What Is an Agile Leader

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What Is an Agile Leader?
Todd Little Sr. Development Manager
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Long Ago
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Longer Ago
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Long Ago and Far Away
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Long Ago and Far Away
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Long Ago and Far Away
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Long Ago and Far Away
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The Story of theAgile Project Leadership Network
Leadership SummitNetwork site
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R2
R3
ADC2004 JulySalt Lake
Agile2005JulyDenver
Agile2006July Minneapolis
Oct 2004Chicago
Jan 2005Seattle
Jan 2006Dallas
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• Pains
• Loneliness
• Isolation
• Ostracism
• Frontal Cranial Contusions(from Head Banging)
• Too much to do, Not enough time
• Cant find answers in PMBOK
• Cognitive Dissonance
• Waste
• Project Change
• Unskilled team members
• No customer involvement
• Delivering wrong product

SeattleJan 05
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Chicago, October 2004 How would we build a new
organization?
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Chicago produced appropriately blurry vision
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Commitment to Ship,Timeboxing, Exit Tests
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Our individual beliefsabout reliable projects
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Discovering our shared beliefs
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Six categories emerged
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6
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Asking Whats in it for our audience?
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Crafting the six statements World Café style
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Draft statements 2 1
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Draft statements3 5
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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.

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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.

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Relationship of the APLN to the AgileAlliance
Pair Programming Continuous Build TDD
Project Execution

APLN
Project Leadership
Collaboration Change Empowerment
Software
Beyond Software
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Interdependence and Leadership

• Value
• Customers
• Uncertainty
• Individuals
• Teams
• Context

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Interdependence

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

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Logos
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Penal Management Institute
Now that I am a Penal Management Professional I
can show them how to improve these Convicts
Maturity Model
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Value

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

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

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Uncertainty

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

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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.

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Teams

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

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Context

• We improve effectiveness and reliability through
  situationally specific strategies, processes and
  practices.

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Portfolio Management and Dealing with Darwin (G.
Moore)
High
Invent
Deploy
Market Differentiating
Offload
Manage
Low
High
Low
Mission Critical
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Portfolio Management and Dealing with Darwin
High
Create Change
Embrace Change
Market Differentiating
Ad Hoc
Agile
Eliminate Change
Control Change
Low
Outsource
Structured
High
Low
Mission Critical
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Agile Leadership
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ChristopherAvery
DonnaFitzgerald
DavidAnderson
SanjivAugustine
BobWysocki
AlistairCockburn
PrestonSmith
DougDeCarlo
JimHighsmith
Ole Jepson
Todd Little
Not picturedMike Cohn, Lowell Lindstrom, Kent
McDonald, Pollyanna Pixton
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Better Software June 2006
http//pmdoi.org/ http//apln.org/ http//apln.sha
repointsite.com/
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Connecting, developing, and supporting great
project leadersby focusing on Value, Customer,
Teams, Individuals, Context, and Uncertainty.