What I Learned From Burning Down My House

What I learned from burning my house…
A Sense of Urgency
Robin Dymond
Innovel
Yves Hanoulle
PairCoaching.net

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

You.About(1 minute)
Who are you?
What makes you different?
What would be the successful outcome of this talk for you?
3

Agenda
Intro
Complacency
False sense of Urgency
True sense of Urgency
Bring the outside in
Behave with Urgency every day
Find the opportunities in a crises
Dealing with NONO’s
Keep the urgency up
4

Model, you apply it, our experience
5

Referee Cards
6

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

Intro I: 1991/08/01 19:36
8

Intro II
9

Intro III
10

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

Complacency
12

Complacency
13

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

Complacency
15

What is Complacency in Software development?
16

Complacency
Manual build
Manual testing
Not updating practises/Technology
Solo programming
Not fixing failing build
Complicated proces with # steps without value
“That’s the way we work here”
Not changing the organisation
Blame the messenger
17

False Urgency
18

What is False Urgency in Software development?
19

False Urgency
Many meetings
Heavy process with many approvals
Detail estimates for detailed requirements
Overtime for months
Many more meetings
Over assigning work to ensure everyone is 100% active
Check the hours instead of the results
Micro management
Adrenaline Junkies
E-mail, twitter, phone
20

True urgency
21

True Urgency
22

Quadrant of Effective People
TrueUrgency
False Urgency
23

24

What is Bring the outside in in Software development?
25

Visit your competitors
Learn ideas from other industries (lean)
Walk a mile in your customers shoes
Use your own software (Eat your own dogfood)
Information Radiators all around the company
Hire consultants
Become a student
Read books
Go to a conference
Rotate people between teams
26

Behave with urgency every day
27

What is Behave with urgency every day in Software development?
28

Behave wih urgency every day
Prioritized Product backlog
Daily Stand up
Limiting Work In Progress
Removing impediments
Sun does not set on a defect
Continous improvement
Stop the line
What’s the bottleneck today?
Measure time to market
29

Crisis Coach
30

Find opportunities in a crises
31

Open Vulcano Conference
32

What is Find opportunities in a crises in Software development?
33

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

Orlando
35

NONO’s
36

Ignore/co-opt
37

Fire NONO’s
38

Keep NONO’s Distracted and Busy
39

Deal with NONO’s
What is Keep them busy in Software development?
40

Keep the NONO’s busy
we don’t think this works in agile
41

Identify the nono
42

Deal with NONO’s
How can we identify the nono in Software development?
43

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

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

Keep urgency up
46

How can we Keep the Urgency up in Software development?
47

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

Rate of change in business is increasing
49

Leading Change
A sense of urgency
The guiding team
Visions and strategies
Communication
Empowerment
Short-term wins
Never letting up
Making Change stick
50

Sources
http://www.librarything.com/catalog.php?view=YvesHanoulle
51

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
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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

Благодарю!
&
Дякую!
53

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What I Learned From Burning Down My House

by Yves Hanoulle on Nov 22, 2009

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What I Learned From Burning Down My House — Presentation Transcript