask…

164. Do we have enough business
value to go to market?

165. Should we continue?

166. it’s
a
conversation

167. team decides
summary
base decisions
on business
value ...
collaboratively
decide!