Preface
Acknowledgments
About the Authors
Chapter 1: Introduction to Key Principles
Chapter 2: Purpose
Chapter 3: Collaboration
Chapter 4: Delivery
Chapter 5: Decisions
Chapter 6: Leadership “Tipping Point”
Chapter 7: Summary
Index
Pollyanna Pixton is an international collaborative leadership expert who has developed models for collaboration and collaborative leadership throughout her 38 years of working inside and consulting with corporations and organizations. Pollyanna helps leaders create companies where talent and innovation are unleashed–making them more productive, efficient, and profitable. She was primarily responsible for leading the development of the Swiss electronic stock exchange. In addition, she has developed control systems for electrical power plants throughout the world and merged the technologies and data systems of large financial institutions.
Niel Nickolaisen started his career in engineering, but then got involved with process improvement methods such as Lean and Six Sigma. The need to improve processes soon pulled him into managing large, put-the-business-at-risk IT projects and then IT leadership. Niel has a passion for focusing and aligning teams and organizations, and for finding ways to reduce both process and system complexity. His motto is, “Let’s do more smart stuff and less stupid stuff.”
Todd Little is a chemical engineer turned petroleum engineer who has been developing software products for more than thirty years. For more than twenty years, he has led teams and groups of teams in keeping the focus on delivering results on a regular basis. Todd has been quite active in the agile software development movement, as it is well aligned with his own observations about the importance of proper attention to purpose, people, and process in “making ship happen.”
Kent McDonald has nearly fifteen years of experience as a project and program manager in a variety of industries, ranging from automotive to financial services. Throughout those various projects, he has always striven to keep his team’s focus on the purpose of the project, avoiding where possible extraneous activities that do not add any actual value to the completion of the project. Kent has observed that properly aligned projects that follow the right methodology and utilize collaboration, regardless of the approach they use, are usually the most effective and add the most value to the organization.
“In Stand Back and Deliver, the authors provide strong, practical guidance on how to leverage the strengths of your entire team to get the right job done. Their experience in the trenches shines through with clear examples of how their approach can be applied to make your projects successful, regardless of the domain.” –Jim Brosseau, author of Software Teamwork: Taking Ownership for Success “A book rich with content, practical tools that can be easily adopted, and great examples that relate to the common workplace!”–Lisa Shoop, software director at Sabre Holdings “For those new to project management, Stand Back and Deliver offers the voice of experience. Its message is clear: Understand the value you must deliver, understand and manage the project’s complexity, trust in your people, and above all, have the courage to do the right thing.”–Patrick Bailey, Department of Computer Science and Information Systems, Calvin College “With most business books I am happy if I learn one or two key things that I want to put to use. This book is full of such concepts and tools and provides enough detail and examples that I’m confident I’d not just want to use them but would be able to do so successfully.”–Terri Pitcher, IT manager “Today’s postmodern organizational environment requires a new approach, and this book will provide many insights to the reader. You will learn how to detach and stand back, and yet passionately engage and deliver.”–Greg Githens, managing partner at Catalyst Management Consulting, LLC
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