What Is an Agile Leader?

1. What Is an Agile Leader? Todd Little Sr. Development Manager

2. Long Ago

3. Long Ago and Far Away

4. Long Ago and Far Away

5. Long Ago and Far Away

6. Long Ago and Far Away

7. The Story of theAgile Project Leadership Network Leadership Summit&Network site R1 R2 R3 Agile2005JulyDenver ADC2004 JulySalt Lake Agile2006July Minneapolis Oct 2004Chicago Jan 2005Seattle Jan 2006Dallas

8. Pains • Loneliness • Isolation • Ostracism • Frontal Cranial Contusions(from Head Banging) • Too much to do, Not enough time • Can’t find answers in PMBOK • Cognitive Dissonance • Waste • Project Change • Unskilled team members • No customer involvement • Delivering wrong product SeattleJan ‘05

9. Chicago, October 2004 How would we build a new organization?

10. Chicago produced appropriately blurry vision

11. Commitment to Ship,Timeboxing, & Exit Tests

12. Our individual beliefsabout reliable projects…

13. Discovering our shared beliefs

14. Six categories emerged

15. 1 2 3 4 5 6

16. Asking “What’s in it for [our audience]?”

17. Crafting the six statements World Café/OpenSpace style

18. Draft statements 2 & 1

19. Draft statements3 & 5

20. 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.

21. 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. Declaration of Independence from Bureaucratic Project Management

22. Relationship of the APLN to the AgileAlliance Pair Programming Continuous Build TDD Project Execution APLN Project Leadership Collaboration Change Empowerment Software Beyond Software

23. Interdependence and Leadership • Value • Customers • Uncertainty • Individuals • Teams • Context

24. Interdependence • What does it mean to declare Interdependence? • Interdependence of people • Interdependence of values

25. Value • We increase return on investment by making continuous flow of value our focus.

26. Business Process Value Chain Market Product Development Sales Product Company Specifications Development Delivery Contract Model Business Need Development Delivery Internal IT

27. Customer • We deliver reliable results by engaging customers in frequent interactions and shared ownership. • Deliver reliable results = make pace visible early. • Engaging customers…= force a partnership. • Customer defines value

28. Uncertainty • We expect uncertainty and manage for it through iterations, anticipation and adaptation.

29. Individuals • 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. • Push decisions down and out, make the workplace safe, provide employees with the proper tools and be prepared to be surprised.

30. Teams • We boost performance through group accountability for results and shared responsibility for team effectiveness. • Get the whole team to own the whole project

31. Context • We improve effectiveness and reliability through situationally specific strategies, processes and practices. Uncertainty Complexity

32. Portfolio Management and Dealing with Darwin (G. Moore) Create Change Embrace Change High Deploy Invent Market Differentiating Ad Hoc Agile Eliminate Change Control Change Manage Offload Low Outsource Structured High Low Mission Critical

33. Agile Leadership

34. ChristopherAvery DonnaFitzgerald DavidAnderson SanjivAugustine BobWysocki AlistairCockburn PrestonSmith DougDeCarlo JimHighsmith Ole Jepson Todd Little Not pictured:Mike Cohn, Lowell Lindstrom, Kent McDonald, Pollyanna Pixton

35. Better Software June 2006 http://pmdoi.org/ http://apln.org/ http://apln.sharepointsite.com/

36. "Leading the Agile Transition"The APLN Atlanta Leadership SummitSeptember 24-25, 2008 Marriott Atlanta Perimeter Center, Atlanta, GA

37. Connecting, developing, and supporting great project leadersby focusing on: Value, Customer, Teams, Individuals, Context, and Uncertainty.