who needs leadership agility?

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Joseph Flahiff Lean|Agile Organizational Catalyst

Author: Being Agile in a Waterfall World: A practical

guide for complex organizations

joseph@whitewaterprojects.com

www.whitewaterprojects.com

Intro

PMI

ACP

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

WHO NEEDS

AGILE

Agile has become a bloated

conceptual vortex

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Agile is…

Agile is the ability to adapt to changes as fast or

faster than changes occur.

Adapt

or

DIE

An Adjective

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Agile is NOT

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

What People

Really Mean

AGILE

Nimble

21st Century

Management

Thinking

Agility

Enabling

Practices

The Agile

Movement

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Management

Innovation

1911-Fredick W. Taylor

Scientific Management

Industrial Revolution

Pivot

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Pivot Again

1911-Fredick W. Taylor

Scientific Management

Industrial Revolution

Pivot

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Mental Shifts

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Types of Work

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Part or Art

Part work Art Work

Predictable

Assembly

Focus on Conformance

Low change rate

Variation is bad

Coordinate & Control

End is CLEAR

Purpose is to deliver

Unpredictable

Discovery

Focus on Creativity

High change rate

Variation is good

Inspect & Adapt

End is Ambiguous

Purpose is to discover

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Part or Art

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Control Focus >>> Autonomy Focus

Hero Focus >>> Team Focus

Efficiency Focus >>> Value Flow Focus

Isolation Focus >>> Collaboration Focus

Command Focus >>> Service Focus

Other Shifts

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

What do you

need?

AGILE

Nimble

21st Century

Management

Thinking

Agility

Enabling

Practices

The Agile

Movement

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

1. Servant Leadership

2. Teamwork

3. Retrospectives

4. Value Stream Mapping

4 Things

Everyone MustDo in 2015

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Simply Put

Do to others, as you would have them do to you.

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Leaders

Set Vision and

Parameters

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Vision and

Implementation

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

1. Servant Leadership

2. Teamwork

3. Retrospectives

4. Value Stream Mapping

4 Things

Everyone MustDo in 2015

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Lessons Learned

Lessons Learned

Post Mortem

Results are Project Specific

Team Specific

Domain Specific

Useful LL Requirements

Communication

Resources (people)

DON’TWORK

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Retrospective

Frequent

Whole Team

Must be interesting

Project Specific

Team Specific

Domain Specific

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Retro Process

• Set the Stage1

• Collect Data2

• Root Cause Analysis3

• Experiment Design4

• Close 5

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Open Q&A

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Pivot Again

?Pivot

© 2

015 W

hit

ew

ate

r P

roje

cts,

In

c.

Joseph Flahiff Lean|Agile Organizational Catalyst

Author: Being Agile in a Waterfall World: A practical

guide for complex organizations

joseph@whitewaterprojects.com

www.whitewaterprojects.com

Intro

PMI

ACP