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Coaching in distributed environment

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Our presentation from ICGSE 2011 conference tutorial on coaching in distributed environment. First part covers basic facts to unify the knowledge. Second one is more interesting and describes our …

Our presentation from ICGSE 2011 conference tutorial on coaching in distributed environment. First part covers basic facts to unify the knowledge. Second one is more interesting and describes our current approach to implement Agile and Lean principles into people's mindset ;) covering Kaizne workshop and A5/A3 concept

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  • 1. Coaching in distributed environment ICGSE 2011 Tutorial Jaroslav Procházka© 2011 Tieto Corporation Tomáš Tureček Principal Consultants Delivery Mentor Network, Tieto jaroslav.prochazka@tieto.com tomas.t.turecek@tieto.com
  • 2. • 18 000 IT professionals • Net sales approximately EURTieto in close to 30 countries • Customers on all continents 1.8 billion • Listed in NASDAQ OMX Helsinki and Stockholmtoday • One of the leading IT service companies in Northern Europe and global leader in selected segments • Founded in 1968 Tieto today© 2011 Tieto Corporation
  • 3. Who we are• Delivery Mentor Network • Core of the network • 8 coaches• 11+ years in IT (developers, architects, PMs)• Have been supporting transformations in different industries in last 5 years in Tieto• Representing Tieto at international IT conferences3 © 2011 Tieto Corporation 2011-07-18
  • 4. Introduction • Your name • Current role • Expectations4 © 2011 Tieto Corporation 2011-07-18
  • 5. Synchronizing our understanding © 2011 Tieto Corporation5 2011-07-18
  • 6. Exercise • Create groups of 3-5 people • Try to answer: • What is coaching? • What is mentoring? • What do people expect? • Time: 5 minutes 2011-07-18
  • 7. “Give a man a fish; you have fed him for today. Teach a man to fish; and you have fed him for a lifetime” [ Chinese proverb ]7 © 2011 Tieto Corporation
  • 8. Discussion • Share your experience from distributed environment • What are typical issues you try to solve? • What makes distributed collaboration harder? • Have you identified root causes? • Time: 5 minutes 2011-07-18
  • 9. Discussion • Share your experience about communication issues • Time: 5 minutes 2011-07-18
  • 10. Exercise• Chinese whispers game • We need 4 volunteers • First person reads the message and whispers it further in the chain • Last person says message loud• We will compare the message with the original10 © 2011 Tieto Corporation 2011-07-18
  • 11. Chinese whispers exercise• Tieto sees market opportunity to enter Czech Republic Banking market. Czech bank "Ceska Sporitelna" needs new banking system. Since we do not have enough suitable people here in Finland we need to hire skilled engineers and consultants in Czech republic. This way we get close to customer. Owner of the activity Martin Chmelar will lead kick-off meeting on 11th of October this year to explain strategic plan: • Kick-off meeting • Core team nominations • Hiring Czech people • Knowledge transfer • Pilot project • Evaluation and next steps planning• Except new Tieto site we expect to get return on investment in 1 year and 5% market share in Czech Republic banking area.11 © 2011 Tieto Corporation 2011-07-18
  • 12. Chinese whispers exercise• Background • Ceska Sporitelna bank needs new IT system• Needs • New banking system for Ceska Sporitelna, Czech bank • Entering local market • To be physically closer to Ceska Sporitelna customer • More resources needed: skilled engineers and Czech speaking consultants• Solution • When: Kick-off meeting conducted by activity owner on 2012/10/11 • Who: Martin Chmelar • Steps: • Kick-off meeting • Core team nominations • Hiring Czech people • Knowledge transfer • Pilot project • Evaluation • Expected Outcomes • ROI in 1 year • 5% market share in 1 year • New Tieto location12 © 2011 Tieto Corporation 2011-07-18
  • 13. Remote vs. face-to-facecommunicationHelsinki Team High-cost narrow-band Boundary communication channel spanner Boundary spanner Czech TeamAnalystArchitecture AmbassadorDesign&CodeTesting Low-cost broad-band communication channel © 2011 Tieto Corporation
  • 14. Our team story © 2011 Tieto Corporation14 2011-07-18
  • 15. Cust. Sales Req. mgmt. Development DeploymentWe started in 2006• Context: • Ostrava just a delivery centre – environment context • Successful “Agile” project • Started with local (offsite) coaching of developers and testers• Mindset and assumptions • Limited sphere of influence: • focus on engineering practices like TDD, component architecture, code conventions, continuous integration, pair work • Problems caused by onsite people • Pushing our ideal vision (no tradeoffs and workarounds) © 2011 Tieto Corporation 15
  • 16. Real case example• Developer’s perspective: • I’m asked for estimates… thus we focused on improved estimations using prototypes and iterations that helps to understand the problem more in details• First lessons learnt: • Improving estimations is sub-optimization • Onsite people making decisions lacks knowledge, we were not able to explain ideas • Our proposals seen as obstacles• Let’s conduct Agile training courses onsite to learn experience and constraints of others.16 © 2011 Tieto Corporation 2011-07-18
  • 17. Cust. Sales Req. mgmt. Development Deployment2007• Context: Whole delivery teams – onsite & offsite • Conducting training courses for PMs and other roles onsite• Mindset change: • Problem is sales people • People have different views on the whole value chain (different concerns, goals, targets) © 2011 Tieto Corporation 17
  • 18. Real case example• Explaining iteration concept via phone to traditional PM was hard • Different mindset, vocabulary• Onsite PM training discovered fix-all-contract consequences! • Hard to utilize sprints/iterations benefits• Second lessons learnt: • Agile workshops with sales to learn their experience and constraints • Different views and concerns of different people • Typology • Change agent (gate keeper, boundary spanner) for remote synchronization • Narrow band channel18 © 2011 Tieto Corporation 2011-07-18
  • 19. Cust. Sales Req. mgmt. Development Deployment2008• Context: Whole delivery chain – onsite & offsite & sales • Conducting workshops for sales and customer representatives• Mindset: • Problem is customer and contract • We and customer see the value and control differently • People do what they are measured for • Delivered something else then expected in spite of fulfilling SLA/contract • Our vision is not the only truth • Looking for common goal © 2011 Tieto Corporation 19
  • 20. Real case example• Sales: Customer needs price estimate to get budget to finance project • Fix price is not the only model  teach customers • Fix price leads to lose-lose situation• Third lessons learnt: • Gather all people involved (one team approach) • Uncover common goal • People are part of the system (act as measured, different silos) • Social relationship is key for further remote communication (trust)• Let’s conduct Kaizen workshops with customers as well20 © 2011 Tieto Corporation 2011-07-18
  • 21. Cust. Sales Req. mgmt. Development Deployment2009• Context: Whole value chain • Conducting Kaizen workshops with customers as well• Mindset: • People are part of “the system” • Trying to merge people’s view of the system • Most constraints are mental • Problems can be solved if we extend the context • Focus on solving Value Stream/Technical issues © 2011 Tieto Corporation 21
  • 22. Cust. Sales Req. mgmt. Development Deployment2010• Context: People around Whole value chain• Mindset: • People have their personal view of the system they are part of • People have their own needs and internal drivers • Trying to understand perspectives of other people and their needs • Always fix the root cause in long term • But also provide quick wins here and now to ease the pain•  Coaching (pull instead of push) © 2011 Tieto Corporation 22
  • 23. Real life example• 2 day workshop in Helsinki• Island volcano was against• Video workshop • Lacking personal presence and body language • Technology caused interruptions (hijacking talks) • People annoyed • 3 days instead of 2• Face-to-face contact needed to build social relationships• Highly interactive communication (whiteboard discussions)23 © 2011 Tieto Corporation 2011-07-18
  • 24. 14 weeks framework The way to overcome distribution 1 2 3 4 5 6 7 8 9 10 11 12 13 14 © 2011 Tieto Corporation24 2011-07-18
  • 25. How to?• Question: How to do distribute coaching if it is so difficult? • Agile&Lean coaching is not only about its practices • Human aspects • Respect and Trust• Answer: Goal is to start-up continuous improvement • …the rest is just matter of time:-) • Lessons learnt as dependence on mentors• The way: 14 weeks framework  latest evolution of our approach25 © 2011 Tieto Corporation 2011-07-18
  • 26. 14 Weeks Transformation Framework Continuous improvement Independence • Improvement (A3) discussion • Team self-improvement and implementation • On demand consultancy • Internal coach education • Hands-on support Focus / Kick-off • Common understanding of situation, motivation • Top issues captured (Kaizen workshop)Introduction• Transformation goals• Lean Awareness / Game• Key terms and tools • Investment: 6 man-days extra time in 14 weeks for each core team member • Components: • Lean Awareness workshops • Kaizen workshop • Bi-weekly follow-ups • Additional tools and materials © 2011 Tieto Corporation
  • 27. Independence Improvement Kick-off IntroIntroduction• Multiple entry points • Teasers and teasing discussions • Agile training course • Lean awareness Things can be done • Mentoring in a different way• Goal Everyone is responsible for • Make people interested himself Stop talking • Make people care let’s play :-) • Make people to pull for more27 © 2011 Tieto Corporation 2011-07-18
  • 28. Independence Improvement Kick-off IntroIntroduction Together we can change the world28 © 2011 Tieto Corporation 2011-07-18
  • 29. 14 Weeks Transformation Framework Continuous improvement Independence • Improvement (A3) discussion • Team self-improvement and implementation • On demand consultancy • Internal coach education • Hands-on support Focus / Kick-off • Common understanding of situation, motivation • Top issues captured (Kaizen workshop)Introduction• Transformation goals• Lean Awareness / Game• Key terms and tools • Investment: 6 man-days extra time in 14 weeks for core team members • Components: • Lean Awareness workshops • Kaizen workshop • Bi-weekly follow-ups • Additional tools and materials © 2011 Tieto Corporation
  • 30. Independence Improvement Kick-off IntroKick-off• 2 days Kaizen workshop• Goal • Get people physically together • Synchronize all the people about • Common goal • What’s the value • How the value is delivered • Identify bottlenecks and plan to fix• This activity creates momentum necessary for the change30 © 2011 Tieto Corporation 2011-07-18
  • 31. Independence Improvement Kick-offKaizen workshop – guideline Intro• Upfront preparation • Invite right people • Identify delivery streams (80:20) • Ensure • Owner of the activity • Executive support • Mentor • Skilled facilitators • Communicate details to stakeholders • What’s expected from them • Future workshop outcomes31 © 2011 Tieto Corporation 2011-07-18
  • 32. Independence Improvement Kick-offKaizen workshop – guideline Day1 Intro • Goal, Agenda, People, Expectations Intro • William Wallace speech • Group work Value Stream Mapping • Consolidation of results onto whiteboard Value Stream Mapping • Group work issue identification across whole stream Issues • Issue consolidation onto the whiteboard • Issue prioritization Root cause • 5 whys or Current Reality Mapping (ToC CRT) • Wrap-up and feedback Social • Dinner or beer in restaurant32 © 2011 Tieto Corporation 2011-07-18
  • 33. Independence Improvement Kick-offKaizen workshop – guideline Day1 Intro • Goal, Agenda, People, Expectations Intro • William Wallace speech • Group work Value Stream Mapping • Consolidation of results onto whiteboard Value Stream Mapping • Group work issue identification across whole stream Issues • Issue consolidation onto the whiteboard • Issue prioritization Root cause • 5 whys or Current Reality Mapping (ToC CRT) • Wrap-up and feedback Social • Dinner or beer in restaurant33 © 2011 Tieto Corporation 2011-07-18
  • 34. Independence Improvement Kick-offGroup works (facilitator’s lessons) Intro Intro I can’t believe a single feature delivery takes so long… Value Stream Mapping Issues Wow, this value stream is different than we thought it is Root cause These group works are great. I do not feel sleepy and I am Social much more involved34 © 2011 Tieto Corporation 2011-07-18
  • 35. Independence Improvement Kick-off IntroThe Value and the stream 1 week Req. Cust. contact Spec Intro Ballpark Decision to 2d Classific Ass. to IA estimate Approved Requeste cont. ation (CCB) (Impl. 2h (Sol. Arch.) 1d 2w (Sol. Arch.) Arch.) 20 m 1h 20 m 1 week 1 day 5h Value Cust. contact Stream Mapping 1 week 2 weeks Des. Des. Iter. Cust. contact Spec Spec backlog 1 month Issues 1w Des. Spec. Release Agreed by Agreed by Assig. to Tech. Spec. and cost agreed by Break down cust. cust. Sol. Arch. and impl. estimate 3 h cust. 2d 2 weeks 2 months 3 weeks 1d 40 h 4d Root Wait for cause test 1 month System/ Test Dev Test Test Regressi Performanc Customer Review Case (DS) Spec. on test e/install Testing created Social Tests 4h 1h 1d 1h 2h 4h Rework Rework Bug fix Bug fix (JIRA) (JIRA) Bug fix 1d 8h 2d (REQUESTE) 1d35 © 2011 Tieto Corporation 1 week
  • 36. Independence Improvement Kick-offKaizen workshop – guideline Day1 Intro • Goal, Agenda, People, Expectations Intro • William Wallace speech • Group work Value Stream Mapping • Consolidation of results onto whiteboard Value Stream Mapping • Group work issue identification across whole stream Issues • Issue consolidation onto the whiteboard • Issue prioritization Root cause • 5 whys or Current Reality Mapping (ToC CRT) • Wrap-up and feedback Social • Dinner or beer in restaurant36 © 2011 Tieto Corporation 2011-07-18
  • 37. Independence Improvement Kick-offKaizen workshop – guideline Day1 Intro • Goal, Agenda, People, Expectations Intro • William Wallace speech • Group work Value Stream Mapping • Consolidation of results onto whiteboard Value Stream Mapping • Group work issue identification across whole stream Issues • Issue consolidation onto the whiteboard • Issue prioritization Root cause • 5 whys or Current Reality Mapping (ToC CRT) • Wrap-up and feedback Social • Dinner or beer in restaurant37 © 2011 Tieto Corporation 2011-07-18
  • 38. Current Low ROI High maintenance Reality costs A lot of maintenance workIntro Tree HardToMaintain software at output Defect software at output Cheap&dirty Demotivated solution often team members wins ValueStreamMapping Higher cost per Teams over- Strong push to feature than commit teams to deliver estimated themselves faster More items to be delivered thanIssues possible Constant Productivity is obstacles in slower than development estimated Rootcause Concrete scope Estimates are is promised to often too customers optimistic Estimates are forcedSocial upfront without proof of concept Fixed priced contract with customers © 2011 Tieto Corporation
  • 39. Independence Improvement Kick-offKaizen workshop – guideline Day1 Intro • Goal, Agenda, People, Expectations Intro • William Wallace speech • Group work Value Stream Mapping • Consolidation of results onto whiteboard Value Stream Mapping • Group work issue identification across whole stream Issues • Issue consolidation onto the whiteboard • Issue prioritization Root cause • 5 whys or Current Reality Mapping (ToC CRT) • Wrap-up and feedback Social • Dinner or beer in restaurant39 © 2011 Tieto Corporation 2011-07-18
  • 40. Evening dinner Intro Who’s turned off the lights?!? Value Stream Mapping Now I see that you are humans guys, not just roles:-) Issues Root I can see faces behind cause all these names… Social40 © 2011 Tieto Corporation 2011-07-18
  • 41. Independence Improvement Kick-offKaizen workshop – guideline Day2 Intro • Day 1 recap Day 1 • Goal, warm-up recap • Root cause analysis recapProblem • World coffee solution creation solving • Ease the pain • Kaizen steps  A3s Plan • Long term vision and plan • Heroes group definition • Coaches and mentors Groups • 14 weeks framework sessions planned • Wrap-upWrap-up • Feedback41 © 2011 Tieto Corporation 2011-07-18
  • 42. Independence Improvement Kick-offKaizen workshop – guideline Day2 Intro • Day 1 recap Day 1 • Goal, warm-up recap • Root cause analysis recapProblem • World coffee solution creation solving • Ease the pain • Kaizen steps  A3s Plan • Long term vision and plan • Heroes group definition • Coaches and mentors Groups • 14 weeks framework sessions planned • Wrap-upWrap-up • Feedback42 © 2011 Tieto Corporation 2011-07-18
  • 43. Independence Improvement Kick-off IntroImprovement formalization • A5 Day 1 recap • Draw-up improvement proposal • Problem description + solution or the first suggestionProblemsolving • A3 • Approved and prioritized A5 Plan • Based on Plan-Do-Check-Act cycle • Reporting of the improvement • Problem description and background Groups • Target (improved) state • Problem root cause analysis • Proposed solution in form of measurable actionsWrap-up • Real state after implementation43 © 2011 Tieto Corporation 2011-07-18
  • 44. Independence Improvement Kick-offKaizen workshop – guideline Day2 Intro • Day 1 recap Day 1 • Goal, warm-up recap • Root cause analysis recapProblem • World coffee solution creation solving • Ease the pain • Kaizen steps  A3s Plan • Long term vision and plan • Heroes group definition • Coaches and mentors Groups • 14 weeks framework sessions planned • Wrap-upWrap-up • Feedback44 © 2011 Tieto Corporation 2011-07-18
  • 45. Independence Improvement Kick-offKaizen workshop – guideline Day2 Intro • Day 1 recap Day 1 • Goal, warm-up recap • Root cause analysis recapProblem • World coffee solution creation solving • Ease the pain • Kaizen steps  A3s Plan • Long term vision and plan • Heroes group definition • Coaches and mentors Groups • 14 weeks framework sessions planned • Wrap-upWrap-up • Feedback45 © 2011 Tieto Corporation 2011-07-18
  • 46. 14 Weeks Transformation Framework Continuous improvement Independence • Improvement (A3) discussion • Team self-improvement and implementation • On demand consultancy • Internal coach education • Hands-on support Focus / Kick-off • Common understanding of situation, motivation • Top issues captured (Kaizen workshop)Introduction• Transformation goals• Lean Awareness / Game• Key terms and tools • Investment: 6 man-days extra time in 14 weeks for each core team member • Components: • Lean Awareness workshops • Kaizen workshop • Bi-weekly follow-ups • Additional tools and materials © 2011 Tieto Corporation
  • 47. Independence Improvement Kick-off IntroImprovement meetings• Goal • Plan-Do-Check-Act cycle in practice • Learning by doing • Teaching to fish• Agenda • 14 weeks meeting schedule update • Regular re-voting about streams (Go/No Go) • Regular follow-up of A5/A3 • New and existing A5/A3 + prioritization, status, follow-up47 © 2011 Tieto Corporation 2011-07-18
  • 48. 14 Weeks Transformation Framework Continuous improvement Independence • Improvement (A3) discussion • Team self-improvement and implementation • On demand consultancy • Internal coach education • Hands-on support Focus / Kick-off • Common understanding of situation, motivation • Top issues captured (Kaizen workshop)Introduction• Transformation goals• Lean Awareness / Game• Key terms and tools • Investment: 6 man-days extra time in 14 weeks for core team members • Components: • Lean Awareness workshops • Kaizen workshop • Bi-weekly follow-ups • Additional tools and materials © 2011 Tieto Corporation
  • 49. Independence Improvement Kick-off IntroIndependence• Goal • To get here with the team :-) Vision is stable Continuous improvement implemented Local mentor(s) in place Bright future secured :-)49 © 2011 Tieto Corporation 2011-07-18
  • 50. Wrap-up Questions and answers© 2011 Tieto Corporation
  • 51. Conclusion• What did you take from the tutorial? © 2011 Tieto Corporation
  • 52. Conclusion• Coaching is about coaching people • People first, system the second • Soft skills, practice what you preach• We showed our way to overcome this distribution • Motivate people to PULL • Face to face intensive sharing kick-off • Focus onto build-in continuous improvement (driven by teams)• Remember our story and mindset shift • Actions need to correspond to people and environment readiness52 © 2011 Tieto Corporation 2011-07-18
  • 53. Jaroslav Procházka Tomáš Tureček© 2011 Tieto Corporation Principal Consultants Delivery Mentor Network, Tieto jaroslav.prochazka@tieto.com tomas.t.turecek@tieto.com

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