"How to solve unsolvable problems in projects" (33rd Degree, Kraków)


Published on

Presentation done for 33rd Degree conference in Kraków, Poland (2011)

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

"How to solve unsolvable problems in projects" (33rd Degree, Kraków)

  1. 1. Main sponsor How to solve unsolvable problems in projects Marcin Kokott, Martin Chmelar Picasso Monet + Rembrandt Matejko + CanalettoThe Future of the Java Using Spring with non Command-query Responsibility Segregation - Platform: Java SE 7 relational databases nowe, bardziej racjonalne and Java SE 8 Costin Leau podej cie do warstw. Simon Ritter (Polish) awomir Sobótka
  2. 2. Do I have any problems?• You don’t have a problem if your product is perfect• Check perfection from the perspective of all people who matter • People who use your product • People who invest in your product to help solve a problem they are responsilbe for • People who sell, install, support and maintain them • People who design, implement, verify, integrate and maintain your product over time• If your product always delights all these people – you don’t have problem! © 2011 Tieto Corporation
  3. 3. Seeing is not solving... Rational Unified ProcessCMMI Scrum Agile Open UP XP © 2011 Tieto Corporation
  4. 4. Marcin Kokott• Former developer, team leader, project manager• ...more than 8 years experience in IT• Currently Agile/Lean Coach of business critical cases in Tieto• ...implementing Agile & Lean in various types of projects for last 2 years in context of distributed teams (whole Scandinavia, Germany, Netherlands, Poland, India and China)• ...conducting trainings and sessions from the area of Agile and Lean to more than 1800 people already © 2011 Tieto Corporation
  5. 5. So what about those problems• Imagine: • You are developer... • ...you need to provide hour estimates for a task... • ...from the functionality not known to you... • ...in an hour... • ...without time for questioning around... • ...and customer says it shold be < than X • Time start• Is the solution: • Sustainable ? • Win-win ? Win-• We are used to react on symptoms... © 2011 Tieto Corporation
  6. 6. We are all human beings• Inattentional blindness• Errors in an argumentation • Group A: death penalty makes sense, • Group B: against Group • Two fictional scientific analysis: one defending (1), one against (2) • Group A: ignored (accepted) inconsistencies in work (1), highly sensitive to inconsistencies in (2) • Group B: vice versa• Always challenge single perceiving of reality © 2011 Tieto Corporation
  7. 7. Be like a child• Most likely experience brings also: • Tunnel view • „My target is only to do this part and go home” • Mental constraints • „Nobody around has figured it out so it’s impossible to do it different” • Assumptions • Developers: „Managers will never agree” • Managers: „Customer will never go for that” • Customers: „Team will never handle that” • Habits • „We always do that this way” • Fears• Ask everytime for everything... Don’t know the constraints © 2011 Tieto Corporation
  8. 8. Elephant view © 2011 Tieto Corporation
  9. 9. Problems like boarders• Boarders between groups/units/companies • Developers & Testers, • Customer & IT Company, • Managers & Developers• Queues and backlogs • Sales and Development • Development and Integration • Development and QA• Locations • Geographical (onsite and offside) • Even different floors © 2011 Tieto Corporation
  10. 10. Magic• The goal is to deliver value to the customer• Put on customer glasses• System: • „Complete and useful product along with whatever is needed to create and „Complete distribute the product” product”• Customer buy and use SYSTEMS! © 2011 Tieto Corporation
  11. 11. It’s all about value... © 2011 Tieto Corporation
  12. 12. Communicationissue• Scrum Master • „We have communication issue”• Product Owner: • „We have not stable development”• Development Manager • „We have too slow development”• Sales • „We are not meeting promises” • „We have tried to solve• CTO problems couple of • „We have to long Time-to-Market” times... Each department inside were conducting improvement sessions” © 2011 Tieto Corporation
  13. 13. So let’s take Highanother look Red numbers maintenance costs A lot of maintenance work HardToMaintain Defect software software at at output output Cheap&dirty Demotivated solution often team members wins Higher cost per Teams over- Strong push to feature than commit teams to deliver estimated themselves faster More items to be delivered than possible Constant Productivity is obstacles in slower than development estimated Concrete scope Estimates are is promised to often too customers optimistic Estimates are forced upfront without proof of concept Fixed priced contract with © 2011 Tieto Corporation customers
  14. 14. So what... and why? VISION Short term steps (Kaizen) Reality Long term goal (current situation) Progress Toolbox: • 5 Why’s • Current Reality Tree • Theory of Constraints • Value stream map • MBTI © 2011 Tieto Corporation
  15. 15. Key points• Find the hole in the boat• See the whole elephant• Build the cathedral• Start talking with each other• Find child in you...• ...and never stop to search for improvements © 2011 Tieto Corporation
  16. 16. © 2011 Tieto Corporation
  17. 17. Main sponsorLost Chapters of Divine Code: 7 Deadly Sins Szczepan Faber, Bartosz Ba kowski Picasso Monet + Rembrandt Matejko + Canaletto Effective Java CDI extensions: Hadoop: Divide andVenkat Subramaniam Backport Java EE from Conquer Gigantic the future Datasets Dan Allen Matthew McCullough