Todd Little, Niel Nickolaisen and Pollyanna Pixton

1. A Framework for Agile Leadership Agile 2007 L e a d i n g C h a n g e T h r o u g h C o l l a b o r a t i o n Todd Little, Niel Nickolaisenand Pollyanna Pixton

2. Declaration of Interdependence • Frameworks • Strategy: Niel Nickolaisen • Collaboration: Pollyanna Pixton • Project Governance: Todd Little • Case Study apln.org

3. Frameworks Model Strategy Business Value Cultivate Innovation Collaboration Embrace Change Real Options Project Governance

4. Strategy Value & Customers :: Niel Nickolaisen ::

5. Purpose-Based Alignment High Market Differentiating Low High Low Mission Critical

6. Purpose-Based Alignment High Partner: Do We Take This On? Differentiating: Be the Best, Always Market Differentiating Parity: Get And Stay There Who Cares? Low High Low Mission Critical

7. Design Considerations High Do Something Unique: Design to Excel Design theRelationship Market Differentiating Mimic and Reuse Goal is Parity, Not Uniqueness Who Cares? Low High Low Mission Critical

8. Collaboration Teams & Individuals :: Pollyanna Pixton ::

9. Why Collaborate None of us are as smart as all of us. – Japanese Proverb

10. Embrace Change Collaboration Model

11. Collaboration Model Create an Open Environment

12. Collaboration Model Convene the Right People From the Entire Enterprise! Customers Marketing Sales Finance Technology Manufacturing Stakeholders

13. Collaboration Model Foster Creativity & Innovation via Collaboration Process

14. Collaboration Model Stand back, Let Them Work.

15. Unleashing Innovation Collaboration Process

16. Collaboration Process 1. Agree to: • Goals • Objectives • Purpose

17. Collaboration Process 2. Brainstorm 3. Group 4. Prioritize Based on Business Value

18. Collaboration Process 5. Individuals Volunteer For What And By When

19. Unleashing Innovation Collaborative Leadership

20. Collaborative Leadership The Right People

21. Collaborative Leadership Trust First!

22. Collaborative Leadership They tell you what needs to happen for success and results.

23. Collaborative Leadership Step Aside, Let Them Work!

24. Project Governance Uncertainty & Context :: Todd Little ::

25. Team size Mission criticality Team location Team capacity Domain knowledge gaps Dependencies Project Complexity

26. Market Uncertainty Technical Uncertainty Project Duration Dependents Project Uncertainty

27. Project Differences High Colts Bulls Agility to handle uncertainty Simple, young projects. Process definition to cope with complexity Need agility Tight Teams Uncertainty Cows Dogs laissez faire Complex, mature market Need defined interfaces Low Low High Project Complexity

28. Not all dogs are the same

29. Reduce Uncertainty or Complexity

30. Partitioning Colt Project Bull Program Dog Project Cow Project Remember:Loose Coupling and Strong Cohesion

31. Portfolio Management

32. Products Lifecycle Paths C A B

33. Project Leadership Guide Deploy Create Change Embrace Change High Invent Market Differentiating Ad Hoc Agile Eliminate Change Control Change Manage Offload Low Outsource Structured High Low Mission Critical

34. Case Study FFKR Architects

35. Reached Capacity Continue Growth Rate Need Succession Plan Tight Employment Market Need Improved Project Throughput Case Study: Issues

36. Case Study Entry Point: Strategic Planning

37. Case Study: ‘Before’ High - Excellence=One of Principals - Customer Service - Reputation - Diversity of Design Market Differentiating - Project Management - Tracking Tools - IT Tools - Project Support Overtime Control Low High Low Mission Critical

38. What’s the Prize? What’s Getting in the Way? How to increase business? How to increase through put? How to find and train new leadership? Strategic Planning Qs

39. Team Meetings: What’s an Open Environment? What’s Working? What’s Not Working? How Can You Fix What’s Not Working? Case Study: Collaboration

40. What’s Not Working: Focus on Design Excellence Compensation Training Leadership Time Quality Empowerment Case Study: Outcomes

41. Form Collaborative Teams: Add Client from start to finish Add Contractor Consultant as well Expected Improvements: 20-60% decrease in costs 75-100% increase in customer satisfaction Case Study: Outcomes

42. Project Differences High Colts Bulls Office Renovations Casinos Dogs Cows Uncertainty Parking Garages Car Dealerships Low Low High Project Complexity

43. “You want to be leaders and you’re acting like mice.” Case Study

44. Case Study: ‘After’ High - Excellence=Design - Design Process - Customer Service - Reputation - Hiring Process - Personnel Dept. Market Differentiating - Project Management - Tracking Tools - IT Tools - Project Support Overtime Control Low High Low Mission Critical

45. DOI Strategy Collaboration Project Governance Case Study: FFKR Questions? Summary

46. Frameworks Model Strategy Business Value Cultivate Innovation Collaboration Embrace Change Real Options Project Governance

47. Contact • Niel Nickolaisen • CIO, Headwaters, Inc. www.headwaters.com • nnickolaisen@headwaters.com • Pollyanna Pixton: • President, Evolutionary Systems, www.evolutionarysystems.net • p2@ppixton.com • Todd Little • Senior Development Manager, Landmark Graphics Corporation, www.lgc.com • tlittle@lgc.com