It Depends

APLN Leadership Summit 2008

Leading Change Through Collaboration

Todd Little Landmark Graphics

Managing the Coming Storm

Inside the Tornado
Project Kickoff When will we get the requirements? All in good time, my little pretty, all in good time But I guess it doesn't matter anyway Just give me your estimates by this afternoon Team Unity Not so fast! Not so fast! ... I'll have to give the matter a little thought. Go away and come back tomorrow No, we need something today! Ok then, it will take 2 years. No, we need it sooner. Doesn't anybody believe me? I already promised the customer it will be out in 6 months You're a very bad man!

Were not in Kansas Anymore

Developer Hero I may not come out alive, but I'm goin' in there! Reorg The Great and Powerful Oz has got matters well in hand.

My! People come and go so quickly here! Testing "Hee hee hee ha ha! Going so soon? I wouldn't hear of it! Why, my little party's just beginning!

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 youve 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

Cockburns Crystal Methodology according to (project size, system criticality, team priorities)
(defects cause loss of...) . . . Prioritized for Legal Liability
Prioritized for Productivity & Tolerance

Criticality

Life (L)
L6 L20 L40 L100 L200 L500 L1000

Essential money (E) E6

E20

E40

E100

E200

E500

E1000

Discretionary money D6 (D) Comfort (C)

Agile D20 Sweet Spot

C20

D40

D100

D200

D500

D1000

C6

C40

C100

C200

C500

C1000

1-6

- 20

- 500 - 1,000 Number of people involved +20%

- 40

- 100

- 200

Balancing Agility and Discipline, Boehm and Turner

Personnel (% Level 1B) (% Level 2&3)
40 15 30 20

20

25

Criticality (Loss due to impact of defects)

Many Lives

10

30

Dynamism (% Requirements-change/month)
5 1

0 Single Life Essential Discretionary Funds Comfort Funds

35 10 30 50

3 90 10 70 30 50 100 30 300

Agil

e
Disc ip

line

Size (# of personnel)

10

Culture (% thriving on chaos vs. order)

Diamond Approach
Technology

Complexity

Novelty

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
High

Colts
Simple, young projects. Need agility Tight Teams

Bulls
Agility to handle uncertainty Process definition to cope with complexity

Uncertainty

Dogs laissez faire

Low Low

Cows
Complex, mature market Need defined interfaces

High

Project Complexity

Uncertainty

Colts

Bulls

Dogs

Cows

Bull Product Release

Project Complexity

Uncertainty

Colts

Bulls

Dogs

Cows

Not all dogs are the same

Project Complexity

Reduce Uncertainty or Complexity

Uncertainty
Market Uncertainty 10 9 8 7 6 5 4 3 2 1 Dependents/ Scope Flexibility 0 Technical Uncertainty
Mission Critical

Complexity
Dependencies 10 9 8 7 6 5 4 3 2 1 0 Team Location

Team Size

Team Maturity

Project Duration
Domain knowledge gaps

Opportunities to Reduce Uncertainty:

Opportunities to Reduce Complexity:

Use proven technologies Reduce project duration

Collocate the team Break project into sub-projects

Partitioning
Colt Project

Bull Program

Dog Project

Cow Project

Remember: Loose Coupling and Strong Cohesion

Uncertainty

Colts

Bulls

Dogs

Cows

Bull Program, Dog Project

Project Complexity

Portfolio Management
RAPID Quadrant Assessment
12.0 10.0 8.0 6.0 4.0 2.0 0.0 0.0 5.0 10.0 15.0 20.0 25.0 30.0

Uncertainty

Project Complexity

Products Lifecycle Paths

Product Lifecycle
High

Uncertainty

Colts

C
Bulls

Skunks B Dog s

Cows

Low Low

Complexity

High

Project Leadership Guide

High

Create Change Invent

Ad Hoc

Embrace Change Deploy

Agile

Market Differentiating

Eliminate Change Offload Outsource

Low

Control Change
Manage Structured
High

Low

Mission Critical

Leadership Development

People

Business

Process

Technology

Leadership Development
High

Colts

Bulls

Uncertainty

Business & Technology

Dogs

Low Low

People & Process

High

Cows

Project Complexity

Levels of Proficiency
1
Foundation Shu Read

2
Proficient Ha Write

3
Master Ri Delete

Leadership Development
People Dog Read Process Read Technology Read Business Read

Colt
Cow Bull

Read
Write Delete

Read
Write Write

Write
Read Write

Write
Read Write

Not everyone can lead a dog

Business Value Cultivate Innovation

Strategy

Collaboration

Frameworks Model

Project Governance

Embrace Change Real Options

Agile Leadership

Contact
Todd Little
Senior Development Manager, Landmark Graphics Corporation, www.lgc.com www.toddlittleweb.com tlittle@lgc.com

Waterfall has context too!

Small Waterfalls

Waterfall has context too!

Medium

Waterfall has context too!

Face Gate

Waterfall has context too!

Glacial

Waterfall has context too!

Bring in the Gurus

Business Process Value Chain Interdependence

Market

Product Development

Sales

Product Company

Specifications

Development

Delivery

Contract Model

Business Need

Development

Delivery

Internal IT

Agile and adaptive approaches for linking people, projects and value 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.

Leadership Development
People

Busines s

Process

Technology

Business

Process

People

Technology

Business

Process

Technology

People

Business

People

Process

Technology

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.

Relationship of the APLN to the AgileAlliance

Project Execution Project Leadership

Pair Programming Continuous Build TDD

Collaboration Change Empowerment Software

APLN
Beyond Software

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."