risk in a collaborative culture. why risk matters risk and conscious competence mitigating risk
Post on 16-Dec-2015
226 Views
Preview:
TRANSCRIPT
risk in a collaborative culture
why risk matters risk and
Conscious Competence
mitigating risk
why risk matters
what is risk?
what drives risk?
Project Management
• Change Managementhow does risk change during a project?
what happens if we ignore risks?
I’m beginning to think it wasn’t such a good idea to turn off those
unit tests
what happens if we incorrectly define risks?
how is risk management different from change management?
risk and the conscious competence learning
model
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
From William Howell
applied to profiling and
mitigating risk
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
become aware
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
learn
high churn~afraid to make
decisions~uncertainty
“agile”
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
bureaucracycomplexity
optimize.mentor.perfect.
“lean”
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
out of touch ~process is kingdevelop a
blind spot
becoming aware:
profiling risk
there are many models . . . most work well.
how about: Delivery risks Business case risks Collateral damage
delivery risks
0 10 20 30 40 50 60
Failed
Challenged
Succesful
20061996
Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’
Always or Often Used:
20%
Never or Rarely Used:
64%
Standish Group Study, reported by CEO Jim Johnson, XP2002
Sometimes16%
Rarely19%
Never45%
Often13%
Always7%
business case risks
collateral damage
case study…
express products• Re-factor existing enterprise software
products for the SMB market. • The goal: make these products consumable by
the SMB market.
what are the delivery risks?
what are the business case risks?
what are the collateral damage risks?
what tool can we use to improve
our ability to profile risk?
Leading Agile
• Collaboration Model• Collaboration Process
we collaborate to increase
awareness
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
collaborate to become
aware
exercise…pick a project
WHOSE input is important to create an accurate, project-level profile of the risk?
development sales
product manager
testing support
different risk
perspectives for:
delivery business case
collateral damage
how does knowing this mitigate risks?
how do we now reduce uncertainty to further mitigate risks?
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
learn
high churn~afraid to make
decisions~uncertainty
using the business value model to reduce
churn and
uncertainty
Purpose
Considerations
Costs and Benefits
Business Value Model
This models iterative decisions.
It helps us identify the “lastresponsible moment” to make decisions.
what project phases deliver value while reducing uncertainty?
what decisions should be deferred until the last responsible moment?
how can we reduce the tendency towards complexity and further reduce risks?
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
bureaucracycomplexity
optimize.mentor.perfect.
use
purpose-based
alignment model
MarketDifferentiating
High
Low
Mission CriticalLow High
Innovate,Create
Do we take this on?
Minimize or
Eliminate
Achieve andMaintain
Parity, Mimic,Simplify
Purpose Based Alignment Model
exercise… for your project
mitigating complexity risk
use the Purpose Alignment Model to identify ways to reduce complexity risks and improve focus.
our dynamic world
what happens if…
you accelerate
the timeline?
the demand for the product shrinks?
you fold-in an acquisition?
part of the team is pulled away?
your triggers to reassess your risk profile and mitigation
plans?
we want to avoid …
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
out of touch ~process is kingdevelop a
blind spot
but how?
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
out of touch ~process is king
collaborate broadly to maintain awareness
Scenario• In order to respond to a competitor, Product
Management announces an early release.• In order to meet the release date, Development
shrinks the time allocated to the quality plan.• Technical Sales now requires a SAR and a service
engagement.• The product releases but Support is not prepared
for the required support levels.• Support shifts some support tasks to Development.• Development no longer has the resources to meet
the next planned release date or content.
in other words . . .
there are no isolated decisions!
who is this broader team?
what triggers should cause us to review and revise the risk profile and mitigation plan?
what tools can we use to maintain this broad awareness and communicate changes?
open environment
right people
fosterinnovation
step back
macro leadership
and risk
Macro Leadership Cube
Mitigate Delivery Risks
Mitigate Business Case
Risks
Mitigate Collateral Damage
Results
Shared Boundaries
Mitigate Delivery
Risks
Mitigate Business
Case Risks
Mitigate Collateral Damage
Results
Mitigate Delivery
Risks
Mitigate Business
Case Risks
Mitigate Collateral Damage
Results
Mitigate Delivery
Risks
Mitigate Business
Case Risks
Mitigate Collateral Damage
ResultsInterlock Interlock
DevelopmentSales Support
exercise… for your project
what are
the critical interlocks?
how can you maintain the interlock as things
change?
add these activities to your risk mitigation plan
focus on any changes …
Leading Agile
• Collaboration Model• Collaboration Process
through
cross-functional collaboration
summary
profiling risk
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
From William Howell
collaborating to profile riskdelivery risk ~ business case risks ~ collateral damage risks
bring the right people together
from the entire enterprise
in other words,
the affected and
affectors!
MarketDifferentiating
High
Low
Mission CriticalLow High
Differentiate
Parity
Partner?
Who cares?
Purpose Based Alignment Model
Purpose
Considerations
Costs and Benefits
Business Value Model
risk management cannot be siloed
Shared Boundaries
Mitigate Delivery
Risks
Mitigate Business
Case Risks
Mitigate Collateral Damage
Results
Mitigate Delivery
Risks
Mitigate Business
Case Risks
Mitigate Collateral Damage
Results
Mitigate Delivery
Risks
Mitigate Business
Case Risks
Mitigate Collateral Damage
ResultsInterlock Interlock
DevelopmentSales Support
Collaborative Leadership and Risk Mitigation
The collaborative leadership tools are designed to improvedecision making.
This includes decisions about risks.
These tools are:The Purpose Alignment Model The Business Value Model
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
BusinessValue ModelTo Reduce Uncertainty
Competence
Con
scio
usne
ss
Low
Low
High
Hig
h
UnconsciousIncompetence
ConsciousIncompetence
ConsciousCompetence
UnconsciousCompetence
PurposeAlignmentTo Focus
what triggers will cause you to reassess your risk profile and mitigation plans?
Leading Agile
• Collaboration Model• Collaboration Process
collaborate!
top related