It's not your fault

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Presentation done at Agile Cambridge 2013. Explores the ideas originally put forward by W Edwards Deming around 95% of the variability of any running system, particularly the ones around work, being down to the system, not the individual.

Discusses how to move to continuous improvement, where everybody owns the 95%.

Published in: Technology, Business
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It's not your fault

  1. 1. It’s not your fault Francis Fish FJF/DI/DM consultancy http://fjfdidm.com Engage! FJF/DI/DMFJF/DI/DM Engage! Love what you do & do it wellLove what you do & do it well Wednesday, 2 October 13
  2. 2. Who? • 30 years a coder, team leader, senior consultant • Once had job titles of “Agile XP Coach” (whatever that means) and “Development Manager” (hmm ...) • Member of the humanist wing of the agile movement • Qualified sports coach Wednesday, 2 October 13
  3. 3. https://leanpub.com/unicorns Wednesday, 2 October 13
  4. 4. ? • The Normal distribution • What it means for you • How to stop the pain • Discussion • Conclusions Wednesday, 2 October 13
  5. 5. Deming Wednesday, 2 October 13
  6. 6. Deming Statistician Credited with the ideas behind the post-war boom in Japan The Toyota Way is built on his ideas. Particularly the obsession with continuous improvement and respecting where the work is done. Wednesday, 2 October 13
  7. 7. Wednesday, 2 October 13
  8. 8. Wednesday, 2 October 13
  9. 9. Things: Calls, products, sales, software, blah blah Wednesday, 2 October 13
  10. 10. Things: Calls, products, sales, software, blah blah Measurements Wednesday, 2 October 13
  11. 11. Things: Calls, products, sales, software, blah blah Measurements Wednesday, 2 October 13
  12. 12. Wednesday, 2 October 13
  13. 13. Random? Wednesday, 2 October 13
  14. 14. Random? • There is a pattern Wednesday, 2 October 13
  15. 15. Random? • There is a pattern • Predicts what MAY happen, likely Wednesday, 2 October 13
  16. 16. Random? • There is a pattern • Predicts what MAY happen, likely • Not what WILL happen Wednesday, 2 October 13
  17. 17. Random? • There is a pattern • Predicts what MAY happen, likely • Not what WILL happen • (Aside: The fallacy of models) Wednesday, 2 October 13
  18. 18. Random? • There is a pattern • Predicts what MAY happen, likely • Not what WILL happen • (Aside: The fallacy of models) • (Aside: Teenagers ‘random’) Wednesday, 2 October 13
  19. 19. So ... Wednesday, 2 October 13
  20. 20. So ... It’s not your fault! Wednesday, 2 October 13
  21. 21. Wednesday, 2 October 13
  22. 22. 95% Wednesday, 2 October 13
  23. 23. So what? • If the "system" ( business, call centre, sales team ... etc) is performing correctly then 95% of variation in results comes from the system itself • Maybe (maybe) 5% is down to the individual • The rest is the constraints of the training, tools, processes and environment Wednesday, 2 October 13
  24. 24. Wednesday, 2 October 13
  25. 25. It’s not your fault! Wednesday, 2 October 13
  26. 26. It is all nonsense .. Wednesday, 2 October 13
  27. 27. It is all nonsense .. • Performance reviews Wednesday, 2 October 13
  28. 28. It is all nonsense .. • Performance reviews • Targets Wednesday, 2 October 13
  29. 29. It is all nonsense .. • Performance reviews • Targets • Performance related pay Wednesday, 2 October 13
  30. 30. It is all nonsense .. • Performance reviews • Targets • Performance related pay • Annual reviews Wednesday, 2 October 13
  31. 31. It is all nonsense .. • Performance reviews • Targets • Performance related pay • Annual reviews • Quarterly figures Wednesday, 2 October 13
  32. 32. It is all nonsense .. • Performance reviews • Targets • Performance related pay • Annual reviews • Quarterly figures If you can’t change the conditions of the system you can affect maybe 5% of the outcome. Most of the time what you do will be swamped Wednesday, 2 October 13
  33. 33. Wednesday, 2 October 13
  34. 34. Wednesday, 2 October 13
  35. 35. Wednesday, 2 October 13
  36. 36. Wednesday, 2 October 13
  37. 37. It’s not your fault! Wednesday, 2 October 13
  38. 38. Deming’s 14 points Wednesday, 2 October 13
  39. 39. Deming’s 14 points The 14 points have one aim, make it possible for people to do their work with joy and pride. Wednesday, 2 October 13
  40. 40. Deming’s 14 points Wednesday, 2 October 13
  41. 41. Deming’s 14 points 1. Constancy of purpose 2. Adopt the new philosophy ... 8. Drive out fear ... 10. Eliminate slogans 11. Eliminate management by objectives 12. Remove barriers to pride of workmanship Wednesday, 2 October 13
  42. 42. By what method? Wednesday, 2 October 13
  43. 43. Improvement Wednesday, 2 October 13
  44. 44. Improvement • Who is in control of the 95%? Wednesday, 2 October 13
  45. 45. Improvement • Who is in control of the 95%? • Because we’ve made promises to our investors we need 6% more sales in EMEA next year ... Wednesday, 2 October 13
  46. 46. Improvement • Who is in control of the 95%? • Because we’ve made promises to our investors we need 6% more sales in EMEA next year ... • If we knew how to do that we’d have done it already! Wednesday, 2 October 13
  47. 47. By what method? Wednesday, 2 October 13
  48. 48. Targets are wishes Wednesday, 2 October 13
  49. 49. Targets are wishes • They are wishing, just like forecasts Wednesday, 2 October 13
  50. 50. Targets are wishes • They are wishing, just like forecasts • Forcing improvement instead of striving for it Wednesday, 2 October 13
  51. 51. Targets are wishes • They are wishing, just like forecasts • Forcing improvement instead of striving for it • Shirking of responsibility Wednesday, 2 October 13
  52. 52. Targets are wishes • They are wishing, just like forecasts • Forcing improvement instead of striving for it • Shirking of responsibility • If numbers are used to manage objectives they become objectives - disconnected with reality - and they get gamed if they are unrealistic Wednesday, 2 October 13
  53. 53. Targets are wishes • They are wishing, just like forecasts • Forcing improvement instead of striving for it • Shirking of responsibility • If numbers are used to manage objectives they become objectives - disconnected with reality - and they get gamed if they are unrealistic • Your spreadsheet has no value if it doesn’t connect with the work Wednesday, 2 October 13
  54. 54. Targets are wishes • They are wishing, just like forecasts • Forcing improvement instead of striving for it • Shirking of responsibility • If numbers are used to manage objectives they become objectives - disconnected with reality - and they get gamed if they are unrealistic • Your spreadsheet has no value if it doesn’t connect with the work • You ... ? Wednesday, 2 October 13
  55. 55. Comfort? All the institutions you were brought up with were designed to work with fear and conformity School College University ... If the only model you have is a brutal hierarchy that uses blame then that’s what you will use. You don’t know any better Wednesday, 2 October 13
  56. 56. Comfort? All the institutions you were brought up with were designed to work with fear and conformity School College University ... If the only model you have is a brutal hierarchy that uses blame then that’s what you will use. You don’t know any better Wednesday, 2 October 13
  57. 57. Wednesday, 2 October 13
  58. 58. It’s not your fault! Wednesday, 2 October 13
  59. 59. But ... • Everyone is doing their best • Blame is no use • Violence is how we get things done • What can I do? Wednesday, 2 October 13
  60. 60. Hierarchy Wednesday, 2 October 13
  61. 61. Hierarchy Control Wednesday, 2 October 13
  62. 62. Hierarchy Control Responsibility Wednesday, 2 October 13
  63. 63. Brains Wednesday, 2 October 13
  64. 64. Brains • One brain expecting obedience Wednesday, 2 October 13
  65. 65. Brains • One brain expecting obedience • Lots of brains working on the work Wednesday, 2 October 13
  66. 66. Brains • One brain expecting obedience • Lots of brains working on the work • Who’s going to succeed? Wednesday, 2 October 13
  67. 67. Brains • One brain expecting obedience • Lots of brains working on the work • Who’s going to succeed? • Helpless children or adults? Wednesday, 2 October 13
  68. 68. Lean thinking Wednesday, 2 October 13
  69. 69. Lean thinking • Go see Wednesday, 2 October 13
  70. 70. Lean thinking • Go see • Ask why Wednesday, 2 October 13
  71. 71. Lean thinking • Go see • Ask why • Show respect Wednesday, 2 October 13
  72. 72. 6σ Number fetish Wednesday, 2 October 13
  73. 73. 6σ Number fetish • Look up 3M drop six sigma Wednesday, 2 October 13
  74. 74. 6σ Number fetish • Look up 3M drop six sigma • Top down - kills innovation and ruins morale Wednesday, 2 October 13
  75. 75. 6σ Number fetish • Look up 3M drop six sigma • Top down - kills innovation and ruins morale • Continuous improvement - Go see/Ask/Respect Wednesday, 2 October 13
  76. 76. 6σ Number fetish • Look up 3M drop six sigma • Top down - kills innovation and ruins morale • Continuous improvement - Go see/Ask/Respect • Not worshiping numbers Wednesday, 2 October 13
  77. 77. 6σ Number fetish • Look up 3M drop six sigma • Top down - kills innovation and ruins morale • Continuous improvement - Go see/Ask/Respect • Not worshiping numbers • Can we do it differently with less waste Wednesday, 2 October 13
  78. 78. 6σ Number fetish • Look up 3M drop six sigma • Top down - kills innovation and ruins morale • Continuous improvement - Go see/Ask/Respect • Not worshiping numbers • Can we do it differently with less waste • Efficient is short term, no slack Wednesday, 2 October 13
  79. 79. 6σ Number fetish • Look up 3M drop six sigma • Top down - kills innovation and ruins morale • Continuous improvement - Go see/Ask/Respect • Not worshiping numbers • Can we do it differently with less waste • Efficient is short term, no slack • Effective is long term Wednesday, 2 October 13
  80. 80. 6% better next year? Wednesday, 2 October 13
  81. 81. 6% better next year? • Engage with the people doing the work Wednesday, 2 October 13
  82. 82. 6% better next year? • Engage with the people doing the work • What are we doing that holds you up? Wednesday, 2 October 13
  83. 83. 6% better next year? • Engage with the people doing the work • What are we doing that holds you up? • What are we not doing that could help? Wednesday, 2 October 13
  84. 84. 6% better next year? • Engage with the people doing the work • What are we doing that holds you up? • What are we not doing that could help? • Do you have any suggestions we can try? Wednesday, 2 October 13
  85. 85. 6% better next year? • Engage with the people doing the work • What are we doing that holds you up? • What are we not doing that could help? • Do you have any suggestions we can try? • How do we agree a measure for improvement? Wednesday, 2 October 13
  86. 86. 6% better next year? • Engage with the people doing the work • What are we doing that holds you up? • What are we not doing that could help? • Do you have any suggestions we can try? • How do we agree a measure for improvement? • Respect - transparency and honesty - no excuses Wednesday, 2 October 13
  87. 87. 6% better next year? • Engage with the people doing the work • What are we doing that holds you up? • What are we not doing that could help? • Do you have any suggestions we can try? • How do we agree a measure for improvement? • Respect - transparency and honesty - no excuses • Lots of constant, small, tangible improvements to celebrate Wednesday, 2 October 13
  88. 88. Numbers Wednesday, 2 October 13
  89. 89. Numbers • Are we improving? Wednesday, 2 October 13
  90. 90. Numbers • Are we improving? • When it’s stable again, do the figures show an improvement? Wednesday, 2 October 13
  91. 91. Numbers • Are we improving? • When it’s stable again, do the figures show an improvement? • Before the fact - no wishing, no wishing for a particular number Wednesday, 2 October 13
  92. 92. Numbers • Are we improving? • When it’s stable again, do the figures show an improvement? • Before the fact - no wishing, no wishing for a particular number • What does success look like? Wednesday, 2 October 13
  93. 93. Numbers • Are we improving? • When it’s stable again, do the figures show an improvement? • Before the fact - no wishing, no wishing for a particular number • What does success look like? • You will need to make value judgements, and own them - scary Wednesday, 2 October 13
  94. 94. Numbers • Are we improving? • When it’s stable again, do the figures show an improvement? • Before the fact - no wishing, no wishing for a particular number • What does success look like? • You will need to make value judgements, and own them - scary • Numbers are servants, not masters Wednesday, 2 October 13
  95. 95. Tech management The main reason we tend to focus on the technical rather than the human side of the work is not because it’s more crucial, but because it’s easier to do. Wednesday, 2 October 13
  96. 96. Tech management Wednesday, 2 October 13
  97. 97. Tech management • Numbers are just easy technology - don’t hide behind them - get out from behind that desk Wednesday, 2 October 13
  98. 98. Tech management • Numbers are just easy technology - don’t hide behind them - get out from behind that desk • No heart! Wednesday, 2 October 13
  99. 99. Tech management • Numbers are just easy technology - don’t hide behind them - get out from behind that desk • No heart! • Work that’s fit for humans Wednesday, 2 October 13
  100. 100. Tech management • Numbers are just easy technology - don’t hide behind them - get out from behind that desk • No heart! • Work that’s fit for humans • People are not algorithms or automata - nothing that easy Wednesday, 2 October 13
  101. 101. I’m sure it’s not 95% Wednesday, 2 October 13
  102. 102. I’m sure it’s not 95% Really? Wednesday, 2 October 13
  103. 103. Hands up if ... Wednesday, 2 October 13
  104. 104. Hands up if ... • You’ve ever been cooked or frozen because the air conditioning was maintained by the cheapest contractor Wednesday, 2 October 13
  105. 105. Hands up if ... • You’ve ever been cooked or frozen because the air conditioning was maintained by the cheapest contractor • You work or have worked in open-plan rabbit hutches Wednesday, 2 October 13
  106. 106. Hands up if ... • You’ve ever been cooked or frozen because the air conditioning was maintained by the cheapest contractor • You work or have worked in open-plan rabbit hutches • You were situated next to the sales team who are on the phone all day Wednesday, 2 October 13
  107. 107. Hands up if ... • You’ve ever been cooked or frozen because the air conditioning was maintained by the cheapest contractor • You work or have worked in open-plan rabbit hutches • You were situated next to the sales team who are on the phone all day • Your time is treated as an infinite resource Wednesday, 2 October 13
  108. 108. Hands up if ... • You’ve ever been cooked or frozen because the air conditioning was maintained by the cheapest contractor • You work or have worked in open-plan rabbit hutches • You were situated next to the sales team who are on the phone all day • Your time is treated as an infinite resource • You cannot settle down and concentrate unless you come in really early or stay late Wednesday, 2 October 13
  109. 109. or ... Wednesday, 2 October 13
  110. 110. or ... • Your dev team are still running on 5 year old machines with XP on and you deploy to linux Wednesday, 2 October 13
  111. 111. or ... • Your dev team are still running on 5 year old machines with XP on and you deploy to linux • You have no idea who to contact when you want to deploy a release, and the ops team are managed separately so you have different definitions of urgent Wednesday, 2 October 13
  112. 112. or ... • Your dev team are still running on 5 year old machines with XP on and you deploy to linux • You have no idea who to contact when you want to deploy a release, and the ops team are managed separately so you have different definitions of urgent • Your organisation uses spreadsheets to manage faults Wednesday, 2 October 13
  113. 113. or ... • Your dev team are still running on 5 year old machines with XP on and you deploy to linux • You have no idea who to contact when you want to deploy a release, and the ops team are managed separately so you have different definitions of urgent • Your organisation uses spreadsheets to manage faults • You have a lot of fire fighting heroes in your company Wednesday, 2 October 13
  114. 114. or ... • Your dev team are still running on 5 year old machines with XP on and you deploy to linux • You have no idea who to contact when you want to deploy a release, and the ops team are managed separately so you have different definitions of urgent • Your organisation uses spreadsheets to manage faults • You have a lot of fire fighting heroes in your company • Someone insists you all listen to Radio 2 all day Wednesday, 2 October 13
  115. 115. even ... Wednesday, 2 October 13
  116. 116. even ... • Project oversight insist on meetings less than a day after you’ve started because the book says so Wednesday, 2 October 13
  117. 117. even ... • Project oversight insist on meetings less than a day after you’ve started because the book says so • You have to account for your time in 15 minute increments Wednesday, 2 October 13
  118. 118. even ... • Project oversight insist on meetings less than a day after you’ve started because the book says so • You have to account for your time in 15 minute increments • You can’t move people around your teams without permission from HR Wednesday, 2 October 13
  119. 119. even ... • Project oversight insist on meetings less than a day after you’ve started because the book says so • You have to account for your time in 15 minute increments • You can’t move people around your teams without permission from HR • You need purchase orders for everything over £20 Wednesday, 2 October 13
  120. 120. even ... • Project oversight insist on meetings less than a day after you’ve started because the book says so • You have to account for your time in 15 minute increments • You can’t move people around your teams without permission from HR • You need purchase orders for everything over £20 • You are measured on some arbitrary number that you can’t do much about ;-) Wednesday, 2 October 13
  121. 121. The system always wins Wednesday, 2 October 13
  122. 122. The system always wins Wednesday, 2 October 13
  123. 123. True empowerment Wednesday, 2 October 13
  124. 124. True empowerment • Accountability flows up - keep the blockers out of the way Wednesday, 2 October 13
  125. 125. True empowerment • Accountability flows up - keep the blockers out of the way • There are no forbidden questions or topics Wednesday, 2 October 13
  126. 126. True empowerment • Accountability flows up - keep the blockers out of the way • There are no forbidden questions or topics • Join the dots - an environment that’s quiet, comfortable, with plenty of room for thinking and collaborating will pay for itself many times over Wednesday, 2 October 13
  127. 127. True empowerment • Accountability flows up - keep the blockers out of the way • There are no forbidden questions or topics • Join the dots - an environment that’s quiet, comfortable, with plenty of room for thinking and collaborating will pay for itself many times over • One brain or many brains? Wednesday, 2 October 13
  128. 128. Ask yourself: Are we victims of our work or response able for its improvement? Wednesday, 2 October 13
  129. 129. Wednesday, 2 October 13
  130. 130. francis@fjfdidm.com @fjfish Images from openclipart & wikipedia Engage! FJF/DI/DMFJF/DI/DM Engage! Love what you do & do it wellLove what you do & do it well Wednesday, 2 October 13

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