1 a discussion of agile management david c. songco cio, nichd nih september 10, 2008
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A Discussion of A Discussion of Agile Management Agile Management
David C. SongcoDavid C. SongcoCIO, NICHD NIHCIO, NICHD NIH
September 10, 2008September 10, 2008
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Objectives for TodayObjectives for Today
It is my pleasure to share my It is my pleasure to share my experiences as a career Federal experiences as a career Federal Government engineer, PM, manager Government engineer, PM, manager and CIO with over 45 years of serviceand CIO with over 45 years of service
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Management PerspectivesManagement Perspectives
Objectives:Objectives: this presentation will this presentation will introduce a variety of management introduce a variety of management concepts including practical suggestions concepts including practical suggestions for implementing these ideas in your own for implementing these ideas in your own organizationorganization
Goal:Goal: to provide a few fundamental to provide a few fundamental concepts of management that may help concepts of management that may help you as you transition form technical to PM you as you transition form technical to PM to senior managerto senior manager
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Key Concepts for Key Concepts for TodayToday
The role of managementThe role of management Management functionsManagement functions Leadership vs. ManagementLeadership vs. Management Project managementProject management Management skillsManagement skills Types of powerTypes of power Organizational structureOrganizational structure Working smarter not harderWorking smarter not harder Directing and delegationDirecting and delegation Participative management and teamsParticipative management and teams Sample Career PathsSample Career Paths What can you do?What can you do? Balance – ZenBalance – Zen
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What is the Role of What is the Role of Management?Management?
Management is responsible for defining and Management is responsible for defining and carrying out the mission of the organizationcarrying out the mission of the organization
Management is getting things done through Management is getting things done through othersothers
Management focuses on deciding what to do and Management focuses on deciding what to do and when NOT how when NOT how
Leadership: the art of getting someone else to do something you Leadership: the art of getting someone else to do something you want done because they want to do it.want done because they want to do it.
----Dwight D. Eisenhower----Dwight D. Eisenhower
Never tell people how to do things. Tell them what to do and they Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.will surprise you with their ingenuity.
----George S. Patton, Jr.----George S. Patton, Jr.
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Management FunctionsManagement Functions
PlanningPlanning OrganizingOrganizing DirectingDirecting MeasuringMeasuring
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Leaders vs ManagersLeaders vs Managers
Influence derives from Influence derives from formal authorityformal authority
Rely on the line Rely on the line relationship, which is relationship, which is defined by the defined by the organizational hierarchyorganizational hierarchy
Influence is based on Influence is based on positional powerpositional power
Influence comes from the Influence comes from the right to command right to command
Can only use their Can only use their authority “down” the authority “down” the organizational ladder to organizational ladder to direct subordinatesdirect subordinates
Influence derives from the Influence derives from the interaction between the interaction between the leader and the followersleader and the followers
Rely on a relationship of Rely on a relationship of rapport, trust and rapport, trust and recognized credibilityrecognized credibility
Influence is based on Influence is based on person-to-person powerperson-to-person power
Influence comes from Influence comes from commitment, desire, and commitment, desire, and the ability to inspire and the ability to inspire and collaborate with otherscollaborate with others
Can exert influence in any Can exert influence in any direction: up, across, down, direction: up, across, down, and outside the hierarchyand outside the hierarchy
MANAGERS LEADERS
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Leadership vs. Leadership vs. ManagementManagement You don’t have to be a manager to be You don’t have to be a manager to be
a leadera leader– Not all managers are leadersNot all managers are leaders
Act like an owner – Act like an owner – Blonchek and O’NeillBlonchek and O’Neill
– You are the face the customer seesYou are the face the customer sees Managers are given their role in the Managers are given their role in the
organization organization – Leaders Leaders take take their role in the their role in the
organizationorganization- - From 108 Skills of Natural Born Leaders – Warren BlankFrom 108 Skills of Natural Born Leaders – Warren Blank
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A Project Manager’s Many Roles: A Project Manager’s Many Roles: You wear many different hats!You wear many different hats!
Performance Technical
Resources
Risk Management
Communication
Acquisitions
Quality & Configuration
Cost & Schedule
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Semper GumbySemper Gumby
Main Entry: ag·ile Pronunciation: 'a-j&l, -"jIlFunction: adjectiveEtymology: Middle French, from Latin agilis, from agere to drive, act
1 : marked by ready ability to move with quick easy grace
2 : having a quick resourceful and adaptable character <an agile mind>
•The only constant is change.•Embrace change•Be Agile
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Critical Elements of Project Critical Elements of Project ManagementManagement
Project Management is Project Management is a process used for a process used for getting the job done getting the job done rightright
On TimeOn Time Within BudgetWithin Budget According to According to
Customer’s and Customer’s and Sponsor’s technical Sponsor’s technical objectives and objectives and performance criteriaperformance criteria
Technical Objectives &
Performance Criteria
Time Cost
Scope
Customer
Satisfaction
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Management SkillsManagement Skills
TechnicalTechnical People People ConceptualConceptual
Technical
People
CTO, CIO
Branch Chief
PM, Tech
Conceptual
Management Level vs. Skills
Verbal and written communication is
often overlooked by technical people.Increasingly important as you rise in the organization
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Keep It Simple - ConciseKeep It Simple - Concise
Concise: marked by brevity of expression or statement, free from all elaboration and superfluous detail
No Matter how “sophisticated” the product or process. If you can’t explain it in a phrase, a page, or to a 14-year-old …. You haven't got it right yet
Senior management is interested in ROI, schedule, cost and risk
The golden Rule of Business:
The people with the Gold make the rules!!
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Types of PowerTypes of Power
Positional powerPositional power– AssignedAssigned– Value often overestimatedValue often overestimated
Inferred powerInferred power– Can open doorsCan open doors– Can be abusedCan be abused
Leadership powerLeadership power– Most important Most important – Has to be earnedHas to be earned
Knowledge powerKnowledge power– Available to anyoneAvailable to anyone– Can be the most effective Can be the most effective
Being powerful is like being a lady. Being powerful is like being a lady. If you have to tell people you are, you aren't.If you have to tell people you are, you aren't.----Margaret Thatcher----Margaret Thatcher
Influence Progression
•Body
•Mind
•Heart
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Organizational Organizational StructuresStructures
One size does not fit allOne size does not fit all
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Football Team Football Team
Dominant characteristic - controlDominant characteristic - control Central planning and controlCentral planning and control Plans meticulously crafted ahead of timePlans meticulously crafted ahead of time Coordination achieved by managerial Coordination achieved by managerial
planplan HierarchicalHierarchical Stress loyaltyStress loyalty Risk avoidingRisk avoiding Excellent model for a Data CenterExcellent model for a Data Center Cast of thousands Cast of thousands
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Baseball Team Baseball Team
Dominant characteristic - autonomyDominant characteristic - autonomy Free standing rolesFree standing roles Emphasis on IndividualsEmphasis on Individuals Stress self relianceStress self reliance Risk embracingRisk embracing Minimum management overhead Minimum management overhead Good model for R& D labsGood model for R& D labs
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Basketball TeamBasketball Team
Dominant characteristic - CooperationDominant characteristic - Cooperation Coordination mechanism - DistributedCoordination mechanism - Distributed Spontaneous teamworkSpontaneous teamwork Coordination achieved by mutual adjustmentCoordination achieved by mutual adjustment Stress adaptability - offense and defenseStress adaptability - offense and defense Risk acceptingRisk accepting Good model for flattening the organizationGood model for flattening the organization Self directed teamsSelf directed teams Excellent model for customer supportExcellent model for customer support Lean mean development teamLean mean development team
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The Horizontal The Horizontal OrganizationOrganization Reduce the number of layersReduce the number of layers Reduce the number of managersReduce the number of managers Use self managing teamsUse self managing teams Increase the span of controlIncrease the span of control Increase delegationIncrease delegation Decrease reaction timeDecrease reaction time
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Task vs. People Task vs. People OrientationOrientation
1 by 9 Drill Sergeant1 by 9 Drill Sergeant 9 by 1 Cheerleader9 by 1 Cheerleader 9 by 9 Build with a team9 by 9 Build with a team
9, 1
6, 3
4, 5
2, 7
1, 9 9, 9
8, 8
5, 5
1, 1
0
1
2
3
4
5
6
7
8
9
10
0 1 2 3 4 5 6 7 8 9
People
Tas
k Series1
Series2
9, 1
6, 3
4, 5
2, 7
1, 9 9, 9
8, 8
5, 5
1, 1
0
1
2
3
4
5
6
7
8
9
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0 1 2 3 4 5 6 7 8 9
People
Tas
k Series1
Series2
9 by 9
Team
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The Agile Team SystemThe Agile Team System
Managers have complete confidence in their Managers have complete confidence in their staffstaff
Motivation is by economic rewards based on Motivation is by economic rewards based on goals which have been set in participationgoals which have been set in participation
Personnel at all levels feel real responsibility Personnel at all levels feel real responsibility for the organizational goals for the organizational goals
Effective communication among management Effective communication among management and staff is practicedand staff is practiced
Emphasis on teamworkEmphasis on teamwork
----Derived from work by Rensis Likert----Derived from work by Rensis Likert
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OrganizingOrganizingYourselfYourself
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ICManagement
Your Team User
Community
Who Do You Serve - First?
The PM serves as the critical link
Remember that the project manager isn't (normally) the line manager of everyone on the team. The line managers may not even be working on the project. Building and maintaining good working relationships with the line managers will forestall problems later.
CIOOMB
HHS
Keyword: Agile
Conceptual
Technical
Conceptual
Technical
People Skills
Communication Skills
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Be ProactiveBe Proactive
Work Work smartersmarter not just not just harderharder..– The most common solution that most employees The most common solution that most employees
use is simply working longer hours in order to use is simply working longer hours in order to catch up.catch up.
– However at some point, keeping up may prove However at some point, keeping up may prove impossible, so a strategy to work more efficiently impossible, so a strategy to work more efficiently should be developedshould be developed
Understand the difference between Understand the difference between urgencyurgency and and importanceimportance..
Focus on the Focus on the compasscompass more than the clock more than the clock– Efficiency - doing something rightEfficiency - doing something right– Effectiveness - doing the right thingEffectiveness - doing the right thing
Delegate work and define levels of Delegate work and define levels of freedomfreedom and and responsibilitiesresponsibilities..
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Urgency vs. Importance – Urgency vs. Importance – Covey Covey
Quadrant I - Urgent and ImportantQuadrant I - Urgent and Important crisescrises pressing problemspressing problems deadline-driven projects, meetings, reportsdeadline-driven projects, meetings, reports many important activities become urgent through many important activities become urgent through
procrastination, or lack of prevention and planningprocrastination, or lack of prevention and planning excitement - short termexcitement - short term stress - long termstress - long term
Quadrant III - Urgent but NOT Quadrant III - Urgent but NOT ImportantImportant
quadrant of deceptionquadrant of deception ‘‘noise’ of urgency creates illusion of importancenoise’ of urgency creates illusion of importance activities usually only important to someone elseactivities usually only important to someone else drop in visitors, some phone calls, some meetings, drop in visitors, some phone calls, some meetings,
some mailsome mail we spend a lot of time in QIII responding to other we spend a lot of time in QIII responding to other
people’s priorities and expectations - thinking we are people’s priorities and expectations - thinking we are in QIin QI
Quadrant II – Important but Not Quadrant II – Important but Not UrgentUrgent
planning, preparation, and preventionplanning, preparation, and prevention empower othersempower others listen to otherslisten to others increase our skills - sharpen the sawincrease our skills - sharpen the saw the quality quadrantthe quality quadrant the quadrant of personal leadershipthe quadrant of personal leadership when we ignore this quadrant we feed quadrant Iwhen we ignore this quadrant we feed quadrant I
Quadrant IV - NOT Urgent and Quadrant IV - NOT Urgent and
NOT ImportantNOT Important the quadrant of wastethe quadrant of waste we often escape to QIV for survival but this survival we often escape to QIV for survival but this survival
can quickly lead to deteriorationcan quickly lead to deterioration
I
M
P
O
R
T
A
N
C
E
U R G E N C Y
Emphasis on Effectiveness NOT EfficiencyIs what I am doing important?
HIGH
LOW
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Importance ParadigmImportance Paradigm
Operate in QI and QIIOperate in QI and QII Eliminate unnecessary QI by spending more time Eliminate unnecessary QI by spending more time
in QIIin QII Stay out of QIII and QIVStay out of QIII and QIV The more we spend time in QII preparation, The more we spend time in QII preparation,
prevention, planning, and empowerment the prevention, planning, and empowerment the more we decrease the time in QImore we decrease the time in QI
Move to QI by choice rather than by defaultMove to QI by choice rather than by default Make more time for QII by less time in QIII and Make more time for QII by less time in QIII and
QIVQIV
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It’s not where the puck is…..It’s where the puck will be
Wayne Gretsky – All time Great Hockey Player
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Project RescueProject Rescue
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Cows in the DitchCows in the Ditch
What to do when What to do when you find the cow in you find the cow in the ditch?the ditch?– Get the cow out of Get the cow out of
the ditchthe ditch– Find out how the Find out how the
cow got in the cow got in the ditchditch
– Develop plans and Develop plans and procedures to keep procedures to keep your cows out of your cows out of the ditchthe ditchAnne Mulcahy, CEO Xerox – FORTUNE March 2005
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When the Same Cow Keeps Going Into The Ditch
HAVE A BARBEQUE
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DirectingDirectingand Delegationand Delegation
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MotivatorsMotivators
Management often concentrates on Management often concentrates on security needs by providing fringe benefitssecurity needs by providing fringe benefits
People want to have a high evaluation of People want to have a high evaluation of themselves that is based on recognition themselves that is based on recognition and respect by othersand respect by others
Far and away the best prize that life offers Far and away the best prize that life offers is the chance to work hard at work worth is the chance to work hard at work worth doing.doing.--------Theodore RooseveltTheodore Roosevelt
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Participative ManagementParticipative Management
Emphasize leadership not control.Emphasize leadership not control.– Belief that workers can learn to make decisions and take Belief that workers can learn to make decisions and take
initiativeinitiative Establish trust. Establish trust.
– We mean them no harmWe mean them no harm Empower the individual by establishing and nuturing the Empower the individual by establishing and nuturing the
environment.environment.– Empowerment can’t be installed, it has to be grownEmpowerment can’t be installed, it has to be grown– Nurture the conditions that facilitate empowermentNurture the conditions that facilitate empowerment– People will empower themselves given the environmentPeople will empower themselves given the environment– Encourage independent thinking and actionEncourage independent thinking and action
The best way to develop responsibility in people is to give them The best way to develop responsibility in people is to give them responsibility.responsibility.
Empowerment takes more than a minute – Ken BlanchardEmpowerment takes more than a minute – Ken Blanchard
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Participative ManagementParticipative Management
Three essential elements of assigning workThree essential elements of assigning work– Work that the employee would like to doWork that the employee would like to do– Work that the employee has the skills to doWork that the employee has the skills to do
TrainingTraining– Work that the organization needs doneWork that the organization needs done
The manager acts as a “catalyst” to speed up the reaction The manager acts as a “catalyst” to speed up the reaction between the employee’s talents and the organization’s goals between the employee’s talents and the organization’s goals and between the employee’s talents and the customer’s needsand between the employee’s talents and the customer’s needs– First Break All the Rules – Buckingham and CoffmannFirst Break All the Rules – Buckingham and Coffmann
If we have all three most of the time we can go with one or If we have all three most of the time we can go with one or two some of the timetwo some of the time
Good is the enemy of great – Jim CollinsGood is the enemy of great – Jim Collins
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Organization
Goals and Mission
Participative ManagementParticipative Management
Staff
Goals and Values
Capabilities, Skills and Resources
Clients
Requirements and
Expectations
Excellence
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Good Fit Career Time LineGood Fit Career Time Line
0
20
40
60
80
100
120
140
160
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
Time
Lev
el
Skill/Fit
Position
Zen
Fit is good – Skill increases
Position growth – Zen is excellent
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Moderate Fit Career Time Moderate Fit Career Time LineLine
0
20
40
60
80
100
120
140
160
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
Time
Lev
el
Skill/Fit
Position
Zen
Fit is moderate – Skills may level off
Position growth may slow - Zen is moderate to weak
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Poor Fit Career Time LinePoor Fit Career Time Line
Fit is poor – Skills level off then decrease
Position growth slows or stops - Zen is weak to poor
-60
-40
-20
0
20
40
60
80
100
120
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
Time
Lev
el
Skill/Fit
Position
Zen
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Next StepsNext Steps
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What can you do?What can you do?
Don’t be a victim – Jack Welch, Former CEO General Electric– No one has more control over your
future than yourself– Be yourself
Develop a plan – Covey, First Things First– Focus on the compass not the clock– Set personal goals and write them
down– Develop training plans
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What can you do?What can you do?
Develop your people network– In the end relationships are the
most important element for success
Be agile – The only constant is change
Read and track Write, write, write Listen
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What can you do?What can you do?
Zen - Strive for balance in your life–Choose to be happy–Don’t sweat the small stuff–Keep your “I Love You’s” up to date
–Practice random acts of kindness Give back – Pass it on Seeking the best in others, we find
the best in ourselves
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What can you do?What can you do?
Have you invested as much this year in your career as in your car?…Molly Sargent
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Actual Career Time LineActual Career Time Line
0
20
40
60
80
100
120
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
Time
Lev
el
Skill/Fit
Position
Zen
1 Jr. Tech 7 Sr. Tech 13 Manager 18 NICHD CIO3 Tech 9 No growth 15 Sr. Manager 19 All Good!5 Mid Tech 11 GWU MEA 17 Consultant
1960 2006
NASA NIH ENGINEER
NIH MANAGER
DARK SIDE
CENSUS
CIOMEA
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Achieving BalanceAchieving Balance
Basics – DruckerBasics – Drucker Plan – Covey, Sun TszPlan – Covey, Sun Tsz Empower – BlanchardEmpower – Blanchard Delegate - OnckenDelegate - Oncken Customer Service – Customer Service –
PetersPeters Coach – Blanchard and Coach – Blanchard and
HersheyHershey Win – Welch, Lombardi, Win – Welch, Lombardi,
Coach ZCoach Z Risk – RooseveltRisk – Roosevelt Balance - FulghumBalance - Fulghum
If you were arrested for being a leader, would there be enough evidence to convict you?
People want to be part of something larger than themselves. They want to be part of something they’re really proud of, sacrifice for, that they trust.
- - - Howard Schultz, Starbucks
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Words To Live ByWords To Live By
Far better it is to dare mighty things, Far better it is to dare mighty things, to win glorious triumphs, even though to win glorious triumphs, even though checkered by failure, than to take checkered by failure, than to take rank with those poor spirits who rank with those poor spirits who neither enjoy much or suffer much neither enjoy much or suffer much because they live in the gray twilight because they live in the gray twilight that knows not victory or defeat.that knows not victory or defeat.
- - - T. Roosevelt.- - - T. Roosevelt.
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Semper GumbySemper Gumby
Thank You
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Risk managementRisk management
Risk is a function ofRisk is a function of – how likely an undesirable event will happen how likely an undesirable event will happen – how likely that event will cause loss; and how likely that event will cause loss; and – how serious is that loss how serious is that loss
Risk management tackles these byRisk management tackles these by – reducing the likelihood of the event happening reducing the likelihood of the event happening – reducing the likelihood of an accident or loss occurring and/or reducing the likelihood of an accident or loss occurring and/or – reducing the amount of loss reducing the amount of loss
Procedure to mitigate riskProcedure to mitigate risk– Identify the risksIdentify the risks– Devise a list of possible precautionsDevise a list of possible precautions– Select from list those that you consider cost effectiveSelect from list those that you consider cost effective– "Danger makes men devout""Danger makes men devout" W.Baldwin (in "Beware the cat"), W.Baldwin (in "Beware the cat"),
15841584
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Anticipating riskAnticipating risk
Common sense Common sense – gut feel, something doesn't feel right, a sense of uneasiness gut feel, something doesn't feel right, a sense of uneasiness
Past experience Past experience – learning from our mistakes, or better still, other's learning from our mistakes, or better still, other's
Historical data Historical data – our memories are unreliable, our perceptions flawed, our experience our memories are unreliable, our perceptions flawed, our experience
limited limited – database of past events database of past events
Tools and aids Tools and aids Check-lists, expert systems, Event Trees, Fault Trees Check-lists, expert systems, Event Trees, Fault Trees Independent assessors Independent assessors
– from elsewhere in the organization or bought in from elsewhere in the organization or bought in – may be able to spot things we miss (due to over-familiarity or a may be able to spot things we miss (due to over-familiarity or a
reluctance to admit to our failings) reluctance to admit to our failings) – not always very effective (due to unfamiliarity, or over-emphasis on not always very effective (due to unfamiliarity, or over-emphasis on
irrelevancies) irrelevancies) Analogues Analogues
– comparing with dissimilar risk situations eg. motor insurance comparing with dissimilar risk situations eg. motor insurance Creative thinking Creative thinking
– spotting unprecedented risks by asking "crazy" questions spotting unprecedented risks by asking "crazy" questions
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Risk ExampleRisk Example
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Get the car out of the Get the car out of the waterwater
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Close to successClose to success
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Underestimated riskUnderestimated risk
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Failure due to inadequate Failure due to inadequate resourcesresources
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Call in the consultantsCall in the consultants
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Task 1 completedTask 1 completed
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Finish the jobFinish the job
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Ooops – Choose backup Ooops – Choose backup wiselywisely
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