Date post: | 05-Apr-2017 |
Category: |
Leadership & Management |
Upload: | suhail-iqbal |
View: | 236 times |
Download: | 0 times |
Mindset of a LeAgile Project LeaderMixing the Magic Potion
Suhail IqbalSysComp Intl. Pvt. Ltd.
PE, PfMP, PgMP, PMP, PMI-PBA, PMI-SP, PMI-RMP, PMI-ACP, CAPM, CIPM, FAAPM, MPM, MQM, CLC, CPRM, AAPM, ACB, ALB, AEC, SCT, ESMC, SPOC, SMC, SDC, PRINCE2 Practitioner, Certified Project Management Expert, MCT
PMI Global Congress 2016 – EMEA09 – 11 May 2016 | Barcelona, Spain
PURPOSE
To discuss the possibility of a Project Leader using Lean and Agile together, taking advantage of both, while maintaining the delicate balance between the two.
SEQUENCE• INTRODUCTION• HISTORICAL LINKAGE• THE MINDSET• LEAN-AGILE: THE DELICATE BALANCE• LEAN AND AGILE PROJECT LEADERS• LEAGILE MINDSET FOR PROJECT LEADERS• CONCLUSION
Basic Description
Information Sharing
Information Sharing/Interactive Discussion
Group Discussion
Group Discussion
Interactive Discussion, Delphi and Poll Closing Remarks
INTRODUCTION
PERCEIVED REALITIES
• INTELLIGENCE• PERSONALITY• CHARACTER
HISTORICAL LINKAGE
Lean
• Identifies value • Establishes a value stream • Customer can pull value • Pursue perfection
Karkukly, W. (2013). The EPMO achieve leagility: An organization transformation case study. Proceedings of PMI Global Congress 2013—EMEA, Istanbul, Turkey.
• Doing more with less• Giving customer exactly what they want
Womack, J. P., Daniel, T., & Jones, D. T. (2003). Lean thinking: Banish waste and create wealth in your corporation (2nd ed.). New York, NY: Free Press.
Agile
• An ability to balance flexibility and stability.Highsmith, J. (2002). USA: Agile Software Development Ecosystem.
• Agile in perspective of Lean.Lacher, R., & Bodamer, R. (2009). The new reality of agile project management. Proceedings of PMI Global Congress 2009—North America, Orlando, FL.
• Agile is the implementation of Lean Thinking. • Lean is the ‘What’ and Agile is the ‘How’
Lacher, R., & Varisco, F. (2008), What's lean-agile and how does it allow teams to progressively improve customer satisfaction and service delivery? Retrieved from http://www.ccpace.com/news/What_is_Lean-Agile_color81.pdf
Mindsets
• Fixed vs. Growth Mindsets– Dweck, C. (2006), Mindset: The New Psychology of Success, Random
House, New York. • Agile Mindset
– Rising, L. (2011). The Power of an Agile Mindset: Much Ado About Agile VI, Keynote at Agile 2011—25 Oct 2011, Bacouver, BC.
– Rising, L. (2013). The Agile mindset -- what's next? Proceedings of Agile 2013—6 Aug 2013, Nashville, Tenn.
• Abundance vs. Scarcity Mindsets– Covey, S. (1989), The 7 Habits of Highly Effective People, Simon and
Schuster, New York. • Productive vs. Defensive Mindsets
– Argyris, C. (2004). Reasons and Rationalizations: The Limits to Organizational Knowledge. Oxford: Oxford Univ. Press.
• LeAgile Mindset
THE MINDSET
Mindset• A set of assumptions, methods, or notations
held by one or more people or groups of people. It further explains that these beliefs are so well-established that people or groups continue to adopt or accept prior behaviors, choices, or tools.Wikipedia. (2003) Mindset, Retrieved March 31, 2016 from
https://en.wikipedia.org/wiki/Mindset.
Mindset• An attitude, disposition or mood, where
attitude is an established way of thinking or feeling towards another person or thing.Dictionary.com (2016), Mindset, Retrieved March 30, 2015 from
http://www.dictionary.com/browse/mindset?s=t
Fixed vs. Growth
Agile MindsetFixed Mindset• Intelligence cannot be altered• Believing in your intelligence
and doing nothing about it.
Agile Mindset• Intelligence can be improved• Improving continuously upon
whatever intelligence you have.
Linda Rising
Abundance vs. Scarcity Mindsets
Abundance Mindset• There is more
than enough of everything for everyone
• Win-WinScarcity Mindset• Zero-Sum
Paradigm • Win-Lose
Productive vs. Defensive Mindsets
Productive Mindset• Focuses on Knowledge • Based in Logic• Certifiable results• Decision Making Mindset • Transparent and Auditable
Defensive Mindset• Closed• Self-Protected• Personal Growth only
INTERACTIVE DISCUSSION(5 MINUTES)
Suggest any other Mindsets which can be added to the list.
LEAN-AGILE: THE DELICATE BALANCE
DELICATE BALANCE
Lean vs Agile Balance• Lean and Agile may clash• One may try to subordinate the other• Need to achieve a state of equilibriumMindset Balance• Take the better mindsets from each group• Chosen mindsets are not exactly the same• Add the element of Lean.
GROUP DISCUSSION(5 MINUTES)
Any other points to be considered in establishing this delicate balance?
LEAN AND AGILE PROJECT LEADERS
AGILE PROJECT LEADER• An agile leader has to be self-aware, highly
flexibly, mentally agile, result-oriented, a servant leader, facilitator, and a people’s person.
• Agile Manifesto and its principles.
• Factors of Learning Agility– Self-Awareness – Mental Agility – People Agility – Change Agility – Results Agility
Beck, K., et al. (2001), Manifesto for Agile Software Development or The Agile Manifesto, Snowbird resort, Utah.
Swisher, V. (2012) Becoming an Agile Leader: Know What To Do…When You Don't Know What To Do, Korn/Ferry International, Minneapolis, MN.
LEAN PROJECT LEADER• Five Lean principles: specify value, identify
the value stream, flow, pull, and perfection • Three types of lean activities: value-added,
enabler and waste. • Seven types of waste:
GROUP DISCUSSION(5 MINUTES)
Any other notable characteristic of Lean or Agile Project Leader, which has been missed out?
LEAGILE MINDSET FOR PROJECT LEADERS
LEAGILE MINDSET CONSIDERATIONS• Agile emphasis on speed and flexibility should
not affect the values stream or result in waste. • Lean emphasis on process improvement and
minute observation of value and waste should not sacrifice speed.
COMMON TRAITS OF LEAGILE LEADER• Maximize value and minimize waste• Manage time as an asset• Establish a culture of continuous improvement• Enable safe failures• Increase predictability• Proactively adapt to change• Strive to achieve measureable results early
and oftenAsefeso, A. (2014). Agile and Lean Office: Key to Increasing Profit and
Employee/Customer Satisfaction,2nd ed., AA Global Sourcing Ltd., Swindon, Wiltshire, UK.
SUGGESTED LEAGILE MINDSET
• To be essentially a growth mindset which is productive in nature and carries value for all.
• Characteristics of a LeAgile leader would include: – being a change leader, – value driven, – waste conscious, – process-oriented, – achieves measurable results,
– keeps the stakeholders engaged and satisfied,
– communicates regularly, – proactively adapt to
change, – predictable, – servant leader, – people’s person, – highly flexible who can
think on her feet, – efficient & effective, – learning enabler and a
facilitator.
INTERACTIVE DISCUSSION(10 MINUTES)
Answer the Poll circulated and then discuss in small groups to suggest any further suggestion.
CONCLUSION
ANY BURNING QUESTIONS
• Name | Suhail Iqbal• Web | www.syscompk.com• Email | [email protected]
Thank you!
Please rate my session!Visit the “AoF Sessions” section of
the mobile app and tap on my session to rate.
facebook.com/suhail.iqbal.54 Google+ [email protected]/in/suhail @shewal786
Mindset of A LeAgile Leader
projectmanagement.com/profile/suhail_iqbal
Leadership Skills