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What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
What I Learned From Burning Down My House
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What I Learned From Burning Down My House

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This presentation is about what I learned from when my house burned down. …

This presentation is about what I learned from when my house burned down.
The presentation is elling the story of a sense of urgency, but targeted at (agile) software development

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  • 1 Augustus 1991 20 hour: My sister Karien calls her boyfriend from her holiday.
  • I’m answering the phonecall. I’m asking her if my father is around, if she can ask him to come to the phone and she can get a pencil and some paper. My sister wants to know what happens and freks out when I insist she passes my father.
  • I tell my father his house burned down. I have to repeat it three times.
  • ZelfgenoegzaamheidA feeling of contentment or self-satisfaction , especially when coupled with unawareness of danger or troubleComplancecy embraces the staus quoMy parents were not happy with their houseThey had a very expensive loanRelation was on cruise control
  • Zelfgenoegzaamheidcomplaisancesatisfactioncontentement de soi
  • ZelfgenoegzaamheidA feeling of contentment or self-satisfaction , especially when coupled with unawareness of danger or troubleComplancecy embraces the staus quoMy parents were not happy with their houseThey had a very expensive loanRelation was on cruise control
  • This is filled with energyFalse Urgency is built on a platform of anxiety and angerMore activity then productivityPassive aggresion
  • Too busy driving to take gas??PO /SM Too busy to attend demo’s Sprint reviews?
  • Aim for the heart not for the senseGreat leaders win over the hearts and minds of others
  • I read 20 to 30 pages a day, not just on software developmentI spend 20% of my income on training and courses.Listen to your customer interfacing employeesShow them don’t tell themGive as much disquiting information to as many peopleMake it clear the blame game will not be toleratedSend people out Bring people in
  • Too busy driving to take gas??PO /SM Too busy to attend demo’s Sprint reviews?
  • Teh medium is the messageStart meetings on timeAct VS WaitRespond fast, move nowClear the desks (agenda)Be visible urgent
  • MESware: 2006 7 am: I got a message on my answering machine from my boss at MESware. The building was caught in a fire from the factory below us. I’m asked not to come to work.I’m calling him. He clearly is down. I’m telling him I’m comming anyway,we’ll figure out a way to work from someone’s home.I warn my wife, don’t count on me to help with our two small kids.I start to dis-assemble my home office.By 10 AM me and 4 college’s are working in one of thems home.We do warn our russian collegaue’s.
  • My parents have a better home and are still togetherI learned to ask for helpFire at MESware 2006/02/27  first time there was a teamMan on the moon (Before the russians were winning the race for SpaceBush used 9/ 11Stop the line
  • A NONO is more then a skeptical
  • A NONO is more then a skeptical
  • A NONO is more then a skeptical
  • I like the respect for people
  • We are one team we either trust eacher or not
  • This comes from the first book on retrospectives from Norman Kerth. This was not about agile retrospectives but more about Post-Mortems. Still Norman has great idea’s and is one of the must read books for anyone that wanst to facilitate Retrospectives.The other one is Agile retrospectives on which most idea’s from this talk come from.
  • Children at breakfast
  • A sense of urgency will only become more essential
  • SPACIBA diagoyou
  • Transcript

    • 1. What I learned from burning my house…
      A Sense of Urgency
      Robin Dymond
      Innovel
      Yves Hanoulle
      PairCoaching.net
    • 2. About()
      Yves Hanoulle
      Robin Dymond, CST
      Change Consultant
      Training, Coaching & Consultancy Services
      on agile & Team practices
      in EMEA.
      Trainer, Management Consultant and Coach
      Training, Coaching organizations on Scrum, Agile and Lean.
      Certified Scrum Trainer
      2
    • 3. You.About(1 minute)
      Who are you?
      What makes you different?
      What would be the successful outcome of this talk for you?
      3
    • 4. Agenda
      • Intro
      • 5. Complacency
      • 6. False sense of Urgency
      • 7. True sense of Urgency
      • 8. Bring the outside in
      • 9. Behave with Urgency every day
      • 10. Find the opportunities in a crises
      • 11. Dealing with NONO’s
      • 12. Keep the urgency up
      4
    • 13. Model, you apply it, our experience
      5
    • 14. Referee Cards
      6
    • 15. Why are we are here?
      Kotter: 70% of change efforts fail.
      Womack: few companies adopting Lean become Lean organizations
      Organizations are struggling with transitioning to Agile
      The problem of change is a universal issue
      It’s about creating Learning organisations
      7
    • 16. Intro I: 1991/08/01 19:36
      8
    • 17. Intro II
      9
    • 18. Intro III
      10
    • 19. Notes 1
      What were the ramifications of this devastating fire? For you, for the family? What did you lose? What did it cost?
      How does this accident relate to you?
      Were you complacent? Was it just an accident? How did it change you?
      11
    • 20. Complacency
      12
    • 21. Complacency
      13
    • 22. Complacency
      Wiktionary:
      A feeling of contentment or self-satisfaction , especially when coupled with unawareness of danger or trouble
      Merriam-Webster:
      a feeling of being satisfied with how things are and not wanting to try to make them better : a complacent feeling or condition
      14
    • 23. Complacency
      15
    • 24. What is Complacency in Software development?
      16
    • 25. Complacency
      • Manual build
      • 26. Manual testing
      • 27. Not updating practises/Technology
      • 28. Solo programming
      • 29. Not fixing failing build
      • 30. Complicated proces with # steps without value
      • 31. “That’s the way we work here”
      • 32. Not changing the organisation
      • 33. Blame the messenger
      17
    • 34. False Urgency
      18
    • 35. What is False Urgency in Software development?
      19
    • 36. False Urgency
      • Many meetings
      • 37. Heavy process with many approvals
      • 38. Detail estimates for detailed requirements
      • 39. Overtime for months
      • 40. Many more meetings
      • 41. Over assigning work to ensure everyone is 100% active
      • 42. Check the hours instead of the results
      • 43. Micro management
      • 44. Adrenaline Junkies
      • 45. E-mail, twitter, phone
      20
    • 46. True urgency
      21
    • 47. True Urgency
      22
    • 48. Quadrant of Effective People
      TrueUrgency
      False Urgency
      23
    • 49. Bring the outside in
      24
    • 50. What is Bring the outside in in Software development?
      25
    • 51. Bring the outside in
      • Visit your competitors
      • 52. Learn ideas from other industries (lean)
      • 53. Walk a mile in your customers shoes
      • 54. Use your own software (Eat your own dogfood)
      • 55. Information Radiators all around the company
      • 56. Hire consultants
      • 57. Become a student
      • 58. Read books
      • 59. Go to a conference
      • 60. Rotate people between teams
      26
    • 61. Behave with urgency every day
      27
    • 62. What is Behave with urgency every day in Software development?
      28
    • 63. Behave wih urgency every day
      • Prioritized Product backlog
      • 64. Daily Stand up
      • 65. Limiting Work In Progress
      • 66. Removing impediments
      • 67. Sun does not set on a defect
      • 68. Continous improvement
      • 69. Stop the line
      • 70. What’s the bottleneck today?
      • 71. Measure time to market
      29
    • 72. Crisis Coach
      30
    • 73. Find opportunities in a crises
      31
    • 74. Open Vulcano Conference
      32
    • 75. What is Find opportunities in a crises in Software development?
      33
    • 76. Find opportunities in a crises
      Challenger Explosion  Reorg NASA
      Netscape problems  Mozilla
      Music Piracy  iPod + iTunes
      Late overbudget Projects  agile
      Bug  First Unit test then fix
      Building software is hard  automate build
      Retrospectives
      1 common enemy  Unites people
      Limited budget  higher focus on value
      34
    • 77. Orlando
      35
    • 78. NONO’s
      36
    • 79. Ignore/co-opt
      37
    • 80. Fire NONO’s
      38
    • 81. Keep NONO’s Distracted and Busy
      39
    • 82. Deal with NONO’s
      What is Keep them busy in Software development?
      40
    • 83. Keep the NONO’s busy
      we don’t think this works in agile
      41
    • 84. Identify the nono
      42
    • 85. Deal with NONO’s
      How can we identify the nono in Software development?
      43
    • 86. Deal with NONO’s: Identify the nono
      Explain what is a NONO
      Make their behavior transparent to everyone
      Use social accountability and peer pressure to align
      Team:
      Self-organisation
      Pair-Programming
      Co-located teams
      Organisation:
      Education
      Raising Impediments
      Information Radiators
      44
    • 87. Prime Directive
      Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.
      At the end of a project everyone knows so much more. Naturally we will discover decisions and actions we wish we could do over. This is wisdom to be celebrated, not judgment used to embarrass.
      45
    • 88. Keep urgency up
      46
    • 89. How can we Keep the Urgency up in Software development?
      47
    • 90. Keep Urgency Up
      What is the Bottleneck today?
      Feedback
      Retrospectives
      Stop The Line
      Customer collaboration
      Continuous Improvement
      Eliminating non value work
      Daily Standup
      Burndown charts
      Demos
      Continuous Deployment
      48
    • 91. Rate of change in business is increasing
      49
    • 92. Leading Change
      A sense of urgency
      The guiding team
      Visions and strategies
      Communication
      Empowerment
      Short-term wins
      Never letting up
      Making Change stick
      50
    • 93. Sources
      http://www.librarything.com/catalog.php?view=YvesHanoulle
      51
    • 94. Free Lifetime support
      Innovel LLC
      PairCoaching.net
      Yves Hanoulle
      Blog, Twitter, Slides, Books, Pictures
      http://www.hanoulle.be
      Mail : Mailing at Paircoaching dot net
      Mobile: +32 476 43 38 32
      Skype: YvesHanoulle
      More? Google me
      Free life time:
      My life not yours ;-)
      Robin Dymond
      rdymond@innovel.net
      www.innovel.net
      www.scrumtraining.com
      Americas: (804) 239-4329
      Europe: +32 489 674 366
      52
    • 95. Благодарю!
      &
      Дякую!
      53

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