14Consciousness Competence High Conscious Incompetence Conscious UnconsciousIncompetenceUnconsciousCompetenceLowLowCompetenceHigh
15Consciousness become aware Competence High Conscious Incompetence UnconsciousIncompetenceUnconsciousCompetenceLowLowCompetenceHigh
16learn Consciousness Competence High Conscious Incompetence Conscious high churn~afraid to makedecisions~uncertainty“agile”ConsciousnessUnconsciousIncompetenceUnconsciousCompetenceLowLowCompetenceHigh
17Consciousness optimize. mentor. perfect. Competence High Conscious Incompetencebureaucracycomplexityoptimize.mentor.perfect.Consciousness“lean”UnconsciousIncompetenceUnconsciousCompetenceLowLowCompetenceHigh
18Consciousness develop a blind spot Competence High Conscious IncompetenceConsciousCompetenceConsciousnessUnconsciousCompetenceUnconsciousIncompetenceout of touch ~process is kingdevelop ablind spotLowLowCompetenceHigh
20there are many models . . . most work well. how about:Delivery risksBusiness case risksCollateral damage
21delivery risksStandish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’
22Standish Group Study, reported by CEO Jim Johnson, XP2002 business case risksNever or Rarely Used: 64%Always or Often Used: 20%Rarely19%Sometimes16%Often13%Never45%Project delivers but fails to deliver value.Always7%Standish Group Study, reported by CEO Jim Johnson, XP200222
23collateral damageProject delivers but causes damage to the existing business.
29what tool can we use to improve our ability to profile risk?
30we collaborate to increase awareness Leading AgileCollaboration ModelCollaboration Processwe collaborate to increase awareness
31Consciousness collaborate to become aware Competence High Conscious IncompetenceConsciousCompetencecollaborate to becomeawareConsciousnessUnconsciousIncompetenceUnconsciousCompetenceLowLowCompetenceHigh
32exercise…pick a project Pick a project and profile your project’s risks.
33WHOSE input is important to create an accurate, project-level profile of the risk? developmentsalesproduct managertestingsupport
34business case collateral damage different risk perspectives for: deliverybusiness casecollateral damage
36how do we now reduce uncertainty to further mitigate risks?
37learn Consciousness Competence High Conscious Incompetence Conscious high churn~afraid to makedecisions~uncertaintyConsciousnessUnconsciousIncompetenceUnconsciousCompetenceLowLowCompetenceHigh
38using the business value model to reduce churn and uncertainty 38
39Business Value Model Purpose Considerations Costs and Benefits 39 Now that we have framed our decision model, we start to make decisions.Costs and Benefits39
40This models iterative decisions. It helps us identify the “lastresponsible moment” to make decisions.With risk as a consideration, we decide what project tasks will deliver value and reduce uncertainty. We implement that iteration and then decide on the next iteration that will deliver value and reduce uncertainty.
41what project phases deliver value while reducing uncertainty?
42what decisions should be deferred until the last responsible moment?
43how can we reduce the tendency towards complexity and further reduce risks?
44Consciousness optimize. mentor. perfect. Competence High Conscious Incompetencebureaucracycomplexityoptimize.mentor.perfect.ConsciousnessUnconsciousIncompetenceUnconsciousCompetenceLowLowCompetenceHigh
45purpose-based alignment model usepurpose-based alignment modelto reduce bureaucracy and complexity and to focus.45
46Purpose Based Alignment Model HighDo we take this on?Innovate,CreateMarketDifferentiatingAchieve andMaintainParity, Mimic,SimplifyMinimize or EliminateWhile there are many examples of Parity activities, it is helpful to point out some of the Differentiating activities of the team or group you are training.It is also important to emphasize that the Parity activities are important. They are as important as the Differentiating activities. However, their importance does not come from their uniqueness.It is important to emphasize that Purpose not only helps us stop over-engineering or over-investing in Parity activities, features, and functions, it also helps us focus our creativity and innovation on the Differentiating activities, features and functions.LowLowHighMission Critical46
47exercise… for your project Can you simplifyWhat phases deliver value and reduce uncertaintyWhat decisions can be deferred?How can we reduce the tendency towards complexity?
48mitigating complexity risk use the Purpose Alignment Model to identify ways to reduce complexity risks and improve focus.
55your triggers to reassess your risk profileand mitigation plans?
56we want to avoid …This is to reinforce the notion of treating exceptions like exceptions.56
57Consciousness develop a blind spot Competence High Conscious IncompetenceConsciousCompetenceConsciousnessUnconsciousCompetenceUnconsciousIncompetenceout of touch ~process is kingdevelop ablind spotLowLowCompetenceHigh
58but how?This is to reinforce the notion of treating exceptions like exceptions.58
59collaborate broadly to maintain awareness HighConsciousIncompetenceConsciousCompetencecollaborate broadly to maintain awarenessConsciousnessUnconsciousCompetenceUnconsciousIncompetenceout of touch ~process is kingLowLowCompetenceHigh
60ScenarioIn 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.
61in other words . . .there are no isolated decisions!
62exercise… for your project Who are the members of the broader team
64what triggers should cause us to review and revise the risk profile and mitigation plan?
65what tools can we use to maintain this broad awareness and communicate changes?
66right people foster innovation step back open environment What is the hardest part???
67macro leadership and risk This is to reinforce the notion of treating exceptions like exceptions.67
68Macro Leadership Cube Mitigate Collateral Damage Results Mitigate Delivery RisksMitigateCollateralDamageResultsMitigate Business Case Risks68
69Shared Boundaries Sales Development Support Mitigate Collateral Damage Mitigate Delivery RisksMitigate Business Case RisksMitigateCollateralDamageResultsMitigate Delivery RisksMitigate Business Case RisksMitigateCollateralDamageResultsMitigate Delivery RisksMitigate Business Case RisksMitigateCollateralDamageResultsInterlockInterlock69
84Shared Boundaries Sales Development Support Mitigate Collateral Damage Mitigate Delivery RisksMitigate Business Case RisksMitigateCollateralDamageResultsMitigate Delivery RisksMitigate Business Case RisksMitigateCollateralDamageResultsMitigate Delivery RisksMitigate Business Case RisksMitigateCollateralDamageResultsInterlockInterlock84
86Collaborative Leadership and Risk Mitigation The collaborative leadership tools are designed to improvedecision making.This includes decisions about risks.These tools are:The Purpose Alignment ModelThe Business Value Model
88Business Value Model To Reduce Uncertainty Consciousness Competence HighBusinessValue ModelTo Reduce UncertaintyConsciousIncompetenceConsciousCompetenceConsciousnessUnconsciousIncompetenceUnconsciousCompetenceLowLowCompetenceHigh
89Consciousness Purpose Alignment To Focus Competence High Conscious IncompetenceConsciousCompetencePurposeAlignmentTo FocusConsciousnessUnconsciousIncompetenceUnconsciousCompetenceLowLowCompetenceHigh
90what triggers will cause you to reassess your risk profile and mitigation plans?