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What I Learned From Burning Down My House
 

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

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

  • 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
  • Bring the outside in
    24
  • What is Bring the outside in in Software development?
    25
  • Bring the outside in
    • 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
    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
  • Благодарю!
    &
    Дякую!
    53