This document provides an overview of a presentation by Russell Martin & Associates on iteratively innovating and succeeding with Agile, Lean Six Sigma, SAVVY and ITIL SMF development projects. The learning objectives are to apply reusable project management templates, work effectively with business stakeholders, and evolve toolkits to succeed despite constraints. The content discusses getting real about projects as temporary collaborations, the difference between methodologies and project management, why there are different methodology choices, and how influencing stakeholders is key. Templates, examples, and tips are provided for various project methodology phases and influencing different styles.

1. RU S SE L L M A RT I N
A S S O C I A T E S&
Iterate and Innovate: Success With Agile, Lean Six
Sigma, SAVVY and ITIL SMF Development
presented by
Russell Martin &
Associates
(317) 475-9311
info@russellmartin.com
www.russellmartin.com
© Russell Martin & Associates www.russellmartin.com

2. RU S SE L L M A RT I N
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Learning Objectives
• Apply reusable templates for project management to their own Agile, Lean
Six Sigma, SAVVY and ITIL SMF development projects.
• Work more effectively with business people to support the learning needed
for their specific Agile, Lean Six Sigma, SAVVY and ITIL SMF development
projects.
• Challenge and evolve your current toolkit for success in spite of time
constraints, inadequate budget, and undefined quality metrics.
© Russell Martin & Associates www.russellmartin.com
Page 1

3. Page 2
Content
• Get Real
• Methodologies
versus Project
Management
• Why are there
choices?
• Influencing is Key
© Russell Martin & Associates www.russellmartin.com

4. RU S SE L L M A RT I N
A S S O C I A T E S&
Get Real…
Projects are Flash Mobs
Page 3 © Russell Martin & Associates www.russellmartin.com

5. RU S SE L L M A RT I N
A S S O C I A T E S&
the project
The Sponsor
Internal
Experts (SMEs)
Finance
Customers
Functional
Leaders
The Project
Manager
The Dedicated
Project Team
Roles
Page 4 © Russell Martin & Associates www.russellmartin.com
Developers
External
Experts (SMEs)
Administrative
Support
Vendors/
Contractors
Legal

6. Page 5
Methodologies versus
Project Management

7. RU S SE L L M A RT I N
A S S O C I A T E S&
Dare to
Properly
Manage
Resources!
Define Plan Manage Review END
START
1. Set Business
Objectives
2. Establish Project
Scope
3. Set Project
Objectives
4. Mitigate Risks
5. Establish Constraints
6. Plan communications
7. Establish Governance
Plan
1. Determine
Milestones
2. Schedule Task
Dependencies
3. Adjust for
Resource
Dependencies
4. Create budget
1. Control work
in progress
2. Provide
status and
feedback
3. Leverage
Governance
4. Resolve
conflict
1. Close the project
2. Turn over
deliverables
3. Hold Project
Review
4. Celebrate
accomplishments
Steps to Great Projects
initiate plan monitor close
Page 6 © Russell Martin & Associates www.russellmartin.com

8. RU S SE L L M A RT I N
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THE METHODOLOGY is USELESS
if you don’t know why you are
doing the project!
• Set Business Objectives
• Establish Project Scope
• Set Project Objectives
• Mitigate Risks
• Establish Constraints
• Establish Governance
• Plan Communications
Define: The Project Charter
Page 7 © Russell Martin & Associates www.russellmartin.com
Bad
News
Early is
Good
News

9. RU S SE L L M A RT I N
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What is a Methodology?
A repeatable series of tasks or set of practices
grouped into phases to create or do something.
Includes:
• Tasks with a recommended order
• Milestones (usually Phases that are done)
• Supporting Tools
• Implied Skill Sets

10. RU S SE L L M A RT I N
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ADDIE (Instructional Systems Design)
2/3 duration 1/3 duration

11. RU S SE L L M A RT I N
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Steps to Great Development
PROCESS
Maintain
Analyze the
business
need /
project
objectives
Design a
solution
given current
constraints
Build the
Solution
Roll Out the
Solution
Evaluate
Success
Analyze Design Develop Implement Evaluate

12. RU S SE L L M A RT I N
A S S O C I A T E S&
Define
START
Page 11
Steps to Great Projects: DEFINE
Analyze the
business
need /
project
objectives
Analyze
Business Objs
Roles
Scope
Project Objs
Risk/Constraints

13. RU S SE L L M A RT I N
A S S O C I A T E S&
Define Plan
START
Page 12
Steps to Great Projects: PLAN
Analyze the
business
need /
project
objectives
Design a solution
given current
constraints
Build the
Solution
Roll Out the
Solution
Analyze Design Develop Implement
Business Objs
Roles
Scope
Project Objs
Risk/Constraints

14. RU S SE L L M A RT I N
A S S O C I A T E S&
Define Plan Manage
START
Page 13
Steps to Great Projects: MANAGE
Analyze the
business
need /
project
objectives
Design a solution
given current
constraints
Build the
Solution
Roll Out the
Solution
Analyze Design Develop Implement
Business Objs
Roles
Scope
Project Objs
Risk/Constraints
Tasks to be done ADAPT as
change
occurs

15. RU S SE L L M A RT I N
A S S O C I A T E S&
Define Plan Manage Review END
START
Steps to Great Projects: Traditional
PROCESS
Maintain
Analyze the
business
need /
project
objectives
Design a solution
given current
constraints
Build the
Solution
Roll Out the
Solution
Evaluate
Success
Analyze Design Develop Implement Evaluate
Business Objs
Roles
Scope
Project Objs
Risk/Constraints
Tasks to be done ADAPT as
change
occurs
Evaluate
PROJECT
and
LEARNING
Page 14

16. RU S SE L L M A RT I N
A S S O C I A T E S&
What
tasks
need to
be done?
What
tasks
have to
be done
first?
Who’s
available
to help?
What
dates are
fixed?
Determine
milestones
and tasks
Find Task
Dependencies
Find Resource
Dependencies
Determine the
Schedule
•Standard
methodologies
•Flows on Scope
Diagram
•Training,
meetings,
•Pillage THEN
Burn
•Do not plan
multi-tasking
•Choose the best
resource for the
right task
•Work back from
the known date
constraints
•Reasonability
based on
experience
Create the Project Schedule
Page 15 © Russell Martin & Associates www.russellmartin.com

17. RU S SE L L M A RT I N
A S S O C I A T E S&
Example: Milestones
Page 16 © Russell Martin & Associates www.russellmartin.com
IMPLEMENT
START
requirements
blueprints
deliverables
deliver,
transition
ANALYZE
DESIGN
EVALUATE
BUILD
END
project and
deliverables

18. RU S SE L L M A RT I N
A S S O C I A T E S&
Work Back or Forward From the Date
Page 17 © Russell Martin & Associates www.russellmartin.com
IMPLEMENT
START
requirements
blueprints
deliverables
deliver,
transition
ANALYZE
DESIGN
EVALUATE
BUILD
END
project and
deliverables
Done:
7/15/13
Done: 7/7/13
Done: 7/1/13
Done:
6/20/13
6/1/13
Done: 7/13/13
EVENT HELD

19. RU S SE L L M A RT I N
A S S O C I A T E S&
Tasks
Page 18 © Russell Martin & Associates www.russellmartin.com
IMPLEMENT
START
requirements
blueprints
deliverables
deliver,
transition
ANALYZE
DESIGN
EVALUATE
BUILD
END
project and
deliverables
Done:
7/15/13
Done: 7/7/13
Done: 7/1/13
Done:
6/20/13
6/1/13
Event
Held
7/13/13
Finalize
Charity
Finalize
Caterer
Invite
Employees
Establish
Messaging
Needed
Review with
Sponsor

20. RU S SE L L M A RT I N
A S S O C I A T E S&
Sudoku!
Page 19
6/12/136/8/13
6/18/13
6/15/13
6/15/13
© Russell Martin & Associates www.russellmartin.com
Finalize
Charity
Finalize
Caterer
Invite
Employees
Establish
Messaging
Needed
Review with
Sponsor
ANALYZE
Done:
6/20/13
START 6/1/13
Tasks have duration,
take time
Lou Lou
Jo
Maria
Brittney

21. RU S SE L L M A RT I N
A S S O C I A T E S&Page 20
Why are there choices?

22. RU S SE L L M A RT I N
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SAM: Successive Approximation Model
Allen Interactions
www.alleninteractons.com

23. RU S SE L L M A RT I N
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Structured IT Development

24. RU S SE L L M A RT I N
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RAD: Rapid Application Development

25. RU S SE L L M A RT I N
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Agile

26. RU S SE L L M A RT I N
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Six Sigma

27. RU S SE L L M A RT I N
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Lean Six Sigma: DMAIC

28. RU S SE L L M A RT I N
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Methodology Purpose Pros Cons Cautions
IT Structured
Development
Rapid
Application
Development
Agile
Development
Lean Six Sigma
ADDIE
SAM

29. RU S SE L L M A RT I N
A S S O C I A T E S&Page 28
Influencing is Key

30. RU S SE L L M A RT I N
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Influencing Stakeholders
Dominance
InfluenceSteadiness
Compliance
Urgent
Pioneering
Innovative
Driven
Likes challenge
Demanding
Quick to anger
Careful
Objective, clear
High standards
Good analyst
Detailed
Picky
Aloof
Fearful
Optimistic
Motivator
Team Player
Problem solver
Emotionally needy
Inattentive
Trusting
Poor with
details
Steady and sincere
Patient
Empathetic
Logical
Service-oriented
Apathetic under stress
Passive
Resists change
© Russell Martin & Associates www.russellmartin.com
Task
Speed
People
Speed
Task
Perfect
People
Careful

31. RU S SE L L M A RT I N
A S S O C I A T E S&
Style Analysis Graphs
Your
“perfect”
place
How
you
adapt
100
90
80
70
60
50
40
30
20
10
0
100
90
80
70
60
50
40
30
20
10
0
DI SC DI SC
Adapted Natural
Page 30 © Russell Martin & Associates www.russellmartin.com

32. RU S SE L L M A RT I N
A S S O C I A T E S&Page 31
Interacting with Other Styles
© Russell Martin & Associates www.russellmartin.com
Choose to
adapt
temporarily
rather than
permanently
pretend to be
what you are
not

33. RU S SE L L M A RT I N
A S S O C I A T E S&
D I S C
Looking for Results The “experience” & being
liked
Security & acceptance Information & accuracy
Dislikes Indecision Routine Insensitivity Unpredictability
Body Language Strong Handshake
Keep your distance
Direct eye contact
Sit next to
Smile, relax and have fun
Friendly eye contact
Relaxed, calm
Methodical, small gestures
Friendly eye contact
Sit across from
Firm posture
Direct eye contact
Seat Position Across from Next to To the right or left of
desk/table
Across from
Tone of Voice Direct
Fast Pace
Modulations
Fast pace and enthusiastic
Warm, soft, calm
Steady, slow pace
Controlled and direct
Slow pace, precise
Words/Content Challenge, Win
Results
Lead the field
Bottom line
Fun
I feel
Exciting
Picture this
Step-by-step
Guarantee or promise
Think about it. Take your
time.
Here are the facts
The data show . . .
Proven
Take your time; No risk.
Communication
Do’s
Brief and to the point
Create idea ownership in
them
Let them determine how to
do it
Be optimistic
Show how actions involving
people will create change
Enthusiastically approach
new ideas
Allow time for thought
Prioritize actions and set
deadlines
Allow for incremental change
Allow enough time to do the
job right
Provide clear expectations
and deadlines
Praise for doing job right
Communication
Don’ts
Talk with not action
Be chatty
Assume they heard what
you said
Personal criticism
Not involving them
Being curt or cold
Pressure or rush the
decision
Promise power or greater
independence
“Just do it”
Say: “You were wrong.”
“I’ll know it when I see it”
directions
Page 32
Adapting Your Style Temporarily
© Russell Martin & Associates www.russellmartin.com

34. RU S SE L L M A RT I N
A S S O C I A T E S&Page 33
A Team Makes A Whole Brain
© Russell Martin & Associates www.russellmartin.com

35. RU S SE L L M A RT I N
A S S O C I A T E S&Page 34
Influencing C Level Executives
© Russell Martin & Associates www.russellmartin.com
Dominance
InfluenceSteadiness
Compliance
Urgent
Pioneering
Innovative
Driven
Likes challenge
Demanding
Quick to anger
Careful
Objective, clear
High standards
Good analyst
Detailed
Picky
Aloof
Fearful
Optimistic
Motivator
Team Player
Problem solver
Emotionally needy
Inattentive
Trusting
Poor with
details
Steady and sincere
Patient
Empathetic
Logical
Service-oriented
Apathetic under stress
Passive
Resists change
Task
Speed
People
Speed
Task
Perfect
People
Careful
0
10
20
30
40
50
60
70
80
The Uti Aes Soc Ind Tra
60 30 50 48 27 37
Averages
Top 2
Low 2
Situational 2

36. RU S SE L L M A RT I N
A S S O C I A T E S&Page 35
Help

37. RU S SE L L M A RT I N
A S S O C I A T E S&
How Can I Get More HELP?
At www.russellmartin.com:
•Purchase books
•Get our LEARNING FLASH e-zine for more tips
and tools
•Find out about workshops, webinars, e-
learning and virtual alumni communities
Page 36 © Russell Martin & Associates www.russellmartin.com
@nolecture
Lou Russell

38. RU S SE L L M A RT I N
A S S O C I A T E S&Page 37 © Russell Martin & Associates www.russellmartin.com