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Risk in a collaborative culture.  why risk matters  risk and Conscious Competence  mitigating risk.

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Presentation on theme: "Risk in a collaborative culture.  why risk matters  risk and Conscious Competence  mitigating risk."— Presentation transcript:

1 risk in a collaborative culture

2  why risk matters  risk and Conscious Competence  mitigating risk

3 why risk matters

4 what is risk?

5 what drives risk?

6 Project Management Change Management how does risk change during a project?

7 what happens if we ignore risks? I’m beginning to think it wasn’t such a good idea to turn off those unit tests

8 what happens if we incorrectly define risks?

9 at what levels should we assess risk?

10 how is risk management different from change management?

11 risk and the conscious competence learning model

12 Competence Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence From William Howell

13 applied to profiling and mitigating risk

14 Competence Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence

15 Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence become aware

16 Competence Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence learn high churn~ afraid to make decisions~ uncertainty “agile”

17 Competence Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence bureaucracy complexity optimize. mentor. perfect. “lean”

18 Competence Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence out of touch ~ process is king develop a blind spot

19 becoming aware: profiling risk

20 there are many models... most work well. how about:  Delivery risks  Business case risks  Collateral damage

21 delivery risks Standish Group Study, reported by CEO Jim Johnson, CIO.com, ‘How to Spot a Failing Project’

22 Always or Often Used: 20% Never or Rarely Used: 64% Standish Group Study, reported by CEO Jim Johnson, XP2002 Sometimes 16% Rarely 19% Never 45% Often 13% Always 7% business case risks

23 collateral damage

24 case study…

25 express products Re-factor existing enterprise software products for the SMB market. The goal: make these products consumable by the SMB market.

26 what are the delivery risks?

27 what are the business case risks?

28 what are the collateral damage risks?

29 what tool can we use to improve our ability to profile risk?

30 Leading Agile Collaboration Model Collaboration Process we collaborate to increase awareness

31 Competence Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence collaborate to become aware

32 exercise…pick a project

33 WHOSE input is important to create an accurate, project-level profile of the risk? development sales product manager testing support

34 different risk perspectives for: delivery business case collateral damage

35 how does knowing this mitigate risks?

36 how do we now reduce uncertainty to further mitigate risks?

37 Competence Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence learn high churn~ afraid to make decisions~ uncertainty

38 using the business value model to reduce churn and uncertainty

39 Purpose Considerations Costs and Benefits Business Value Model

40 This models iterative decisions. It helps us identify the “last responsible moment” to make decisions.

41 what project phases deliver value while reducing uncertainty?

42 what decisions should be deferred until the last responsible moment?

43 how can we reduce the tendency towards complexity and further reduce risks?

44 Competence Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence bureaucracy complexity optimize. mentor. perfect.

45 use purpose-based alignment model

46 Market Differentiating High Low Mission Critical Low High Innovate, Create Do we take this on? Minimize or Eliminate Achieve and Maintain Parity, Mimic, Simplify Purpose Based Alignment Model

47 exercise… for your project

48 mitigating complexity risk use the Purpose Alignment Model to identify ways to reduce complexity risks and improve focus.

49 our dynamic world

50 what happens if…

51 you accelerate the timeline?

52 the demand for the product shrinks?

53 you fold-in an acquisition?

54 part of the team is pulled away?

55 your triggers to reassess your risk profile and mitigation plans?

56 we want to avoid …

57 Competence Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence out of touch ~ process is king develop a blind spot

58 but how?

59 Competence Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence out of touch ~ process is king collaborate broadly to maintain awareness

60 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.

61 in other words... there are no isolated decisions!

62 exercise… for your project

63 who is this broader team?

64 what triggers should cause us to review and revise the risk profile and mitigation plan?

65 what tools can we use to maintain this broad awareness and communicate changes?

66 open environment right people foster innovation step back

67 macro leadership and risk

68 Macro Leadership Cube Mitigate Delivery Risks Mitigate Business Case Risks

69 Shared Boundaries Mitigate Delivery Risks Mitigate Business Case Risks Mitigate Delivery Risks Mitigate Business Case Risks Mitigate Delivery Risks Mitigate Business Case Risks Interlock DevelopmentSalesSupport

70 exercise… for your project

71 what are the critical interlocks?

72 how can you maintain the interlock as things change?

73 add these activities to your risk mitigation plan

74 focus on any changes …

75 Leading Agile Collaboration Model Collaboration Process through cross-functional collaboration

76 summary

77 profiling risk

78 Competence Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence From William Howell

79 collaborating to profile risk delivery risk ~ business case risks ~ collateral damage risks

80 bring the right people together from the entire enterprise in other words, the affected and affectors!

81 Market Differentiating High Low Mission Critical Low High Differentiate Parity Partner? Who cares? Purpose Based Alignment Model

82 Purpose Considerations Costs and Benefits Business Value Model

83 risk management cannot be siloed

84 Shared Boundaries Mitigate Delivery Risks Mitigate Business Case Risks Mitigate Delivery Risks Mitigate Business Case Risks Mitigate Delivery Risks Mitigate Business Case Risks Interlock DevelopmentSalesSupport

85

86 Collaborative Leadership and Risk Mitigation The collaborative leadership tools are designed to improve decision making. This includes decisions about risks. These tools are: The Purpose Alignment Model The Business Value Model

87 What Tool Do We Use For Decisions Today?

88 Competence Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence Business Value Model To Reduce Uncertainty

89 Competence Consciousness Low High Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence Purpose Alignment To Focus

90 what triggers will cause you to reassess your risk profile and mitigation plans?

91 Leading Agile Collaboration Model Collaboration Process collaborate!


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