Mindset of a LeAgile Project Leader

1. Mindset of a LeAgile Project Leader
Mixing the Magic Potion
Suhail Iqbal
SysComp 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 –
EMEA
09 – 11 May 2016 |
Barcelona, Spain

2. 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.

3. 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

4. INTRODUCTION

5. PERCEIVED REALITIES
• INTELLIGENCE
• PERSONALITY
• CHARACTER

6. HISTORICAL LINKAGE

7. 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.

8. 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

9. 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

10. THE MINDSET

11. 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.

12. 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

13. Fixed vs. Growth

14. Agile Mindset
Fixed 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

15. Abundance vs. Scarcity Mindsets
Abundance
Mindset
• There is more
than enough of
everything for
everyone
• Win-Win
Scarcity Mindset
• Zero-Sum
Paradigm
• Win-Lose

16. 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

17. INTERACTIVE DISCUSSION
(5 MINUTES)
Suggest any other Mindsets which can be added to the list.

18. LEAN-AGILE:
THE DELICATE BALANCE

19. DELICATE BALANCE
Lean vs Agile Balance
• Lean and Agile may clash
• One may try to subordinate the other
• Need to achieve a state of equilibrium
Mindset Balance
• Take the better mindsets from each group
• Chosen mindsets are not exactly the same
• Add the element of Lean.

20. GROUP DISCUSSION
(5 MINUTES)
Any other points to be considered in establishing this
delicate balance?

21. LEAN AND AGILE PROJECT LEADERS

22. 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.

23. 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:

24. GROUP DISCUSSION
(5 MINUTES)
Any other notable characteristic of Lean or Agile Project
Leader, which has been missed out?

25. LEAGILE MINDSET FOR PROJECT
LEADERS

26. 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.

27. 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 often
Asefeso, A. (2014). Agile and Lean Office: Key to Increasing Profit and
Employee/Customer Satisfaction,2nd ed., AA Global Sourcing Ltd., Swindon,
Wiltshire, UK.

28. 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.

29. INTERACTIVE DISCUSSION
(10 MINUTES)
Answer the Poll circulated and then discuss in
small groups to suggest any further suggestion.

30. CONCLUSION

31. ANY BURNING QUESTIONS

32. • Name | Suhail Iqbal
• Web | www.syscompk.com
• Email | suhail@syscompk.com
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+ shewal786@gmail.com
pk.linkedin.com/in/suhail @shewal786
Mindset of A LeAgile Leader
projectmanagement.com/profile/suhail_iqbal
Leadership Skills