Toolkit for high-performance Ideas

Continuously Compounding Improvement

1. "Make less bad" - Delete Defects
2. Contribute Improvements that clarify/refine
3. Enhance existing idea with self-improving (web-based) technology for exponential (recursive) improvement.

High-performance meeting agenda

​Model Meeting Agenda

• Focus: <new product capability>​
• Decision Makers: <Business/System Owners>
• Decision to be made:
  • Value <Who are we doing this for?>
  • Completeness ​<How does the organization define success?>
  • Readiness <What blockers does the delivery team need addressed?>
  • Timeliness <When/where is the target state needed>
  • Risks <Why would/could this fail?>
• Action Items/Next Steps:
  • ​Update Project Artifacts <decision/risk logs>
  • Update Project Status <SDLC Delivery Tool>
  • ​Send meeting minutes

Exponential Scalable SVG

Visualizing Exponential Growth
Even though we are surrounded by exponential growth, the strategic benefit is not easily recognizable. For example, the strategic benefit of embracing a one penny investment that doubles every day for 30 days over a one penny investment that provides a fixed 100k every day for 30 days is not immediately obvious. Obviously, both investments are fantastically successful with the doubling penny investment resulting in more than five million dollars (5,368709.12) and the daily 100k annuity generating three million dollars. But the doubling penny becoming 5 million dollars in 30 days is hard to effectively comprehend without a scalable, visual illustration or an algebraic equation.

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4ei Make More Revenue

SDLC

Useful Stationary

Questions

Exponential Improvement with self-improving (web-based) technology

Ultra-Lean Technology

Getting Things Done Behavior

Team Charter

High Performance Team

Reusable Ideas

Exponential (Modern) Technology

High performance team charter Ground Rules:
Do:

• Be Sincere/Authentic and respectful of your own limitations (emotions, cognitive bias, etc),
• Promote Independence and be an adult that is individually capable/low maintenance,
• ​Accept sincere/authentic (well articulated) feedback,
• Encapsulate Big Ideas (quick sound bytes, simple web presentation, ...),
• Use modern technology (Such as Office 365 Home) to collaborate with professional, 
• If you can't do anything else, please leave (or enable others to leave) on good terms, 
• ...   

Don't:

• Inflict hazards on a meaningful endeavor. Otherwise framed, unnecessary adversity is not helpful.
• Celebrate "accomplishment" that don't deserve praise. Otherwise framed, "mostly styled it" is not an accomplishment,
• "Engineer a System" (aka an elaborate process) with maximum effort/minimum value, 
• Suppress Good (well articulated) Information that can (make things better/minimize problems),
• ... 

Strategic Vision for High Quality Team Performance:

• Add Value: Make Thing Better 
• Reduce Problems: Remove Flaws/Blemishes
• Reinforce Value: Reuse and Refine Good Things

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Definition of Done

Completeness Checklist

• Functional Requirements
• Quality Standards
• Acceptance Criteria
• Documentation
• Other Criteria (as specified by team)

Event + Response = Outcome

How you respond to an event determines how much the outcome will succeed or fail.

Team Values

Situational Awareness

Character: how you behave when no one is watching
Culture: what leads when no one is watching

• Character on scale is culture
• Determines success of company
• Any strategy will only perform to the level of the culture it lives with. 

Take Responsibility: what we are not changing, we are choosing

​​Live with courage - master it, determines your other values

• takes courage to admit that you are wrong
• courage: the conversion pint between our beliefs and our expressions in the world

Bring your purpose with you

Take Responsibility

What we are not changing, we are choosing

Raise the bar

Champions do more is a non-negotiable standard

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Roles on the Team

Event + Response = Outcome

Scrum Master: Mentor the Team, Facilitate Meetings, Agile Coach, Technical Trainer, Responds to Impediments
Product Owner: Maximize Product Value, Owns Product, Sees Big Picture for Product
Developer: Technical Expertise, Builds/Delivers Product

Architect: Provides Infrastructure,  Prevents Impediments
Investor: Has Authority & Sales Rockstar