Logical Levels andStatistical Games - A Powerful Strategy for Agile Adoption

Logical Levels and
Statistical Games
A Powerful Strategy
for Agile Adoption

Luiz Cláudio Parzianello
Clá Rafael Prikladnicki
parzianello@suryatec.com.br rafael.prikladnicki@pucrs.br

Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 1 of 41

About the Speakers

Luiz Parzianello Rafael Prikladnicki
Master’s Degree in Systems PhD in Computer Science (Sept)
Engineering Master’s Degree in Computer Science
Bachelor’s Degree in Electronics Bachelor’s Degree in CS
Engineering + 8 years as a consultant in SwEng
+ 25 years of experience in + 4 years working with Agile
informatics (programming, analysis,
management and coaching) Professor and researcher at PUCRS
since 2004
+ 11 years as consultant and
instructor in Software Engineering Adjunct Coordination of Agile
Methods Users Group at SUCESU-RS
+ 6 years working with Agile
Coordination of SPIN-POA
CEO at Surya Digital Management
Specialties: Global Software
Adjunct Coordination of Agile
Engineering, Agile Methods,
Methods Users Group at SUCESU-RS
Experimental Software Engineering,
Specialties: Requirements Software Project Management
Engineering, Lean, Scrum, NLP


About the Speakers

Porto Alegre, RS • Brian Marick
Brazil • Diana Larsen
Florianó
Florian ópolis, SC • Matt Gelbwaks
Brazil • Naresh Jain
• Dave Nicolette
• 60 speakers • Joshua Keriwvsky
• 55 sessions • David Hussman
• 800 people


Games and Meta Language



Have you ever participated in a game
that simulates software development or
good and bad behaviors in a software
development environment?

Do you remember that you have
enjoyed the activity and spent great
moments with your folks … ?



Now, could you please remember
games that have changed your
beliefs or have challenged values
related to your professional
behavior … ?

What about the language and
meta language used by the
facilitators on these games … ?



Games and simulations are not self explanatory.

Games can be weak if the whole idea behind them are lost
during their execution.

We often face games that don’t sell their message
properly because most of the facilitators usually expect
that participants should understand the metaphor or
analogy related to the real world.

Facilitators that change people’s mind with games and
simulations have an adequate meta language (conscious
or unconscious) for communicating with people.


What are Logical Levels?


Introduction to Logical Level

The concept of logical levels of learning and change
was initially formulated as a mechanism in the
behavioral sciences by Gregory Bateson (an
anthropologist), based on the work of Bertrand
Russel in logic and mathematics.

The term logical levels, as it is used in Neuro-
Linguistic Programming (NLP), was adapted from
Bateson’s work by Robert Dilts in the mid 1980’s,
and refers to a hierarchy of levels of processes
within an individual or group.


Introduction to Logical Level

“The function of a certain level is to synthesize, organize
and direct the interactions on the level below it.
Changing something on an upper level would necessarily
radiate downward, precipitating change to the lower
level. Changing something on a lower level could, but
would not necessarily, affect the upper levels.”.
Dilts & DeLozier, Encyclopedia of Systemic NLP (2000)

“Logical Levels can be aameta language used
“Logical Levels can be meta language used
by facilitators when promoting aacultural
by facilitators when promoting cultural
change based on games and simulations”
change based on games and simulations”


Logical Levels Hierarchy
Who are you? IDEAL
Who are you?
Logical Levels of Learning and Change PURPOSE
Robert Dilts based on Gregory Bateson
Why do
Why do
… we can solve itit at you do that?
… we can solve at you do that?
the next upper level!
the next upper level! Identity
and Mission
How do
When we find aaproblem at How do
When we find problem at you do?
you do?
aaparticular level …
particular level … Are unconscious
Beliefs responses based on
and Values
What do
What do
you do?
you do?
are semiconscious actions
Capabilities based on personal
and Strategies
Who? Where? When?
Who? Where? When?

is a conscious action “Bad behaviour can generate
“Bad behaviour can generate
Behaviour
supported by bad results … Good behaviour
bad results … Good behaviour
can generate goodresults!”
can generate good results!””
results!”
results!

Environment is perceived by my senses triggering a


Logical Levels for Software
Logical Level Traditional Agile

Factory, Manager, Analyst, Team, Team Member, Developer,
Identity &
Designer, Programmer, Tester, … Scrum Master, Scrum PO, Coach …
Mission
artifacts”
“To deliver software artifacts” customers”
“ To deliver value to customers”

By Experience, Agile Manifesto,
Beliefs & By the Book, Prescriptive Models,
Simplicity, Communication,
Values Deterministic Approach, Fear
Feedback and Courage

Capabilities & Process Oriented, Specialization, People Oriented, Generalization,
Strategies Command-Control, Win-Loose Self Management, Win-Win

Mass Production, Large Lots, Lean Production, Small Lots,
Behavior Few deliveries, Reactive Frequent deliveries, Proactive

Regulated, Complex Flexible, Simple
Environment Small to Large Small to Large


Investigating Logical Levels
If you … Please, investigate your …

Need more information about your current situation … Environment

Have enough information about your current
Behavior
situation but you don’t know what to do with that …

Know what you have to do but you don’t have a
capacity or a strategy needed to do that … Capabilities & Strategies

Know that you have the capability or strategy but you
Beliefs & Values
don’t think this is an important thing or it’s wrong …

Think that it’s an important thing or it’s the right thing to do
Identity & Mission
but you feel that it doesn’t belong to your mission …

Believe that it belongs to your mission but you
Purpose & Ideal
don’t feel yourself as a part of the whole …


Mathematics as a Language

Mathematics is a language
understood and respected by
every computer professional.

Mathematical facts are strong
evidences that can be used to
challenge unsustainable beliefs.

A strategy for aachange using games and simulations:
A strategy for change using games and simulations:
“Run simulations and associate bad results (from inadequate
“Run simulations and associate bad results (from inadequate
behavior --traditional with bad identities, and good results
behavior traditional) with bad identities, and good results
traditional)
traditional
(from adequate behavior --agile with good identities.
(from adequate behavior agile) with good identities.
agile)
agile
Challenge traditional beliefs using the bad results.”
Challenge traditional beliefs using the bad results.”


Examples


Game #1: Production Lots

Producing in Large Lots
x
Producing in Small Lots



Team Setup

Analyst Designer Programmer Tester Customer

Game Goal
Deliver to the Customer 10 software requirements
analyzed, designed, coded and tested in the shortest
possible period of time.


Procedure:
1. Each software requirement is
represented by a record card;
2. A complete requirement

€ æ ‡
implementation is represented by
four initials written by the team; ξ
3. Identify your group.

2



1st Experiment:
LARGE LOTS
Each member has to
sign 10 requirements 150
before deliver them to 2
150
the next team member.
Customer records time
spent.

Note:
“When doing Large Lots, the time to deliver the first requirement
project.”
is equal to the time necessary to deliver the whole project.”



2nd Experiment:
SMALL LOTS
Each member has to
sign 1 requirement and 150 100
deliver it to the next 2
150 150
team member (unitary
flow).
Customer records time
spent.

Note:
don’
“When doing Small Lots, don’t push any requirement to the next
team member if he has a requirement waiting to be worked; i.e., you
worked.”
have to wait for him to send another requirement to be worked.”


Analysis:

200 20
2
200 100

A
B 2 0
C
D 10



Results:
1. Velocity Gain = Time to deliver the whole project in Large Lots
Time to deliver the whole project in Small Lots

2. Risk Factor = Time to deliver the first requirement in Small Lots
Time to deliver the first requirement in Large Lots

Analysis Design Programming Testing
1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0

Analysis 1 2 3 4 5 6 7 8 9 0

Design 1 2 3 4 5 6 7 8 9 0
Velocity Gain = 40 / 13 = 3,0
Risk Factor = 4 / 40 = 10%
Programming 1 2 3 4 5 6 7 8 9 0

Testing 1 2 3 4 5 6 7 8 9 0



(“challenges”
Questions to be discussed (“challenges”):
1. Who have decided to keep your team too slow?
2. Why has your team agreed with that?
3. What is that stops your team to change this situation?
4. Do delivery and time really matter to your managers?
5. Are your customers really worried about risks?
6. Why do you keep a high risk behavior?
7. How do you call a person that doesn’t matter with the
things of the others?



In fact, you've been a
In fact, you've been a
WASTER that almost
WASTER that almost
never took into account
never took into account
customer schedules and
customer schedules and
risks!!!!
risks!!!!


Game #2: Dependent Events

Dependent Events
x
Productivity


Team Setup

Analyst Designer Programmer Tester Customer

Game Goal
Deliver to the Customer 40 software requirements
in 10 iterations affected by an unbalanced production
(real life simulation).
Comment:
This game is based on Eliyahu M. Goldratt´s book “The Goal
The Goal”.


Procedure:
1. Each software requirement is
represented by a label;
2. Each team member can produce
1 to 6 requirements per iteration; 2
3. A die will be used to determine each 3 2 4 1
member capacity through the iterations; 4 2 5 4
1 5 4 6
4. Each member will deliver to the next 5 2 4 1
team member the amount of 6 3 2 3
requirements his or her capacity (die) 3 1 3 1
and inventory permit during the 2 2 4 1
iteration;
5 1 6 5
5 6 4 1
5. Customer records individual capacities 1 2 2 4
(die values) for each iteration.



Notes:
Team Goal
Probability Distribution To deliver 35 requirements
for Individual Capacities in 10 iterations!!!
1/6 1/6 1/6 1/6 1/6 1/6

Individual Bonus

1 2 3 4 5 6 Productivity – 3,5

Mean = 3,5
Profit Distribution
Minimum Capacity: 1
Only for people with
Maximum Capacity: 6 positive total bonuses!!!
Mean Capacity: 3,5



Results:

“Statistical fluctuations
from dependent events
lead to the performance
of the system becoming
worse than the average
capacity of the
constraint.”



(“challenges”
1. Do your managers use mean capacity to make their plans?
2. Why doesn’t your team deliver at least the mean?
3. Where is the bottleneck of your team?
4. What is that stops your team to balance the whole process?
5. Have you ever thought about being faster going slow?
6. How can you deliver 40 requirements in 10 iterations?
7. How can you justify keeping specialized jobs?
8. How do you call a person that doesn’t matter with the
others?


In fact, you’ve been an
In fact, you’ve been an
INDIVIDUALIST that
INDIVIDUALIST that
almost never took into
almost never took into
account your team or
account your team or
company results!!!!
company results!!!!


Game #3: Team Velocity

Product Backlog
x
Team Velocity



Game Goal
Deliver a list of 10 improvement suggestions for your work
environment or personal life using an User Story template.

Testing tools I can guarantee the quality Write and run automated
Developer of things I produce unit and integration tests 1
To give more attention I will make her happy At least 8 hours a week in
Husband to my wife activities with her



Procedure:
1. The work will be done in 5 iterations of 2 minutes each;
2. The facilitator will conduct the activity controlling the starting time
and the finishing time;
3. When you hear STOP! don’t try to finish any job;
STOP!,
4. A representative of
each group will
register the team 1 1 1 0
production results; 2 1
5. Tell your team results
1 0
2 0
to the facilitator and 0 1
analyze the data at the 6 3
end of the game.



(“challenges”
1. Has every team member showed the same productivity?
2. Why the whole team was unproductive in the beginning?
3. Do you think the cadence has contributed with something?
4. Do your managers really know their teams capacity?
5. Can you better negotiate time and scope with statistical
information?
6. What is that stops your team to measure its capacity?
7. How do you call a group of well known people that work
together to achieve a common goal for their lives?



In fact, we are a TEAM and our
In fact, we are a TEAM and our
global results are more predictable
global results are more predictable
than our individual results!!!!
than our individual results!!!!

The Brazilian men's national volleyball team.


Conclusions


Conclusions

1. Metaphorical games are useful to promote cultural changes but
cannot be effective if their facilitators don’t understand the
meaning of a meta language when running those games;

2. NLP Logical Levels can be an effective model to guide coaches
during the transformation process and game execution, mainly
when associated with mathematical language;

3. Statistical analysis is a must to challenge logical and pragmatic
minds, typical of IT professionals;

4. Challenging beliefs, values, mission and identity is the most
difficult part of changing a team or an organizational culture,
but it is the most effective way to promote a change in a
behavior and an environment.


Thank you very much!
For more information, contact us.

Clá
Luiz Cláudio Parzianello Rafael Prikladnicki
parzianello@suryatec.com.br rafael.prikladnicki@pucrs.br


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