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.
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

    1. 1. What I learned from burning my house…<br />A Sense of Urgency<br />Robin Dymond<br />Innovel<br />Yves Hanoulle <br />PairCoaching.net<br />
    2. 2. About()<br />Yves Hanoulle<br />Robin Dymond, CST<br />Change Consultant<br />Training, Coaching & Consultancy Services <br />on agile & Team practices<br />in EMEA. <br />Trainer, Management Consultant and Coach<br />Training, Coaching organizations on Scrum, Agile and Lean.<br />Certified Scrum Trainer<br />2<br />
    3. 3. You.About(1 minute)<br />Who are you?<br />What makes you different?<br />What would be the successful outcome of this talk for you?<br />3<br />
    4. 4. Agenda<br /><ul><li>Intro
    5. 5. Complacency
    6. 6. False sense of Urgency
    7. 7. True sense of Urgency
    8. 8. Bring the outside in
    9. 9. Behave with Urgency every day
    10. 10. Find the opportunities in a crises
    11. 11. Dealing with NONO’s
    12. 12. Keep the urgency up</li></ul>4<br />
    13. 13. Model, you apply it, our experience<br />5<br />
    14. 14. Referee Cards<br />6<br />
    15. 15. Why are we are here?<br />Kotter: 70% of change efforts fail.<br />Womack: few companies adopting Lean become Lean organizations<br />Organizations are struggling with transitioning to Agile<br />The problem of change is a universal issue<br />It’s about creating Learning organisations<br />7<br />
    16. 16. Intro I: 1991/08/01 19:36<br />8<br />
    17. 17. Intro II<br />9<br />
    18. 18. Intro III<br />10<br />
    19. 19. Notes 1<br />What were the ramifications of this devastating fire? For you, for the family? What did you lose? What did it cost?<br />How does this accident relate to you? <br />Were you complacent? Was it just an accident? How did it change you?<br />11<br />
    20. 20. Complacency<br />12<br />
    21. 21. Complacency<br />13<br />
    22. 22. Complacency<br />Wiktionary:<br />A feeling of contentment or self-satisfaction , especially when coupled with unawareness of danger or trouble<br />Merriam-Webster:<br />a feeling of being satisfied with how things are and not wanting to try to make them better : a complacent feeling or condition<br />14<br />
    23. 23. Complacency<br />15<br />
    24. 24. What is Complacency in Software development?<br />16<br />
    25. 25. Complacency<br /><ul><li>Manual build
    26. 26. Manual testing
    27. 27. Not updating practises/Technology
    28. 28. Solo programming
    29. 29. Not fixing failing build
    30. 30. Complicated proces with # steps without value
    31. 31. “That’s the way we work here”
    32. 32. Not changing the organisation
    33. 33. Blame the messenger</li></ul>17<br />
    34. 34. False Urgency<br />18<br />
    35. 35. What is False Urgency in Software development?<br />19<br />
    36. 36. False Urgency<br /><ul><li>Many meetings
    37. 37. Heavy process with many approvals
    38. 38. Detail estimates for detailed requirements
    39. 39. Overtime for months
    40. 40. Many more meetings
    41. 41. Over assigning work to ensure everyone is 100% active
    42. 42. Check the hours instead of the results
    43. 43. Micro management
    44. 44. Adrenaline Junkies
    45. 45. E-mail, twitter, phone</li></ul>20<br />
    46. 46. True urgency<br />21<br />
    47. 47. True Urgency<br />22<br />
    48. 48. Quadrant of Effective People<br />TrueUrgency<br />False Urgency<br />23<br />
    49. 49. Bring the outside in<br />24<br />
    50. 50. What is Bring the outside in in Software development?<br />25<br />
    51. 51. Bring the outside in<br /><ul><li>Visit your competitors
    52. 52. Learn ideas from other industries (lean)
    53. 53. Walk a mile in your customers shoes
    54. 54. Use your own software (Eat your own dogfood)
    55. 55. Information Radiators all around the company
    56. 56. Hire consultants
    57. 57. Become a student
    58. 58. Read books
    59. 59. Go to a conference
    60. 60. Rotate people between teams</li></ul>26<br />
    61. 61. Behave with urgency every day<br />27<br />
    62. 62. What is Behave with urgency every day in Software development?<br />28<br />
    63. 63. Behave wih urgency every day<br /><ul><li>Prioritized Product backlog
    64. 64. Daily Stand up
    65. 65. Limiting Work In Progress
    66. 66. Removing impediments
    67. 67. Sun does not set on a defect
    68. 68. Continous improvement
    69. 69. Stop the line
    70. 70. What’s the bottleneck today?
    71. 71. Measure time to market</li></ul>29<br />
    72. 72. Crisis Coach<br />30<br />
    73. 73. Find opportunities in a crises<br />31<br />
    74. 74. Open Vulcano Conference<br />32<br />
    75. 75. What is Find opportunities in a crises in Software development?<br />33<br />
    76. 76. Find opportunities in a crises<br />Challenger Explosion  Reorg NASA<br />Netscape problems  Mozilla<br />Music Piracy  iPod + iTunes<br />Late overbudget Projects  agile <br />Bug  First Unit test then fix<br />Building software is hard  automate build<br />Retrospectives<br />1 common enemy  Unites people<br />Limited budget  higher focus on value<br />34<br />
    77. 77. Orlando<br />35<br />
    78. 78. NONO’s<br />36<br />
    79. 79. Ignore/co-opt<br />37<br />
    80. 80. Fire NONO’s<br />38<br />
    81. 81. Keep NONO’s Distracted and Busy<br />39<br />
    82. 82. Deal with NONO’s<br />What is Keep them busy in Software development?<br />40<br />
    83. 83. Keep the NONO’s busy<br />we don’t think this works in agile<br />41<br />
    84. 84. Identify the nono<br />42<br />
    85. 85. Deal with NONO’s<br />How can we identify the nono in Software development?<br />43<br />
    86. 86. Deal with NONO’s: Identify the nono<br />Explain what is a NONO<br />Make their behavior transparent to everyone<br />Use social accountability and peer pressure to align<br />Team:<br />Self-organisation<br />Pair-Programming<br />Co-located teams<br />Organisation:<br />Education<br />Raising Impediments<br />Information Radiators<br />44<br />
    87. 87. Prime Directive<br /> 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.<br />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.<br />45<br />
    88. 88. Keep urgency up<br />46<br />
    89. 89. How can we Keep the Urgency up in Software development?<br />47<br />
    90. 90. Keep Urgency Up<br />What is the Bottleneck today?<br />Feedback<br />Retrospectives<br />Stop The Line<br />Customer collaboration<br />Continuous Improvement<br />Eliminating non value work<br />Daily Standup<br />Burndown charts<br />Demos<br />Continuous Deployment<br />48<br />
    91. 91. Rate of change in business is increasing<br />49<br />
    92. 92. Leading Change<br />A sense of urgency<br />The guiding team<br />Visions and strategies<br />Communication<br />Empowerment<br />Short-term wins<br />Never letting up<br />Making Change stick<br />50<br />
    93. 93. Sources<br />http://www.librarything.com/catalog.php?view=YvesHanoulle<br />51<br />
    94. 94. Free Lifetime support<br />Innovel LLC<br />PairCoaching.net<br />Yves Hanoulle<br />Blog, Twitter, Slides, Books, Pictures <br />http://www.hanoulle.be<br />Mail : Mailing at Paircoaching dot net<br />Mobile: +32 476 43 38 32<br />Skype: YvesHanoulle<br />More? Google me<br />Free life time:<br /> My life not yours ;-)<br />Robin Dymond<br />rdymond@innovel.net<br />www.innovel.net<br />www.scrumtraining.com<br />Americas: (804) 239-4329<br />Europe: +32 489 674 366<br />52<br />
    95. 95. Благодарю!<br />&<br />Дякую!<br />53<br />