Pains

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• Pains
• Loneliness
• Isolation
• Ostracism
• Frontal Cranial Contusions(from Head Banging)
• Too much to do, Not enough time
• Cant find answers in PMBOK
• Cognitive Dissonance
• Waste
• Project Change
• Unskilled team members
• No customer involvement
• Delivering wrong product

SeattleJan 05
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The Story of theAgile Project Leadership Network
Leadership SummitNetwork site
R1
R2
R3
XPAU2004AugustCalgary
Agile2005JulyDenver
Agile2006July Minneapolis
Oct 2004Chicago
Jan 2005Seattle
Jan 2006Dallas
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DOI authors APLN founders

• David Anderson
• Sanjiv Augustine
• Christopher Avery
• Alistair Cockburn
• Mike Cohn
• Doug DeCarlo
• Donna Fitzgerald
• Jim Highsmith

• Ole Jepsen
• Lowell Lindstrom
• Todd Little
• Kent McDonald
• Pollyanna Pixton
• Preston Smith
• Robert Wysocki

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ChristopherAvery
DonnaFitzgerald
DavidAnderson
SanjivAugustine
BobWysocki
AlistairCockburn
PrestonSmith
DougDeCarlo
JimHighsmith
Ole Jepson
Todd Little
Not picturedMike Cohn, Lowell Lindstrum, Kent
McDonald, Pollyanna Pixton
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Chicago, January 2005 How would we build a new
organization?
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Chicago produced appropriately blurry vision
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Seattle meeting hosted by David Anderson
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Guess whattime it is.
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Commitment to Ship,Timeboxing, Exit Tests
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Our individual beliefsabout reliable projects
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Discovering our shared beliefs
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Six categories emerged
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5
6
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Asking Whats in it for our audience?
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Crafting the six statements World Café style
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Draft statements 2 1
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Draft statements3 5
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Agile and adaptive approaches for linking people,
projects and value

• We are a community of project leaders that are
  highly successful at delivering results. To
  achieve these results
• We increase return on investment by making
  continuous flow of value our focus.
• We deliver reliable results by engaging customers
  in frequent interactions and shared ownership
• We expect uncertainty and manage for it through
  iterations, anticipation, and adaptation.
• We unleash creativity and innovation by
  recognizing that individuals are the ultimate
  source of value, and creating an environment
  where they can make a difference.
• We boost performance through group accountability
  for results and shared responsibility for team
  effectiveness.
• We improve effectiveness and reliability through
  situationally specific strategies, processes and
  practices.

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Better Software June 2006
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Connecting, developing, and supporting great
project leadersby focusing on Value, Customer,
Teams, Individuals, Context, and Uncertainty.
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The Crisis of Responsibility

• When will someone take responsibility
  for___________?

• Government
• Businesses
• Churches
• Homes
• Society
• School, and
• _________?

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I Will.

• A fundamentally new understanding allows personal
  responsibility to be observed, taught, and
  studied.
• Research shows responsibility is an observable
  mental process.
• Redefines responsibility from a What (a character
  trait) to a How (a skill).
• Curriculum can be Direct rather than Indirect.
• Field-tested with individuals, teams, and
  corporations.

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Avoiding and Taking Responsibility

• I didnt know I was supposed to
• It's not my fault she did it.
• That's just the way it is there's nothing I can
  do.
• Blame me I should have known better.
• I have to otherwise I'll get in trouble.
• Whatever.
• Yep, that's my mess and here's what I'm doing to
  clean it up...

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Imagine

• When will someone take responsibility for
• Government?
• Businesses?
• Churches?
• Homes?
• Society?
• Schools? , and
• _______?

• How about right now?
• We can take responsibility for responsibility.

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Results

• Dev team reduced time to market by 40
• All new software engineering managers fully
  functional in half the usual time
• CMMI level achieved in record time
• RD organization increases participation
  decision making

• Chairman observes immediate behavior change in
  senior executives
• Middle managers solve usually persistent problems
  in minutes rather than months
• Gallup Workplace Quality Scorecard up
  significantly
• Individuals report increased clarity and
  resourcefulness

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Experts SayFirst, Take 100 Responsibility
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Leaders Develop theirAbility to Respond
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How You Respond to a Problem
Responsibility Process
RESPONSIBILITY
OBLIGATION
QUIT
SHAME
No personal learning occurs here.
JUSTIFY
PROBLEM
LAY BLAME
DENIAL
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Keys to Responsibility

• Intention
• Awareness
• Confront

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Applied to Teamwork

• Aligning and Re-aligning
• Engaging
• Building Trust
• Motivating Peers
• Making and Keeping Agreements
• Goal Setting
• Decision Making
• Negotiating
• Resolving Conflict
• Feedback and Difficult Behavior

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Personal Change Tool

• Catch Yourself
• Forgive Yourself
• Stop, Change
• Catch Yourself Sooner

Catch Sooner
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Results
Awareness Learning Choice Anxiety Freedom Authenti
city Power

• The Responsibility Process instills
• Essential Self-Discipline
• Fundamental Leadership mind-set
• Radical Innovation, Accountability, and
  Execution.
• Rapid Truth-Telling.
• What if leaders and followers
• Owned problems twice as fast?
• Solved them twice as fast?
• With solutions twice as good? And,
• Felt twice as committed?

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• http//www.christopherAVERY.com/
• http//pmdoi.org/
• http//apln.org/
• http//apln.sharepointsite.com/
• christopherAVERY.com/store/get_a_grip.htm

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www.christopherAVERY.com
VISION

• I see the Responsibility Process poster proudly
  hanging in every office, classroom, kitchen, and
  church in the world.