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

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

on

Cu

ltiv

ate

In

novati

on

Em

bra

ce

Ch

an

ge

Em

bra

ce

Ch

an

ge

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


Project Complexity

Un

cer

tain

ty

DogsCows

BullsColts

Low

Low

High

High

Business

& Technology

People

& Process


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

mailto:[email protected]

http://www.toddlittleweb.com/

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

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Cu

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ate

In

novati

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Your Questions?

Stand Back and Deliver

Waterfall has context too!

Small Waterfalls


Medium


Face Gate

Glacial



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

http://www.halliburton.com/index.jsp

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


9: Dependencies on other groups that were late


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


7: Those weren’t MY estimates

How low can you go!

Scheduling Ritual


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.


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


4: One word, Ch-ch-ch-changes


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….


2: You didn’t give me the headcount that you promised


1: Weren’t you doing the backups!?1: Weren’t you doing the backups!?


Todd Little A Framework for Agile Leadership Stand Back and Deliver Making Ship Happen.

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