This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.

1. Lean & Agile
Organizational Leadership
“Some” Leadership History, Theory,
Models, & Popular Ideas
Dr. David F. Rico, PMP, CSEP, ACP, CSM, SAFe
Twitter: @dr_david_f_rico
Website: http://www.davidfrico.com
LinkedIn: http://www.linkedin.com/in/davidfrico
Facebook: http://www.facebook.com/david.f.rico.9
Agile Capabilities: http://davidfrico.com/rico-capability-agile.pdf
Agile Resources: http://www.davidfrico.com/daves-agile-resources.htm
Agile Cheat Sheet: http://davidfrico.com/key-agile-theories-ideas-and-principles.pdf

2. Author BACKGROUND
 Gov’t contractor with 32+ years of IT experience
 B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.
 Large gov’t projects in U.S., Far/Mid-East, & Europe
2
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 Career systems & software engineering methodologist
 Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000
 NASA, USAF, Navy, Army, DISA, & DARPA projects
 Published seven books & numerous journal articles
 Intn’l keynote speaker, 100+ talks to 11,000 people
 Adjunct at GWU, UMBC, UMUC, Argosy, & NDMU
 Specializes in metrics, models, & cost engineering
 Cloud Computing, SOA, Web Services, FOSS, etc.


3. Information Age
3
 U.S. is no longer an industrial age nation
 U.S. part of a group of post industrial countries
 U.S. consists of information age knowledge workers
Bell, D. (1999). The coming of post industrial society. New York, NY: Basic Books.
0%
20%
40%
60%
80%
100%
1860 1870 1880 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990
PercentofEconomy
Information
Service
Industry
Agriculture


4. Today’s Whirlwind Environment
4
Overruns
Attrition
Escalation
Runaways
Cancellation
Global
Competition
Demanding
Customers
Organization
Downsizing
System
Complexity
Technology
Change
Vague
Requirements
Work Life
Imbalance
Inefficiency
High O&M
Lower DoQ
Vulnerable
N-M Breach
Reduced
IT Budgets
81 Month
Cycle Times
Redundant
Data Centers
Lack of
Interoperability
Poor
IT Security
Overburdening
Legacy Systems
Obsolete
Technology & Skills
Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.
Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual
AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA.

5. Global Project Failures
5
Standish Group. (2010). Chaos summary 2010. Boston, MA: Author.
Sessions, R. (2009). The IT complexity crisis: Danger and opportunity. Houston, TX: Object Watch.
 Challenged and failed projects hover at 67%
 Big projects fail more often, which is 5% to 10%
 Of $1.7T spent on IT projects, over $858B were lost
16% 53% 31%
27% 33% 40%
26% 46% 28%
28% 49% 23%
34% 51% 15%
29% 53% 18%
35% 46% 19%
32% 44% 24%
33% 41% 26%
0% 20% 40% 60% 80% 100%
1994
1996
1998
2000
2002
2004
2006
2008
2010
Year
Successful Challenged Failed
$0.0
$0.4
$0.7
$1.1
$1.4
$1.8
2002 2003 2004 2005 2006 2007 2008 2009 2010
Trillions(USDollars)
Expenditures Failed Investments


6. What is Agility?
 A-gil-i-ty (ә-'ji-lә-tē) Property consisting of quickness,
lightness, and ease of movement; To be very nimble
 The ability to create and respond to change in order to
profit in a turbulent global business environment
 The ability to quickly reprioritize use of resources when
requirements, technology, and knowledge shift
 A very fast response to sudden market changes and
emerging threats by intensive customer interaction
 Use of evolutionary, incremental, and iterative delivery
to converge on an optimal customer solution
 Maximizing BUSINESS VALUE with right sized, just-
enough, and just-in-time processes and documentation
Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.
6
 

7. What are Agile Methods?
7
 People-centric way to create innovative solutions
 Product-centric alternative to documents/process
 Market-centric model to maximize business value
Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org
Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing.
Rico, D. F. (2012). Agile conceptual model. Retrieved February 6, 2012, from http://davidfrico.com/agile-concept-model-1.pdf
Customer Collaboration
Working Systems & Software
Individuals & Interactions
Responding to Change
valued
more than
valued
more than
valued
more than
valued
more than
Contracts
Documentation
Processes
Project Plans
 Frequent comm.
 Close proximity
 Regular meetings
 Multiple comm. channels
 Frequent feedback
 Relationship strength
 Leadership
 Boundaries
 Empowerment
 Competence
 Structure
 Manageability/Motivation
 Clear objectives
 Small/feasible scope
 Acceptance criteria
 Timeboxed iterations
 Valid operational results
 Regular cadence/intervals
 Org. flexibility
 Mgt. flexibility
 Process flexibility
 System flexibility
 Technology flexibility
 Infrastructure flexibility
 Contract compliance
 Contract deliverables
 Contract change orders
 Lifecycle compliance
 Process Maturity Level
 Regulatory compliance
 Document deliveries
 Document comments
 Document compliance
 Cost Compliance
 Scope Compliance
 Schedule Compliance




Courage


8. How do Lean & Agile INTERSECT?
8
 Agile is naturally lean and based on small batches
 Agile directly supports six principles of lean thinking
 Agile may be converted to a continuous flow system
Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press.
Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas.
Reagan, R. B., & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. DoD AT&L Magazine, 39(6).
  
Economic View
Decentralization
Fast Feedback
Control Cadence
& Small Batches
Manage Queues/
Exploit Variability
WIP Constraints
& Kanban
Flow PrinciplesAgile Values
Customer
Collaboration
Empowered
Teams
Iterative
Delivery
Responding
to Change
Lean Pillars
Respect
for People
Continuous
Improvement
Customer Value
Relationships
Customer Pull
Continuous Flow
Perfection
Value Stream
Lean Principles
 Customer relationships, satisfaction, trust, and loyalty
 Team authority, empowerment, and resources
 Team identification, cohesion, and communication
Lean & Agile Practices
 Product vision, mission, needs, and capabilities
 Product scope, constraints, and business value
 Product objectives, specifications, and performance
 As is policies, processes, procedures, and instructions
 To be business processes, flowcharts, and swim lanes
 Initial workflow analysis, metrication, and optimization
 Batch size, work in process, and artifact size constraints
 Cadence, queue size, buffers, slack, and bottlenecks
 Workflow, test, integration, and deployment automation
 Roadmaps, releases, iterations, and product priorities
 Epics, themes, feature sets, features, and user stories
 Product demonstrations, feedback, and new backlogs
 Refactor, test driven design, and continuous integration
 Standups, retrospectives, and process improvements
 Organization, project, and process adaptability/flexibility

9. Agile World View
 “Agility” has many dimensions other than IT
 It ranges from leadership to technological agility
 The focus of this brief is program management agility
 
Agile Leaders
Agile Organization Change
Agile Acquisition & Contracting
Agile Strategic Planning
Agile Capability Analysis
Agile Program Management
Agile Tech.
Agile Information Systems
Agile Tools
Agile Processes & Practices
Agile Systems Development
Agile Project Management
9


10. Leadership History
10
Van Seters, D. A., & Field, R. H. (1990). The evolution of leadership theory. Journal of Organizational Change Management, 3(3), 29–45.
Daft, R. L. (2011). The leadership experience. Mason, OH: Thomson Higher Education.
Day, D. V., & Anbtonakis, J. (2012). The nature of leadership. Thousand Oaks, CA: Sage Publications.
Northouse, P. G. (2013). Leadership: Theory and practice. Thousand Oaks, CA: Sage Publications.
 Many leadership theories emerged in last 100 years
 Many believe there is no unified theory of leadership
 Truth is some where in middle of old and new ideas
Trait
Behavior
Contingency
Contextual
Skeptical
Relational
Charismatic
Transforming
Informational
Biological
Evolutionary
Trait
Contingency
Individual
Mind & Heart
Courage
Followership
Motivation
Communication
Team
Diversity
Vision & Culture
Emerging Leading Change
Personality
Influence
Early Behavior
Late Behavior
Operand
Situation
Contingency
Transactional
Anti-Leader
Culture
Transform
Trait
Skills
Contingency
Path-Goal
Exchange
Transforming
Servant
Authentic
Team
Gender
Culture
Integrative Future
Van Seters Northhouse Day Daft


11. Models of AGILE DEVELOPMENT
11
 Agile methods spunoff flexible manufacturing 1990s
 Extreme Programming (XP) swept the globe by 2002
 Today, over 90% of IT projects use Scrum/XP hybrid
Use Cases
Domain Model
Object Oriented
Iterative Dev.
Risk Planning
Info. Radiators
Planning Poker
Product Backlog
Sprint Backlog
2-4 Week Spring
Daily Standup
Sprint Demo
Feasibility
Business Study
Func. Iteration
Design Iteration
Implementation
Testing
Domain Model
Feature List
Object Oriented
Iterative Dev.
Code Inspection
Testing
Release Plans
User Stories
Pair Programmer
Iterative Dev.
Test First Dev.
Onsite Customer
Cockburn, A. (2002). Agile software development. Boston, MA: Addison-Wesley.
Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall.
Stapleton, J. (1997). DSDM: A framework for business centered development. Harlow, England: Addison-Wesley.
Palmer, S. R., & Felsing, J. M. (2002). A practical guide to feature driven development. Upper Saddle River, NJ: Prentice-Hall.
Beck, K. (2000). Extreme programming explained: Embrace change. Reading, MA: Addison-Wesley.
CRYSTAL METHODS
- 1991 -
SCRUM
- 1993 -
DSDM
- 1993 -
FDD
- 1997 -
XP
- 1998 -
Reflection W/S Retrospective Quality Control Quality Control Continuous Del.


12. Models of AGILE PROJECT MGT.
12
 Dozens of Agile project management models emerged
 Many stem from principles of Extreme Programming
 Vision, releases, & iterative development common
Prioritization
Feasibility
Planning
Tracking
Reporting
Review
Visionate
Speculate
Innovate
Re-Evaluate
Disseminate
Terminate
Scoping
Planning
Feasibility
Cyclical Dev.
Checkpoint
Review
Envision
Speculate
Explore
Iterate
Launch
Close
Vision
Roadmap
Release Plan
Sprint Plan
Daily Scrum
Retrospective
Thomsett, R. (2002). Radical project management. Upper Saddle River, NJ: Prentice-Hall.
DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.
Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.
Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.
Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing.
RADICAL
- 2002 -
EXTREME
- 2004 -
ADAPTIVE
- 2010 -
AGILE
- 2010-
SIMPLIFIED AGILE
- 2011 -


13. 13
 Numerous models of agile portfolio mgt. emerging
 Based on lean-kanban, release planning, and Scrum
 Include organization, program, & project management
Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press.
Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.
Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.
Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education.
Thompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governance
ESCRUM
- 2007 -
SAFE
- 2007 -
LESS
- 2007 -
DAD
- 2012 -
RAGE
- 2013 -
 Product Mgt
 Program Mgt
 Project Mgt
 Process Mgt
 Business Mgt
 Market Mgt
 Strategic Mgt
 Portfolio Mgt
 Program Mgt
 Team Mgt
 Quality Mgt
 Delivery Mgt
 Business Mgt
 Portfolio Mgt
 Product Mgt
 Area Mgt
 Sprint Mgt
 Release Mgt
 Business Mgt
 Portfolio Mgt
 Inception
 Construction
 Iterations
 Transition
 Business
 Governance
 Portfolio
 Program
 Project
 Delivery

Models of AGILE PORTFOLIO MGT.

14. 14
 Numerous theories of agile leadership have emerged
 Many have to do with delegation and empowerment
 Leaders have major roles in visioning and enabling
AGILE
- 2005 -
EMPLOYEE
- 2009 -
RADICAL
- 2010 -
LEAN
- 2010 -
LEADERSHIP 3.0
- 2011 -
Organic Teams
Guiding Vision
Transparency
Light Touch
Simple Rules
Improvement
Autonomy
Alignment
Transparency
Purpose
Mastery
Improvement
Self Org. Teams
Communication
Transparency
Iterative Value
Delight Clients
Improvement
Talented Teams
Alignment
Systems View
Reliability
Excellence
Improvement
Empowerment
Alignment
Motivation
Scaling
Competency
Improvement
Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education.
Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Penguin Books.
Denning, S. (2010). The leader’s guide to radical management: Reinventing the workplace for the 21st century. San Francisco, CA: John Wiley & Sons.
Poppendieck, M, & Poppendieck, T. (2010). Leading lean software development: Results are not the point. Boston, MA: Pearson Education.
Appelo, J. (2011). Management 3.0: Leading agile developers and developing agile leaders. Boston, MA: Pearson Education.
Models of AGILE LEADERSHIP


15. AGILE LEADERSHIP Model
Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education.
Guiding Vision Simple Rules Open Information Light Touch
FOSTER ALIGNMENT AND COOPERATION ENCOURAGE EMERGENCE AND SELF ORGANIZATION
Adapt. Leadership
LEARN & ADAPT
Leadership
 Team Vision
 Team Alignment
 Bold Future
 Shared Expectations
Management
 Business Outcomes
 Delineate Scope
 Estimate Effort
 Design Vision Box
 Elevator Statement
Leadership
 Culture of Change
 Value Focus
Management
 Assess Status Quo
 Customize Method
 Release Plan
 Iteration Plans
 Facilitate Design
 Conduct Testing
 Manage Releases
Leadership
 Conduct Standups
 Promote Feedback
 Build Trust
 Facilitate Action
Management
 Team Collocation
 Get Onsite Customer
 Practice Pairing
 Information Radiator
 Map Value Stream
Leadership
 Adapt Style
 Roving Leadership
 Go With Flow
 Work Life Quality
 Build on Strengths
 Gain Commitments
Management
 Decentralize Control
 Pull vs. Push
 Manage Flow
 Use Action Sprints
Leadership
 Embodied Presence
 Embodied Learning
Management
 Daily Feedback
 Monitor/Adapt Rules
 Monitor Practices
 Retrospectives
 Scenario Planning
Organic Teams
Leadership
 Craftsmanship
 Collaboration
 Guiding Coalition
 Community
Management
 Identify Community
 Design Structures
 Get Team Players
 Adaptive Enterprise
15
 Created by Sanjiv Augustine at CC Pace in 2005
 Builds agile cultures, mind-sets, & environment
 Leadership model for managing agile projects

16. EMPLOYEE LEADERSHIP Model
 Created by bestselling author Dan Pink in 2009
 Integrates & reconciles field of motivation theories
 People more productive when enjoying themselves
16
Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.
Employee Leadership Model
Purpose
 Vision
 Goal
 Power
 Policy
 Culture
 Rejuvenation
Autonomy
 Accountable
 Control
 Task
 Time
 Team
 Technique
Mastery
 Inquiring
 Flow
 Mindset
 Learning
 Challenge
 Asymptotic


17. RADICAL LEADERSHIP Model
 Created by bestselling author Steve Denning in 2010
 Integrates leadership, client focus and agile methods
 Goal is delighting clients by exceeding expectations
17
Denning, S. (2010). The leader’s guide to radical management: Reinventing the workplace for the 21st century. San Francisco, CA: John Wiley & Sons.
Radical Leadership Model
Delighting
Clients
Identify clients
Tacit desires
Simplicity
Offer less
Exploration
People focus
Meet clients
Self Org.
Teams
Purpose
Communicate
Empowerment
Tailor oversight
Recognition
Remuneration
Consistency
Client Driven
Iterations
Client focus
Prioritize
Client value
Involvement
Simplicity
Validate
Improve
Delivering
Value
Team focus
Preparation
Estimation
Small batches
Empowerment
Communicate
Sustainability
Radical
Transparency
Client interface
Daily contact
Retrospectives
Improvement
Radiators
Impediments
Go-and-see
Continuous
Improvement
Line-of-sight
Success
Alignment
Root causes
Make changes
Get feedback
Info. sharing
Interactively
Communicate
Storytelling
Capture stories
Focus teams
Stimulation
Succ. Stories
Listen
Recognition


18. LEAN LEADERSHIP Model
 Created by Mary & Tom Poppendieck in 2010
 Integrates leadership, lean thinking & agile methods
 Goal is a customer-driven pull-system for leadership
18
Poppendieck, M, & Poppendieck, T. (2010). Leading lean software development: Results are not the point. Boston, MA: Pearson Education.
Lean Leadership Model
SYSTEMS
THINKING
 Customer
Focus
 System
Capability
 End-to-End
Flow
 Policy-Driven
Waste
TECHNICAL
EXCELLENCE
 Essential
Complexity
 Quality by
Construction
 Evolutionary
Development
 Deep Expertise
RELIABLE
DELIVERY
 Proven
Experience
 Level Workflow
 Pull Scheduling
 Adaptive
Control
RELENTLESS
IMPROVEMENT
 Visualize
Perfection
 Establish a
Baseline
 Expose
Problems
 Learn to
Improve
GREAT
PEOPLE
 Knowledge
Workers
 Norm of
Reciprocity
 Mutual
Respect
 Pride of
Workmanship
ALIGNED
LEADERS
 Theory to
Practice
 Governance
 Alignment
 Sustainability


19. LEADERSHIP 3.0 Model
 Created by Jurgen Appelo in 2011 (Netherlands)
 Integrative model for agile organizational leadership
 Focus on motivation, teamwork, purpose, & mastery
19
Appelo, J. (2011). Management 3.0: Leading agile developers and developing agile leaders. Boston, MA: Pearson Education.
Leadership 3.0 Model
ENERGIZE
PEOPLE
 Manage Creativity
 Motivate People
 Intrinsic Rewards
 Team Diversity
 Prof. Personality
 Team Values
 No Door Policy
EMPOWER
TEAMS
 Reduce Fear
 Maturity Models
 Authority Level
 Assign to Teams
 Practice Patience
 Massage Env.
 Trust & Respect
ALIGN
CONSTRAINTS
 Shared Goal
 Communication
 Goal Autonomy
 Leadership Angle
 Protect People
 Constrain Quality
 Social Contract
DEVELOP
COMPETENCE
 Optimize Whole
 Coach & Mentor
 Social Pressure
 Adaptable Tools
 360 Meetings
 Grow Standards
 Work the System
GROW
STRUCTURE
 Develop Leaders
 Select Teams
 Org. Style
 Value Units
 Teams & Layers
 Hybrid Org.
 Transparency
IMPROVE
EVERYTHING
 Improvement
 Transition Team
 Change Env.
 Change Desire.
 Ext. Feedback
 Tailor Changes
 Retrospectives


20. Other LEADERSHIP CONSIDERATIONS
Rico, D. F. (2013). Agile coaching in high-conflict environments. Retrieved April 11, 2013 from http://davidfrico.com/agile-conflict-mgt.pdf
Rico, D. F. (2013). Agile project management for virtual distributed teams. Retrieved July 29, 2013 from http://www.davidfrico.com/rico13m.pdf
Rico, D. F. (2013). Agile vs. traditional contract manifesto. Retrieved March 28, 2013 from http://www.davidfrico.com/agile-vs-trad-contract-manifesto.pdf 20
Personal Project Enterprise
• Don't Be a Know-it-All
• Be Open & Willing to Learn
• Treat People Respectfully
• Be Gracious, Humble, & Kind
• Listen & Be Slow-to-Speak
• Be Patient & Longsuffering
• Be Objective & Dispassionate
• Don't Micromanage & Direct
• Exhibit Maturity & Composure
• Don't Escalate or Exacerbate
• Don't Gossip or be Negative
• Delegate, Empower, & Trust
• Gently Coach, Guide, & Lead
• Customer Communication
• Product Visioning
• Distribution Strategy
• Team Development
• Standards & Practices
• Telecom Infrastructure
• Development Tools
• High-Context Meetings
• Coordination & Governance
• F2F Communications
• Consensus Based Decisions
• Performance Management
• Personal Development
• Business Value vs. Scope
• Interactions vs. Contracts
• Relationship vs. Regulation
• Conversation vs. Negotiation
• Consensus vs. Dictatorship
• Collaboration vs. Control
• Openness vs. Adversarialism
• Exploration vs. Planning
• Incremental vs. All Inclusive
• Entrepreneurial vs. Managerial
• Creativity vs. Constraints
• Satisfaction vs. Compliance
• Quality vs. Quantity
 Power & authority delegated to the lowest level
 Tap into the creative nuclear power of team’s talent
 Coaching, communication, and relationships key skills

21. TO SELL IS HUMAN
 Reduce Your Power
 Take Their Perspective
 Use Strategic Mimicry
 Use Interrogative Self-Talk
 Opt. Positivity Ratios
 Offer Explanatory Style
 Find the Right Problem
 Find Your Frames
 Find an Easy Path
ATTUNEMENT
BUOYANCY
CLARITY
Org. CHANGE LEADERSHIP MODELS
Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House.
Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill.
Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.
Pink, D. H. (2012). To sell is human: The surprising truth about moving others. New York, NY: Riverhead Books.
Heath, C., & Heath, D. (2013). Decisive: How to make better choices in life and work. New York, NY: Random House.
 Change, no matter how small or large, is difficult
 Smaller focused changes help to cross the chasm
 Simplifying, motivating, and validation key factors
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
SWITCH
 Follow the bright spots
 Script the critical moves
 Point to the destination
 Find the feeling
 Shrink the change
 Grow your people
 Tweak the environment
 Build habits
 Rally the herd
DIRECT THE RIDER
MOTIVATE ELEPHANT
SHAPE PATH
INFLUENCER
 Create new experiences
 Create new motives
 Perfect complex skills
 Build emotional skills
 Recruit public figures
 Recruit influential leaders
 Utilize teamwork
 Power of social capital
 Use incentives wisely
 Use punishment sparingly
 Make it easy
 Make it unavoidable
MAKE IT DESIRABLE
SURPASS YOUR LIMITS
USE PEER PRESSURE
STRENGTH IN NUMBERS
DESIGN REWARDS
CHANGE ENVIRONMENT
DRIVE
PURPOSE
AUTONOMY
MASTERY
 Purpose-profit equality
 Business& societal benefit
 Share control of profits
 Delegate implementation
 Culture & goal alignment
 Remake society-globe
 Accountable to someone
 Self-select work tasks
 Self-directed work tasks
 Self-selected timelines
 Self-selected teams
 Self-selected implement.
 Experiment & innovate
 Align tasks to abilities
 Continuously improve
 Learning over profits
 Create challenging tasks
 Set high expectations
DECISIVE
COMMON ERRORS
 Narrow framing
 Confirmation bias
 Short term emotion
 Over confidence
WIDEN OPTIONS
 Avoid a narrow frame
 Multi-track
 Find out who solved it
TEST ASSUMPTIONS
 Consider the opposite
 Zoom out & zoom in
 Ooch
ATTAIN DISTANCE
 Overcome emotion
 Gather & shift perspective
 Self-directed work tasks
PREPARE TO BE WRONG
 Bookend the future
 Set a tripwire
 Trust the process

22. 21ST CENTURY LEADERSHIP Summary
 21st century leadership is about empowerment vs. ctrl
 Flatter organizations of talented self-organizing teams
 Lean-agile ideas to constantly adapt to market needs
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 FLATTER - Develop flatter enterprises, organizations, agencies, non-profits, firms, etc.
 BOTTOMS UP - Deploy bottoms up visioning, missioning, strategic/tactical planning, etc.
 VISIONING - Continuously proliferate jointly developed visions, missions, strategies, etc.
 DELEGATE - Delegate authority and responsibility to lowest operational level possible.
 LEAN THINKING - Promote small batch sizes, low work in process (WIP), Kanban, etc.
 ADAPTABILITY - Continuously sense and respond to ever changing market needs.
 MICRO THINKING - Use small throwaway micro batches, products, services, timelines, etc.
 FLEXIBILITY - Use flexible and inexpensive processes, products, suppliers, services, etc.
 EMERGENCE - Allow business, product, and service offerings to evolve, emerge, grow, etc.
 SELF ORGANIZATION - Develop loose coalitions of inter-networked teams vs. hierarchies.
 CONVERSATIONS - Foster open, informal communications, dialogues, conversations, etc.
 BALANCE - Strike a balance between organizational commitments and creative pursuits.
 AGILITY - Find balance of flexibility and discipline for creative, high-quality solutions.
 IMPROVEMENT - Create a culture of continuous improvement, learning, perfection, etc.
 MASTERY - Foster an environment of learning, education, self-mastery, perfection, etc.
 COLLABORATION - Integrate market, customer, and voice, feedback, participation, etc.



23. Dave’s Professional Capabilities
23
Software
Quality
Mgt.
Technical
Project
Mgt.
Software
Development
Methods
Organization
Change
Systems
Engineering
Cost
Estimating
Government
Contracting
Government
Acquisitions
Lean
Kanban
Big Data,
Cloud, NoSQL
Workflow
Automation
Metrics,
Models, & SPC
Six
Sigma
BPR, IDEF0,
& DoDAF
DoD 5000,
TRA, & SRA
PSP, TSP, &
Code Reviews
CMMI &
ISO 9001
Innovation
Management
Statistics, CFA,
EFA, & SEM
Research
Methods
Evolutionary
Design
Valuation — Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc.
Lean-Agile — Scrum, SAFe, Continuous Integration & Delivery, DevOps, etc.
STRENGTHS – Data Mining  Gathering & Reporting Performance Data  Strategic Planning  Executive & Manage-
ment Briefs  Brownbags & Webinars  White Papers  Tiger-Teams  Short-Fuse Tasking  Audits & Reviews  Etc.
● Action-oriented. Do first (talk about it later).
● Data-mining/analysis. Collect facts (then report findings).
● Simplification. Communicating complex ideas (in simple terms).
● Git-r-done. Prefer short, high-priority tasks (vs. long bureaucratic projects).
● Team player. Consensus-oriented collaboration (vs. top-down autocratic control).
PMP, CSEP,
ACP, CSM,
& SAFE
32 YEARS
IN IT
INDUSTRY

24. Books on ROI of SW Methods
 Guides to software methods for business leaders
 Communicates the business value of IT approaches
 Rosetta stones to unlocking ROI of software methods
 http://davidfrico.com/agile-book.htm (Description)
 http://davidfrico.com/roi-book.htm (Description)
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