Learning from CII Innovation Conference
- Organizational Gravity
- Industry Gravity
- Country Gravity
- Cultural Gravity
The Journey of the Accidental Leader – Steve Gladis
- No one knows what they are doing until they try
- You get what you give. So give a little first
- Build trust by character, competence, caring, commitment and consistency
- Change isn’t easy, but if you do it right everyone wins
- You have to have a vision to make it come true
- If you want to create a positive culture, show people by actions what you believe in. Do not just tell them.
- Leadership is all about courage
- The long march begins with the first bold step
- Change will happen. Embrace it while sticking it to your core principles
- Leaders have a passion for people
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The Journey of the Accidental Leader
Stay Tuned and Have Fun
“First Who, Then What
Purpose of Existence
Lean Software Development – An Agile Toolkit – Mary Poppendieck, Tom Poppendieck
Seven Lean Principles
The Seven Wastes of Manufacturing
The Seven Wastes of Software Development
Partially Done Work
- Set based development
- Options thinking
- Last Responsible Moment
- Making Decisions
- Pull Systems
- Queuing Theory
- Cost of Delay
- Self Determination
- Perceived Integrity
- Conceptual Integrity
- Re factoring
Get the real stuff from the following link
Lean Software Development: An Agile Toolkit
Stay Tuned and Have Fun
- Project management is about using any means necessary to increase the probability and speed of positive outcomes or simply put “Making good stuff happen”
- Project Management and software development are not sacred arts
- The simpler your view of what you do, the more power and focus you will have in doing it
- Simple doesn’t mean easy
- Figuring out what the project is (Planning, Scheduling, Requirements Gathering)
- Shepherding the project through design and development work (communication, decision making, and mid-game strategy)
- Driving the project through to completion (leadership, crisis management, end-game strategy)
- Tolerate ambiguity/pursue perfection
- Acknowledge complexity/champion simplicity
- Marketing Requirements Document->Vision/Scope document->Specifications->Work Breakdown Structure
- Writing well requires one primary writer
- Volume is not quality
- Does the vision accurately reflect our goals and intentions for this project?
- Is the vision helping leads and individual contributors to make discussions and reject requests that are out of scope?
- Requirements – What we need to do ?
- Specifications – How will we do ?
- Implementation – Do it
- Ensuring right things get built
- Provide a schedule milestone that concludes a planning phase of the project
- Enable deep review and feedback from different individuals on the course that the project will take
- Provide a plan for requirements negotiation and iteration
- Hunt down erroneous assumptions
- Hunt down missing information
- Define relative priority to each requirement
- Define or eliminate unintentionally ambiguous language
- Milestone length should match project volatility
- Be optimistic in the vision and skeptical in the schedule
- Bet on design
- Plan checkpoints for add/cut discussions
- Inform the team about planning philosophy
- Gauge the team’s experience with problem space
- Gauge the team’s experience in working together
- Take on risks early
- Make commitments about when things will be done
- To encourage everyone who’s contributing to a project to see her efforts as part of a whole (Impose a forcing function. A forcing function is anything that –when put in place –naturally forces a change in perspective, attitude or behavior. So schedules are important forcing functions for projects)
- Tool to track progress and to break work into manageable chunks
- One for design
- One for implementation
- One for testing
- Schedule estimation grows in accuracy over time
- Schedules are simply a kind of prediction
- No matter how precisely they are drafted or how convincing they appear, they are just a summation of lots of little estimations, each one unavoidable prone to different kinds of unforeseeable oversights and problems.
- Good work estimates have a high probability of being accurate and bad work estimates have a low probability
- Establish baseline confidence interval for estimates
- Lead programmers must set the bar for quality estimations by asking good questions and taking wise approaches that the team can emulate
- Programmers should be trusted
- Estimate depend on the programmer’s understanding of the project goals
- Estimates should be based on previous performance
- Specification or design quality should be to whatever point engineering needs to make good estimates
- Lack of clarity
- Not listening
- Problem mismatch
- Personal attacks
- A man fears the tiger that bit him last instead of the tiger that will bite him next
- Human beings, who are almost unique[among animals] in having the ability to learn from the experience of others, are also remarkable for their apparent disinclination to do so – Douglas Adams
- “I like working with good people because if I come up with an idea, they come up with a better idea, then I come up with an even better one, and so on. It’s a leapfrog process, and the work becomes much better than it would be if I only did exactly what I want”
- The way the universe works is big decisions don’t necessarily come with great amount of time to make them
- Probability is cold and heartless and it helps to remind us that entropy is everywhere and is not the friend of projects or their managers
- All successful projects are simply a long series of adversities that must be overcome. Far from it being unusual to face adversity, it is normal and our business to overcome it. The real test is not when we are successful when there is no adversity but when there is and we triumph
Our Iceberg is Melting: Changing and Succeeding Under Any Conditions – John Kotter, Holger Rathgeber
- Create a Sense of Urgency
- Help others see the need for change and the importance of acting immediately.
- Pull Together the Guiding Team
- Make sure there is a powerful group guiding the change-one with leadership skills, credibility, communications ability, authority, analytical skills, and a sense of urgency
- Develop the Change Vision and Strategy
- Clarify how the future will be different from the past, and how you can make that future a reality.
- Communicate for Understanding and Buy In.
- Make sure as many others as possible under-stand and accept the vision and the strategy
- Empower others to act
- Remove as many barriers as possible so that those who want to make the vision a reality can do so.
- Create some visible, unambiguous successes as soon as possible.
Don’t Let up
- Press harder and faster than the first successes. Be relentless with initiating change after change until the vision is a reality.
- Create a New Culture
- Hold on to the new ways of behaving, and make sure they succeed, unitl they become strong enough to replace old traditions.
- The role of thinking and feeling
- Thinking differently can help change behavior and lead to better results.
- Collect data, analyze it.
- Present the information logically to change people’s thinking.
- Changed thinking, in turn , can change behavior
- Feeling differently can change behavior more and lead to even better results.
- Create surprising, compelling and if possible visual experiences
- The experiences change how people feel about a situation
- A change in feelings can lead to a significant change in behavior