Pissing against the wind

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Every organisation pretends to be unique, but they mostly follow similar mechanics. Discover how your organisation too falls into common pitfalls and antipatterns and how you can leverage the situation to improve it.

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Pissing against the wind

  1. 1. Pissing against the wind @ziobrando
  2. 2. About me In the IT field since ZX Spectrum Strategic IT Consultant ...whatever that means Trainer (Avanscoperta & Skills Matter) Technical Writer Blogger: http://ziobrando.blogspot.com Twitter: @ziobrando My e-mail: alberto.brandolini@gmail.com
  3. 3. What I do 9% 11% 12% 31% 38% Agile processes Domain-Driven Design Efficiency & Management Architecture Funny clown
  4. 4. Intelligent persons taking stupid decisions
  5. 5. But first...
  6. 6. Preface
  7. 7. Love?
  8. 8. Thermodynamic convenience
  9. 9. 15° C
  10. 10. 18° C 40° C
  11. 11. 35° C sunny, windy
  12. 12. But for us...
  13. 13. He’s lovely He’s lazy He’s smart He’s cute he’s a bastard
  14. 14. Friction and how Scrum and Kanban pretend to face it
  15. 15. Scrum Roles Team Scrum Master Product Owner
  16. 16. Why Roles?
  17. 17. Team Scrum Master? Product Owner
  18. 18. Team Team Scrum Master? Product Owner
  19. 19. Team Team Scrum Master? Product Owner
  20. 20. Team Team Scrum Master? Product Owner Team Leader?
  21. 21. Team Team Scrum Master? Product Owner Team Leader? Project Manager?
  22. 22. Team Team Scrum Master? Product Owner Team Leader? Project Manager? Consultant?
  23. 23. Team Team Scrum Master? class? Product Owner Team Leader? Project Manager? Consultant?
  24. 24. Team Team Scrum Master? class? Product Owner? Team Leader? Project Manager? Consultant?
  25. 25. Team Team Scrum Master? class? Product Owner? Team Leader? Project Manager? Consultant? ?
  26. 26. Product Owner
  27. 27. Product Owner Needs to be a person with the knowledge, the ability and the power to make critical decision for the product in development
  28. 28. Scrumbut
  29. 29. Good as bolognese sauce made with seitan
  30. 30. or..
  31. 31. “Scrum doesn’t work. Let’s try something else”
  32. 32. Kanban •lightweight start •We don’t touch roles
  33. 33. Apparently Dev Team Organization
  34. 34. After fixing things...
  35. 35. We discover that...
  36. 36. It’s always an IT problem until it’s proved not to be. I’ve been involved in agile teams where I’ve seen improvements on the technical side expose shortcomings and failures on the business side. When delivery is predictable the bottleneck shifts into the business. By delivering high quality software that just works, continuous feedback from customers and the measurement of realized benefits often reveals poor decision- making in other parts of the organization. http://nobull.energizedwork.com/ Simon Baker
  37. 37. They’re not always happy
  38. 38. Resistence
  39. 39. Our role
  40. 40. right? wrong?
  41. 41. right? wrong? Embarassing implementations
  42. 42. right? wrong? Embarassing implementations Cronically late
  43. 43. right? wrong? Embarassing implementations Cronically late overpromising and underfulfilling
  44. 44. right? wrong? Embarassing implementations Cronically late overpromising and underfulfilling ...
  45. 45. right? wrong? Embarassing implementations Cronically late overpromising and underfulfilling Constraints, policies, etc. ...
  46. 46. right? wrong? Embarassing implementations Cronically late overpromising and underfulfilling Constraints, policies, etc. ... changing requirements
  47. 47. right? wrong? Embarassing implementations Cronically late overpromising and underfulfilling Constraints, policies, etc. ... changing requirements companies do not understand IT
  48. 48. right? wrong? Embarassing implementations Cronically late overpromising and underfulfilling Constraints, policies, etc. ... changing requirements companies do not understand IT Salary policies
  49. 49. right? wrong? Embarassing implementations Cronically late overpromising and underfulfilling Constraints, policies, etc. ... changing requirements companies do not understand IT Only conservative choices allowed Salary policies
  50. 50. “It’s not all black or white” Pierrot
  51. 51. “It’s not all black or white” A. Del Piero
  52. 52. By the way... some of you should have thought... “Alex del Pierrot”
  53. 53. ...and that would be the only thing you’ll remember of this talk This is the thing I cannot guarantee here...
  54. 54. Like it or not
  55. 55. Our brain is a weird animal
  56. 56. Let’s get back to us
  57. 57. 0 I’m sincerely impressed by your progress, guys!
  58. 58. Gods are angry
  59. 59. Burn the witch!
  60. 60. It’s IT’s fault!
  61. 61. We always look for a simple cause & effect relation
  62. 62. ...but in a complex system, the explanation can’t be simple
  63. 63. nevertheless.. http://www.wpclipart.com/medical/anatomy/brain/four_lobes_of_the_cerebral_cortex.png.html
  64. 64. This is how we are
  65. 65. System 1
  66. 66. System 1 Quick pattern matching
  67. 67. System 1 Quick pattern matching parallel processing, unaware mode
  68. 68. System 1 Quick pattern matching parallel processing, unaware mode Low energy consumption
  69. 69. System 1 Quick pattern matching parallel processing, unaware mode Low energy consumption System 2
  70. 70. System 1 Quick pattern matching parallel processing, unaware mode Low energy consumption System 2 Complex elaboration that need attention and concentration
  71. 71. System 1 Quick pattern matching parallel processing, unaware mode Low energy consumption System 2 No parallelism Complex elaboration that need attention and concentration
  72. 72. System 1 Quick pattern matching parallel processing, unaware mode Low energy consumption System 2 High energy consumption No parallelism Complex elaboration that need attention and concentration
  73. 73. The cat
  74. 74. Let’s get back to Scrum
  75. 75. Sel Self-organizing team
  76. 76. Organization chart
  77. 77. You know it
  78. 78. Divide et impera
  79. 79. Divide et impera System 1 bullshit
  80. 80. Decisions Information
  81. 81. 2 problem families: ! Decisions taken in the wrong place ! Decisions taken in the wrong way
  82. 82. “I gave you 2 more persons... You’ll deliver earlier!”
  83. 83. “I gave you 2 more persons... You’ll deliver earlier!”
  84. 84. “I gave you 2 more persons... You’ll deliver earlier!” - Linear outcome (false)
  85. 85. “I gave you 2 more persons... You’ll deliver earlier!” - Linear outcome (false) - Linear proportion between cost and delivered value (false)
  86. 86. “I gave you 2 more persons... You’ll deliver earlier!” - Linear outcome (false) - Linear proportion between cost and delivered value (false) - Linear starting costs (false)
  87. 87. “We couldn’t hire a senior, so we hired two juniors”
  88. 88. “We couldn’t hire a senior, so we hired two juniors”
  89. 89. “We couldn’t hire a senior, so we hired two juniors” - Linear outcome (false)
  90. 90. “We couldn’t hire a senior, so we hired two juniors” - Linear outcome (false) - Linear proportion between cost and delivered value (false)
  91. 91. “We couldn’t hire a senior, so we hired two juniors” - Linear outcome (false) - Linear proportion between cost and delivered value (false) - Linear starting costs (false)
  92. 92. “Proceed with the other activities in the meanwhile”
  93. 93. “Proceed with the other activities in the meanwhile”
  94. 94. “Proceed with the other activities in the meanwhile” - Null context switch cost (false)
  95. 95. “Proceed with the other activities in the meanwhile” - Null context switch cost (false) - Suspended activities remain idle (false)
  96. 96. “Proceed with the other activities in the meanwhile” - Null context switch cost (false) - Suspended activities remain idle (false) - Doing is always better than not doing (false)
  97. 97. The bullshit asymmetry principle
  98. 98. The amount of energy necessary to refute bullshit is an order of magnitude bigger than to produce it
  99. 99. Pyramid is disfunctional
  100. 100. Convincing the boss
  101. 101. Decisions Informations
  102. 102. Decisions Informations I need to convince my boss to let me do this thing
  103. 103. Decisions Informations I need to convince my boss to let me do this thing I have no idea what he’s talking about
  104. 104. Decisions Informations I need to convince my boss to let me do this thing I have no idea what he’s talking about But I have to say something
  105. 105. Versailles Antipattern
  106. 106. Versailles Antipattern Boss is not in the right mood today
  107. 107. Versailles Antipattern Boss is not in the right mood today Can you help me convincing him?
  108. 108. Versailles Antipattern Boss is not in the right mood today Can you help me convincing him? We need a mutual cover-up strategy
  109. 109. Versailles Antipattern Boss is not in the right mood today Can you help me convincing him? We need a mutual cover-up strategy I heard that he said that...
  110. 110. Waste
  111. 111. Cortisan born to resolve language problems between the king, aristocracy and people. Typically evolves into a filter. Variable power.
  112. 112. Cortisan born to resolve language problems between the king, aristocracy and people. Typically evolves into a filter. Variable power.
  113. 113. Richelieu Cortisan born to resolve language problems between the king, aristocracy and people. Typically evolves into a filter. Variable power.
  114. 114. Richelieu Cortisan born to resolve language problems between the king, aristocracy and people. Typically evolves into a filter. Variable power.
  115. 115. Richelieu Alfano Cortisan born to resolve language problems between the king, aristocracy and people. Typically evolves into a filter. Variable power.
  116. 116. Waste
  117. 117. These are problems for every organization
  118. 118. ...but Agile rides straight into that
  119. 119. Software development is a continuous decision making process
  120. 120. Are we good decision makers?
  121. 121. How can I exit the stalemate?
  122. 122. Ideology?
  123. 123. Ideology? NO!
  124. 124. Skills Let’s add a dimension
  125. 125. Fine-Grained Delegation Management 30.com
  126. 126. Delegation Matrix Estimate Design Holiday Budget Tell Sell Consult X Agree Advise X Inquire X Delegate X
  127. 127. Towards nirvana Skills responsibility Frustration Conflicts Turnover Anarchy Losing control
  128. 128. Towards nirvana dream Skills responsibility Frustration Conflicts Turnover Anarchy Losing control
  129. 129. Towards nirvana dream Management’sview Skills responsibility Frustration Conflicts Turnover Anarchy Losing control
  130. 130. Towards nirvana dream Management’sview Team’s view Skills responsibility Frustration Conflicts Turnover Anarchy Losing control
  131. 131. (In)competence
  132. 132. Learning Organization?
  133. 133. How is feedback managed?
  134. 134. How is feedback managed?
  135. 135. How is feedback managed? - Real time feedback right after the lesson?
  136. 136. How is feedback managed? - Real time feedback right after the lesson? - End of course feedback?
  137. 137. How is feedback managed? - Real time feedback right after the lesson? - End of course feedback? - Post-degree feedback?
  138. 138. How is feedback managed? - Real time feedback right after the lesson? - End of course feedback? - Post-degree feedback? - 5 years after feedback?
  139. 139. once passed the gates...
  140. 140. Gavetta (apprenticeship)
  141. 141. “I park you somewhere, doing something not really useful, ‘cause I have no Idea about how to make you grow” Gavetta:
  142. 142. We need experienced people
  143. 143. We need experienced people
  144. 144. We need experienced people
  145. 145. The pyramid is stable
  146. 146. Recruiting Strategy
  147. 147. The hazing temptation
  148. 148. It’s been hard for me, it has to be hard for you.
  149. 149. Are we good teachers
  150. 150. NO
  151. 151. Incompetence Little alternatives Fear Immobilism
  152. 152. Bingo! Università produce incompetenti basso livello di competenze in azienda Università non impara Frustrazione per chi impara in fretta Gavetta Omologazione per chi resiste La piramide si rinforza Fuga di talenti
  153. 153. Wasted potential
  154. 154. Learning is up to you
  155. 155. Decision Making
  156. 156. Are we good in making decisions
  157. 157. With the appropriate tools
  158. 158. With the appropriate tools
  159. 159. Can we take decisions as teams?
  160. 160. Skills
  161. 161. Stress
  162. 162. Stress Psycological reaction ! To an adverse situation ! Situation is perceived as inevitable
  163. 163. Brain can’t learn
  164. 164. Is it really resistence?
  165. 165. Bingo! We don't learn under strsss Pyramid generates stress Low expertise levels justify pyramids Pyaramid strengthens
  166. 166. Conclusion
  167. 167. We have limited resources: Better not to take decisions in given circumstances
  168. 168. Some decisions can be taken without taking them (just letting them happen)
  169. 169. Decisions are a lot better if taken in the right place
  170. 170. deciding vs making it happen
  171. 171. 3 moves to change Rational instruction Emotional impact Removing impediments
  172. 172. (Not) an IT problem
  173. 173. Pyramid is the problem
  174. 174. IT Department
  175. 175. mess IT Department
  176. 176. mess mess IT Department
  177. 177. mess messmess IT Department
  178. 178. mess messmess IT Department MESS!
  179. 179. mess messmess IT Department MESS!MESS!
  180. 180. mess messmess IT Department MESS!MESS!MESS!
  181. 181. mess messmess IT Department MESS!MESS!MESS!MESS!
  182. 182. mess messmess IT Department MESS!MESS!MESS!MESS!MeSS!
  183. 183. mess messmess IT Department MESS!MESS!MESS!MESS!MeSS!MESS!
  184. 184. Dogfood effect
  185. 185. Who moves first?
  186. 186. Who moves first? NO!
  187. 187. There are alternatives www.betacodex.org
  188. 188. there are alternatives www.holacracy.org
  189. 189. We’re not alone
  190. 190. We’re not alone Agile
  191. 191. We’re not alone Agile Lean
  192. 192. We’re not alone Agile Lean Complexity Science
  193. 193. We’re not alone Agile Lean Complexity Science
  194. 194. We’re not alone Agile Lean Complexity Science
  195. 195. We’re not alone Agile Lean Complexity Science Management 3.0
  196. 196. We’re not alone Agile Lean Complexity Science Management 3.0 Beyond Budgeting
  197. 197. We’re not alone Agile Lean Complexity Science Management 3.0 Beyond Budgeting #Stoos
  198. 198. We’re not alone Agile Lean Complexity Science Management 3.0 Beyond Budgeting #Stoos Radical Management
  199. 199. Questions?
  200. 200. Thank you! @ziobrando alberto.brandolini@avanscoperta.it www.avanscoperta.it

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