Iterate & Innovate: Success with Agile, Lean Six Sigma, SAVVY and ITIL SMF Development
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This document provides an overview of a presentation by Russell Martin & Associates on iteratively innovating and succeeding with Agile, Lean Six Sigma, SAVVY and ITIL SMF development projects. The learning objectives are to apply reusable project management templates, work effectively with business stakeholders, and evolve toolkits to succeed despite constraints. The content discusses getting real about projects as temporary collaborations, the difference between methodologies and project management, why there are different methodology choices, and how influencing stakeholders is key. Templates, examples, and tips are provided for various project methodology phases and influencing different styles.
Iterate & Innovate: Success with Agile, Lean Six Sigma, SAVVY and ITIL SMF Development
- 1. RU S SE L L M A RT I N A S S O C I A T E S& Iterate and Innovate: Success With Agile, Lean Six Sigma, SAVVY and ITIL SMF Development presented by Russell Martin & Associates (317) 475-9311 info@russellmartin.com www.russellmartin.com © Russell Martin & Associates www.russellmartin.com
- 2. RU S SE L L M A RT I N A S S O C I A T E S& Learning Objectives • Apply reusable templates for project management to their own Agile, Lean Six Sigma, SAVVY and ITIL SMF development projects. • Work more effectively with business people to support the learning needed for their specific Agile, Lean Six Sigma, SAVVY and ITIL SMF development projects. • Challenge and evolve your current toolkit for success in spite of time constraints, inadequate budget, and undefined quality metrics. © Russell Martin & Associates www.russellmartin.com Page 1
- 3. Page 2 Content • Get Real • Methodologies versus Project Management • Why are there choices? • Influencing is Key © Russell Martin & Associates www.russellmartin.com
- 4. RU S SE L L M A RT I N A S S O C I A T E S& Get Real… Projects are Flash Mobs Page 3 © Russell Martin & Associates www.russellmartin.com
- 5. RU S SE L L M A RT I N A S S O C I A T E S& the project The Sponsor Internal Experts (SMEs) Finance Customers Functional Leaders The Project Manager The Dedicated Project Team Roles Page 4 © Russell Martin & Associates www.russellmartin.com Developers External Experts (SMEs) Administrative Support Vendors/ Contractors Legal
- 6. Page 5 Methodologies versus Project Management
- 7. RU S SE L L M A RT I N A S S O C I A T E S& Dare to Properly Manage Resources! Define Plan Manage Review END START 1. Set Business Objectives 2. Establish Project Scope 3. Set Project Objectives 4. Mitigate Risks 5. Establish Constraints 6. Plan communications 7. Establish Governance Plan 1. Determine Milestones 2. Schedule Task Dependencies 3. Adjust for Resource Dependencies 4. Create budget 1. Control work in progress 2. Provide status and feedback 3. Leverage Governance 4. Resolve conflict 1. Close the project 2. Turn over deliverables 3. Hold Project Review 4. Celebrate accomplishments Steps to Great Projects initiate plan monitor close Page 6 © Russell Martin & Associates www.russellmartin.com
- 8. RU S SE L L M A RT I N A S S O C I A T E S& THE METHODOLOGY is USELESS if you don’t know why you are doing the project! • Set Business Objectives • Establish Project Scope • Set Project Objectives • Mitigate Risks • Establish Constraints • Establish Governance • Plan Communications Define: The Project Charter Page 7 © Russell Martin & Associates www.russellmartin.com Bad News Early is Good News
- 9. RU S SE L L M A RT I N A S S O C I A T E S&Page 8 What is a Methodology? A repeatable series of tasks or set of practices grouped into phases to create or do something. Includes: • Tasks with a recommended order • Milestones (usually Phases that are done) • Supporting Tools • Implied Skill Sets
- 10. RU S SE L L M A RT I N A S S O C I A T E S&Page 9 ADDIE (Instructional Systems Design) 2/3 duration 1/3 duration
- 11. RU S SE L L M A RT I N A S S O C I A T E S&Page 10 Steps to Great Development PROCESS Maintain Analyze the business need / project objectives Design a solution given current constraints Build the Solution Roll Out the Solution Evaluate Success Analyze Design Develop Implement Evaluate
- 12. RU S SE L L M A RT I N A S S O C I A T E S& Define START Page 11 Steps to Great Projects: DEFINE Analyze the business need / project objectives Analyze Business Objs Roles Scope Project Objs Risk/Constraints
- 13. RU S SE L L M A RT I N A S S O C I A T E S& Define Plan START Page 12 Steps to Great Projects: PLAN Analyze the business need / project objectives Design a solution given current constraints Build the Solution Roll Out the Solution Analyze Design Develop Implement Business Objs Roles Scope Project Objs Risk/Constraints
- 14. RU S SE L L M A RT I N A S S O C I A T E S& Define Plan Manage START Page 13 Steps to Great Projects: MANAGE Analyze the business need / project objectives Design a solution given current constraints Build the Solution Roll Out the Solution Analyze Design Develop Implement Business Objs Roles Scope Project Objs Risk/Constraints Tasks to be done ADAPT as change occurs
- 15. RU S SE L L M A RT I N A S S O C I A T E S& Define Plan Manage Review END START Steps to Great Projects: Traditional PROCESS Maintain Analyze the business need / project objectives Design a solution given current constraints Build the Solution Roll Out the Solution Evaluate Success Analyze Design Develop Implement Evaluate Business Objs Roles Scope Project Objs Risk/Constraints Tasks to be done ADAPT as change occurs Evaluate PROJECT and LEARNING Page 14
- 16. RU S SE L L M A RT I N A S S O C I A T E S& What tasks need to be done? What tasks have to be done first? Who’s available to help? What dates are fixed? Determine milestones and tasks Find Task Dependencies Find Resource Dependencies Determine the Schedule •Standard methodologies •Flows on Scope Diagram •Training, meetings, •Pillage THEN Burn •Do not plan multi-tasking •Choose the best resource for the right task •Work back from the known date constraints •Reasonability based on experience Create the Project Schedule Page 15 © Russell Martin & Associates www.russellmartin.com
- 17. RU S SE L L M A RT I N A S S O C I A T E S& Example: Milestones Page 16 © Russell Martin & Associates www.russellmartin.com IMPLEMENT START requirements blueprints deliverables deliver, transition ANALYZE DESIGN EVALUATE BUILD END project and deliverables
- 18. RU S SE L L M A RT I N A S S O C I A T E S& Work Back or Forward From the Date Page 17 © Russell Martin & Associates www.russellmartin.com IMPLEMENT START requirements blueprints deliverables deliver, transition ANALYZE DESIGN EVALUATE BUILD END project and deliverables Done: 7/15/13 Done: 7/7/13 Done: 7/1/13 Done: 6/20/13 6/1/13 Done: 7/13/13 EVENT HELD
- 19. RU S SE L L M A RT I N A S S O C I A T E S& Tasks Page 18 © Russell Martin & Associates www.russellmartin.com IMPLEMENT START requirements blueprints deliverables deliver, transition ANALYZE DESIGN EVALUATE BUILD END project and deliverables Done: 7/15/13 Done: 7/7/13 Done: 7/1/13 Done: 6/20/13 6/1/13 Event Held 7/13/13 Finalize Charity Finalize Caterer Invite Employees Establish Messaging Needed Review with Sponsor
- 20. RU S SE L L M A RT I N A S S O C I A T E S& Sudoku! Page 19 6/12/136/8/13 6/18/13 6/15/13 6/15/13 © Russell Martin & Associates www.russellmartin.com Finalize Charity Finalize Caterer Invite Employees Establish Messaging Needed Review with Sponsor ANALYZE Done: 6/20/13 START 6/1/13 Tasks have duration, take time Lou Lou Jo Maria Brittney
- 21. RU S SE L L M A RT I N A S S O C I A T E S&Page 20 Why are there choices?
- 22. RU S SE L L M A RT I N A S S O C I A T E S&Page 21 SAM: Successive Approximation Model Allen Interactions www.alleninteractons.com
- 23. RU S SE L L M A RT I N A S S O C I A T E S&Page 22 Structured IT Development
- 24. RU S SE L L M A RT I N A S S O C I A T E S&Page 23 RAD: Rapid Application Development
- 25. RU S SE L L M A RT I N A S S O C I A T E S&Page 24 Agile
- 26. RU S SE L L M A RT I N A S S O C I A T E S&Page 25 Six Sigma
- 27. RU S SE L L M A RT I N A S S O C I A T E S&Page 26 Lean Six Sigma: DMAIC
- 28. RU S SE L L M A RT I N A S S O C I A T E S&Page 27 Methodology Purpose Pros Cons Cautions IT Structured Development Rapid Application Development Agile Development Lean Six Sigma ADDIE SAM
- 29. RU S SE L L M A RT I N A S S O C I A T E S&Page 28 Influencing is Key
- 30. RU S SE L L M A RT I N A S S O C I A T E S&Page 29 Influencing Stakeholders Dominance InfluenceSteadiness Compliance Urgent Pioneering Innovative Driven Likes challenge Demanding Quick to anger Careful Objective, clear High standards Good analyst Detailed Picky Aloof Fearful Optimistic Motivator Team Player Problem solver Emotionally needy Inattentive Trusting Poor with details Steady and sincere Patient Empathetic Logical Service-oriented Apathetic under stress Passive Resists change © Russell Martin & Associates www.russellmartin.com Task Speed People Speed Task Perfect People Careful
- 31. RU S SE L L M A RT I N A S S O C I A T E S& Style Analysis Graphs Your “perfect” place How you adapt 100 90 80 70 60 50 40 30 20 10 0 100 90 80 70 60 50 40 30 20 10 0 DI SC DI SC Adapted Natural Page 30 © Russell Martin & Associates www.russellmartin.com
- 32. RU S SE L L M A RT I N A S S O C I A T E S&Page 31 Interacting with Other Styles © Russell Martin & Associates www.russellmartin.com Choose to adapt temporarily rather than permanently pretend to be what you are not
- 33. RU S SE L L M A RT I N A S S O C I A T E S& D I S C Looking for Results The “experience” & being liked Security & acceptance Information & accuracy Dislikes Indecision Routine Insensitivity Unpredictability Body Language Strong Handshake Keep your distance Direct eye contact Sit next to Smile, relax and have fun Friendly eye contact Relaxed, calm Methodical, small gestures Friendly eye contact Sit across from Firm posture Direct eye contact Seat Position Across from Next to To the right or left of desk/table Across from Tone of Voice Direct Fast Pace Modulations Fast pace and enthusiastic Warm, soft, calm Steady, slow pace Controlled and direct Slow pace, precise Words/Content Challenge, Win Results Lead the field Bottom line Fun I feel Exciting Picture this Step-by-step Guarantee or promise Think about it. Take your time. Here are the facts The data show . . . Proven Take your time; No risk. Communication Do’s Brief and to the point Create idea ownership in them Let them determine how to do it Be optimistic Show how actions involving people will create change Enthusiastically approach new ideas Allow time for thought Prioritize actions and set deadlines Allow for incremental change Allow enough time to do the job right Provide clear expectations and deadlines Praise for doing job right Communication Don’ts Talk with not action Be chatty Assume they heard what you said Personal criticism Not involving them Being curt or cold Pressure or rush the decision Promise power or greater independence “Just do it” Say: “You were wrong.” “I’ll know it when I see it” directions Page 32 Adapting Your Style Temporarily © Russell Martin & Associates www.russellmartin.com
- 34. RU S SE L L M A RT I N A S S O C I A T E S&Page 33 A Team Makes A Whole Brain © Russell Martin & Associates www.russellmartin.com
- 35. RU S SE L L M A RT I N A S S O C I A T E S&Page 34 Influencing C Level Executives © Russell Martin & Associates www.russellmartin.com Dominance InfluenceSteadiness Compliance Urgent Pioneering Innovative Driven Likes challenge Demanding Quick to anger Careful Objective, clear High standards Good analyst Detailed Picky Aloof Fearful Optimistic Motivator Team Player Problem solver Emotionally needy Inattentive Trusting Poor with details Steady and sincere Patient Empathetic Logical Service-oriented Apathetic under stress Passive Resists change Task Speed People Speed Task Perfect People Careful 0 10 20 30 40 50 60 70 80 The Uti Aes Soc Ind Tra 60 30 50 48 27 37 Averages Top 2 Low 2 Situational 2
- 36. RU S SE L L M A RT I N A S S O C I A T E S&Page 35 Help
- 37. RU S SE L L M A RT I N A S S O C I A T E S& How Can I Get More HELP? At www.russellmartin.com: •Purchase books •Get our LEARNING FLASH e-zine for more tips and tools •Find out about workshops, webinars, e- learning and virtual alumni communities Page 36 © Russell Martin & Associates www.russellmartin.com @nolecture Lou Russell
- 38. RU S SE L L M A RT I N A S S O C I A T E S&Page 37 © Russell Martin & Associates www.russellmartin.com
Editor's Notes
- #2: :00
- #3: Ask people to their top 3 so you know what their priorities are. Spend more time on the parts that are important to them if possible. Hang a list up of what they are so everyone can keep an eye on it.
- #5: Projects aren’t the way they used to be with a dedicated project manager and a dedicated team. Everyone has their own pile of projects, and the play multiple roles on each. Everyone needs everyone else to do their project. Very matrixed. Now they are more like flashmobs; people coming together temporarily to do something that some people will love and some people will hate, and then disperse.
- #7: :10Opening Exercise: Think about a project that they will to work on in class. Give them 2 minutes to write down all the Stakeholders possible for their project (list). A stakeholder is just A FUNCTIONAL ROLE in the business for someone that you will need to work with. An example might be “LEGAL”. Ask them to pair up with someone NOT AT THEIR TABLE and combine their lists into one listAsk the pair to pair up with another pair, and combine their two lists into one listShare the lists – the ‘quad’ who has the highest number of UNIQUE stakeholders (that no other group has) will win fab merchandise. Add the list to Page 6 as they share.