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

risk in a collaborative culture

why risk matters risk and

Conscious Competence

mitigating risk

why risk matters

what is risk?

what drives risk?

Project Management

• Change Managementhow does risk change during a project?

what happens if we ignore risks?

I’m beginning to think it wasn’t such a good idea to turn off those

unit tests

what happens if we incorrectly define risks?

at what levels should we assess risk?

http://www.flickr.com/photos/smiling_da_vinci/138507818/

how is risk management different from change management?

risk and the conscious competence learning

model

Competence

Con

scio

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Low

Low

High

Hig

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UnconsciousIncompetence

ConsciousIncompetence

ConsciousCompetence

UnconsciousCompetence

From William Howell

applied to profiling and

mitigating risk

Competence

Con

scio

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ss

Low

Low

High

Hig

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ConsciousCompetence


Competence

Con

scio

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Low

Low

High

Hig

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ConsciousCompetence


become aware

Competence

Con

scio

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ss

Low

Low

High

Hig

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ConsciousCompetence


learn

high churn~afraid to make

decisions~uncertainty

“agile”

Competence

Con

scio

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Low

Low

High

Hig

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ConsciousCompetence


bureaucracycomplexity

optimize.mentor.perfect.

“lean”

Competence

Con

scio

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Low

Low

High

Hig

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ConsciousCompetence


out of touch ~process is kingdevelop a

blind spot

becoming aware:

profiling risk

there are many models . . . most work well.

how about: Delivery risks Business case risks Collateral damage

http://www.flickr.com/photos/26289444@N00/256423006/

delivery risks

0 10 20 30 40 50 60

Failed

Challenged

Succesful

20061996

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

Always or Often Used:

20%

Never or Rarely Used:

64%

Standish Group Study, reported by CEO Jim Johnson, XP2002

Sometimes16%

Rarely19%

Never45%

Often13%

Always7%

business case risks

collateral damage

case study…

express products• Re-factor existing enterprise software

products for the SMB market. • The goal: make these products consumable by

the SMB market.

what are the delivery risks?

what are the business case risks?

what are the collateral damage risks?

what tool can we use to improve

our ability to profile risk?

Leading Agile

• Collaboration Model• Collaboration Process

we collaborate to increase

awareness

Competence

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ConsciousCompetence


collaborate to become

aware

exercise…pick a project

WHOSE input is important to create an accurate, project-level profile of the risk?

development sales

product manager

testing support

different risk

perspectives for:

delivery business case

collateral damage

how does knowing this mitigate risks?

how do we now reduce uncertainty to further mitigate risks?

Competence

Con

scio

usne

ss

Low

Low

High

Hig

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ConsciousCompetence


learn

high churn~afraid to make

decisions~uncertainty

using the business value model to reduce

churn and

uncertainty

Purpose

Considerations

Costs and Benefits

Business Value Model

This models iterative decisions.

It helps us identify the “lastresponsible moment” to make decisions.

what project phases deliver value while reducing uncertainty?

what decisions should be deferred until the last responsible moment?

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

Competence

Con

scio

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ss

Low

Low

High

Hig

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ConsciousCompetence


bureaucracycomplexity

optimize.mentor.perfect.

use

purpose-based

alignment model

MarketDifferentiating

High

Low

Mission CriticalLow High

Innovate,Create

Do we take this on?

Minimize or

Eliminate

Achieve andMaintain

Parity, Mimic,Simplify

Purpose Based Alignment Model

exercise… for your project

mitigating complexity risk

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

our dynamic world

what happens if…

you accelerate

the timeline?

the demand for the product shrinks?

you fold-in an acquisition?

part of the team is pulled away?

your triggers to reassess your risk profile and mitigation

plans?

we want to avoid …

Competence

Con

scio

usne

ss

Low

Low

High

Hig

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ConsciousCompetence


out of touch ~process is kingdevelop a

blind spot

but how?

Competence

Con

scio

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ss

Low

Low

High

Hig

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ConsciousCompetence


out of touch ~process is king

collaborate broadly to maintain awareness

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.

in other words . . .

there are no isolated decisions!

http://www.flickr.com/photos/kathryn_lambert/3060325189/

who is this broader team?

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

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

open environment

right people

fosterinnovation

step back

macro leadership

and risk

Macro Leadership Cube

Mitigate Delivery Risks

Mitigate Business Case

Risks

Mitigate Collateral Damage

Results

Shared Boundaries

Mitigate Delivery

Risks

Mitigate Business

Case Risks


Results

Mitigate Delivery

Risks

Mitigate Business

Case Risks


Results

Mitigate Delivery

Risks

Mitigate Business

Case Risks


ResultsInterlock Interlock

DevelopmentSales Support

exercise… for your project

what are

the critical interlocks?

how can you maintain the interlock as things

change?

add these activities to your risk mitigation plan

focus on any changes …

Leading Agile


through

cross-functional collaboration

summary

profiling risk

Competence

Con

scio

usne

ss

Low

Low

High

Hig

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ConsciousCompetence


From William Howell

collaborating to profile riskdelivery risk ~ business case risks ~ collateral damage risks

bring the right people together

from the entire enterprise

in other words,

the affected and

affectors!

MarketDifferentiating

High

Low

Mission CriticalLow High

Differentiate

Parity

Partner?

Who cares?

Purpose Based Alignment Model

Purpose

Considerations

Costs and Benefits

Business Value Model

risk management cannot be siloed

Shared Boundaries

Mitigate Delivery

Risks

Mitigate Business

Case Risks


Results

Mitigate Delivery

Risks

Mitigate Business

Case Risks


Results

Mitigate Delivery

Risks

Mitigate Business

Case Risks


ResultsInterlock Interlock

DevelopmentSales Support

Collaborative Leadership and Risk Mitigation

The collaborative leadership tools are designed to improvedecision making.

This includes decisions about risks.

These tools are:The Purpose Alignment Model The Business Value Model

http://www.flickr.com/photos/photoshoparama/2868109951/

What Tool Do We Use For Decisions Today?

http://www.flickr.com/photos/sarah-ghost/3476005371/

Competence

Con

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ConsciousCompetence


BusinessValue ModelTo Reduce Uncertainty

Competence

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Low

Low

High

Hig

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ConsciousCompetence


PurposeAlignmentTo Focus

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

Leading Agile


collaborate!

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

Documents

aware slide

awareness slide

lean slide

profiling risk slide

case study slide

failing project slide

uncertainty agile slide

blind spot slide