Reinventing punkt.de t3con15_rev_fs_rev_ff
Oct. 22, 2015•0 likes•163 views
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Leadership & Management
My Talk at #T3CON15EU about how we are reinventing punkt.de. If you want you can even get the original keynote presentation
Fabian SteinFollow
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Reinventing punkt.de t3con15_rev_fs_rev_ff
- 1. Reinventing punkt.de Fabian Stein Amsterdam 21.10.
- 2. Fabian Stein • @punkt_de; @docmak • Sales/Marketing • TYPO3 Marketing/Design Team Lead
- 3. –Jürgen Egeling „Central there are selforganized teams, taking responsibility for each other“
- 4. Contents • Where we started • What we want to achieve • What problems we had • Where we are right now
- 5. punkt.de is a german company since 1996 • owner-managed • uses Scrum for projects since 2012
- 7. CEO Decisions Decisions Decisions
- 8. –Somebody ;) „Hey Jürgen, may I go to the TYPO3 Conference?“
- 9. 3 possible factors to make this decision • Is it possible not to work for 3–4 Days? • Does the topics of the conference fit with your or the companies work? • What’s the conference cost to use statistic?
- 10. –Laozi „A journey of a thousand miles begins with a single step.“
- 13. Central Information
- 15. Some Problems
- 16. Chicken and Egg
- 17. How we get trough those Icons: Glasses 1: Created by Richard Schumann from the noun project Pocket: Created by Michela Tannoia from the noun project
- 19. What do we need for decisions?
- 20. How to document those decisions
- 21. What else did we achieve?
- 22. Feedback
- 23. Feedback round
- 24. Every group that is working, is a good group
- 25. Second Reinventing Day
- 26. Open Space
- 27. To sum it all up…
- 28. Questions
- 29. Thank you! • punkt.de Blog • Twitter: @punkt_de • or get back to me in person throughout the next couple of days!
Editor's Notes
- Good Morning everybody. Welcome to the Talk reinventing punkt.de. I want to show you a process starts by the talk of Jürgen Egeling last year „unleading a company“ and how we are doing on our journey.
- As you might see I’m not Jürgen Egeling. I have a smaller beart ;). My Name is Fabian Stein. I’m with punkt.de since 5 Years and I’m responsible for Marketing and Sales
- First of all I show you the vision on what bases we started into this process. There are a lot of interesting words with a lot of space in how to life them. Like Self-organized, responsibility… I want to show you how we are going to fill them with life.
- To understand what we have done till now I will show you where we started and what we want to achieve for punkt.de Like in every other process even we come to problems ;). But one of our main values is transparency so I want to show you even the dark sides of this journey. At last I will explain to you where we are right now and what is happening next. If you have any questions to my talk or impressions by your own feel free to interrupt me or kick me off the stage if I’m not seeing you.
- Normally at the T3Con I don’t like those typical 3 Slides about the company so that it becomes clear the marketing budget at the company pays the conference. But at our point you sadly have to look into it. Its important to understand who we are and where we come from to put your picture of this story in the right place. For those who not knowing us. punkt.de is a german company. The core employees like our CEO and some other are even much longer on the road together since 1988 but the name punkt.de we have since 1996. punkt.de is owner-managed and we are doing all projects agile with Scrum since 2012.
- So that was my first feeling when Jürgen starts this Process. Why the hell we need more agile and transparent? We are already agile and transparent. All our Teams are doing Scrum. Our Clients can see every minute what we’re doing, when and how long… all those things.
- But as more as we go into the process the more decisions we find somehow going through our CEO. The funny thing with that is that they all have different intentions. Some are like: I don’t want to decide I have no clou about the problem please decide. Some are: I have made this decision but I don’t feel mighty to stand behind this please can you put your label on this decision And some are: I don’t care please decide
- Let’s do an example on that. First you see we are a small and friendly company. All our employees are talking to our CEO by Firstname ;) But this is one question that happened really often. No matter if it is a T3Con at Cambodia or a Barcamp at Stuttgart. Wich obviously is a complete other amount of money.
- What could possibly be the factors to decide on this: The first question is: can your team live without you for 3-4 Days? That is funny to ask the CEO, of course this is something that just the Team can decide. Not even the Scrum Master or the PO can see this by himself it mostly has to be decided by the Team. Does the Topics of the Conference fit to your work? Even this is something a CEO can’t possibly decide. Sure some of the employees are well known in their expertise but in that case it mostly is easy to see that. This has to be decided by the team as well. But for sure sometimes especially technical teams want to have rules and information for their decisions. That’s why we worked on them. But I will come to that later on. Last possible factor for decisions is the price of the conference. First of all we all know that the worth of a conference is really discussable and depends on the person attending the conference. First of all what costs go to punkt.de: Travel, Hotel, 4PT Work, Conference Ticket. But at least the question about the pricing is a question of experience with this topic. Our CEO is at the web business quite sometime so he has the experience but he is not the only person at the company. And at some point it is much better to ask somebody who was already there. Long story short: The question if it is useful to go and learn is much better placed at the team than at the CEO
- Now we have our example that something has to change. Let’s go back to the process. Ok where did we start. First of all it was an Idea of our CEO thinks about this a long time till he decided to arrange a meeting with all PO/SCM and an external coach to discuss with them if we want to start in this direction. After this first small round we want to take everybody with us. Because for sure you can’t start a process to make teams selforganized without those teams. When we started there were three kind of people. Our CEO was thinking about this for quite a year. The SCM and PO were thinking about for a month and all the others were hearing of this the first time.
- That was the reason why we took some time to do an fully kickoff to that process. We started to think about in small groups what problems we actually see right now at the company and what we have in mind hearing the „mission statement“. Those meetings we are calling Reinventing days. Even when they are mostly half days. In reason of summer time and all holidays around the first two days were really far away from each other. But normally we want to try to do them every 6 to 8 weeks. Between those days there are two things happening: The Transition Team Meeting and the Backlog Meetings
- What is the Transition Team doing? It is not deciding. It mostly is a group to keep the process running and to refine the backlog. On one hand this means to make proposals about the prioritization. On the other hand there is room to build new items. But for sure anybody could ever do new items. The much more important groups are those working on specific topics and backlog-items. They are able to decide and to work fully on their own on some topics. Later on we will takle some examples.
- One central space in more than one meaning is the wall at the doorway of the third floor. This is the place where the teams working on an item show their progress and getting feedback there via Post Its. That for example is something we never expect to work that well. People reading and fed backing there all the time. But for sure you have the same problems like all the time with textual asynchronous communications. Misunderstanding is fully included :D
- As you maybe might ask till now: „This seems nice but is it working?“ I say yes. One of my biggest learnings from this process is that if you just ask you ever get the right people together. In earlier days strategic decisions were fully made by Jürgen Egeling and Christian Heck or max. by all 4 Shareholders of our company. In the last ca. 1 year we tried to involve more people. But mostly with a lot of constrains: 1-2 out of every Team, all from Technical + 1 of every Team and so on. In such a meeting there mostly were people just sitting around without really caring. Now we started to tell what we want to talk about and what’s to decide and we not have the problem that anybody stops working and now just sitting around and talking. Nor we have the problem that nobody cares.
- Even if the sales man in me want to say we know we are the coolest, toughest and anyhow the best we have to admit that we had some problems at this process as well. The biggest problem, at my point of view, is the focus to the internal problematics. After two moth of reinventing we had tackled a lot of internal problems and decisions but we not have anyhow focused on he strategy of punkt.de and what we want to do for our clients and partners. Here a funny thing happened to me: I really was annoyed of this process and that it is not tackling my problems. As sales and marketing guy of course I am really deeply involved into strategic thoughts. So at the next Transition Team Meeting I was saying that I’m annoyed and I was all about to blame this on our Coaches because they are not leading this process at the „right“ direction. My problem was the Coach asked my if I had put my problems into the Backlog? Damn shit of course I didn’t. I thought it was so obvious that those are the biggest fish to fries. So of course I could blame my colleagues that they have not brought them up but that would be stupid because neither did I.
- On some parts of this process we have classical chicken and egg problematics. How we decide how to make decisions? Do we first have to decide where (on what committee) a decision should be made or do we first have to talk about what decisions are there, or do we just talk about how to decide in general.
- That’s mainly the point where it really helped us to work with professional coaches. On those steps they have the expertise or the proposal to go further. And the main thing below is: Be brave. Try it. It won’t ruin you company and you can just learn from it. That’s the reason why we put an expiration date on every decision. Not to discuss it completely again but to look at it if it ist working or if we have to go over our decision again.
- That’s mainly the point where it really helped us to work with professional coaches. On those steps they have the expertise or the proposal to go further. And the main thing below is: be brave, try it. It won’t ruin your company and you can just learn from it. That’s the reason why we put an expiration date on every decision. Not to discuss it completely again but to look at it, if it’s working or if we have to go over our decision again.
- That’s mainly the point where it really helped us to work with professional coaches. On those steps they have the expertise or the proposal to go further. And the main thing below is: Be brave. Try it. It won’t ruin you company and you can just learn from it. That’s the reason why we put an expiration date on every decision. Not to discuss it completely again but to look at it if it ist working or if we have to go over our decision again.
- That’s mainly the point where it really helped us to work with professional coaches. On those steps they have the expertise or the proposal to go further. And the main thing below is: Be brave. Try it. It won’t ruin you company and you can just learn from it. That’s the reason why we put an expiration date on every decision. Not to discuss it completely again but to look at it if it ist working or if we have to go over our decision again.
- One big fish we fried that way is the way of how we are doing decisions. From now till the end of the year we want to do them like this graphic is showing. I will translate this for you. If there is an decision to make there always is a trigger for this. Most of the times something is wrong, or missing, somehow a drawback. Then we are now getting one person who is responsible to this decision. To be honest most times it is clear because it is the person who recognizes the drawback. This person is getting in touch with other people are interested in that specific topic or they are touched by the decision somehow. But the important point this is not a short living committee to decide something. It is just to advise the decision maker. After this the decision could be taken and communicated. The important parts on that is to be tolerant to failures and to believe that people want to do the best and to learn. Then you can go into the measure and learn process for this decision. Important to mention maybe. This decision maker could be anyone. From our student to our CEO.
- As you probably already know there are different types of decision making people. Some people go with their guts feeling. Make decisions on how they feel about. But especially at the developer world there are a lot of people doing decisions on much more databases. To enable even them to make decisions we try to give them those. Let’s go back to the example from the beginning. Is that conference helpful for you work? To this we introduced the skillradar. This radar shows the skills of all team members and show where the strength and the weaknesses of a team are hidden. I don’t want to show this exactly to you but if you want you can read anything about this method at the punkt.de blog http://punkt.de/de/blog/2015/TechnolgieundSkillradar.html. Sadly it is just german at the moment.
- One important thing of decisions is to make them visible and searchable. For this reason we build up a confluence pattern for decisions. This pattern has the main information about the decision on top. But afterwards it has although the circumstances, the stakeholder along with the expected pros and cons and the criteria of measuring them.
- Do you have any further questions to the process till here? If you go with me I want to show you one different example where a group was build to tackle a problem at our company.
- Of course this is an internal thing as well, but as far as I see it is totally essential to work together in a self-organized way.
- This group was completely driven by two of our scrum mistress and one developer at punkt.de. They set up a questionnaire and all had to attend. After this we had quite a nice statistic about how feedback is at punkt.de. (Funny thing: Most think they get to less feedback but they are giving enough ;) ) So this was the first step to see that it seems to be quite nice but there is way of improvement and on this they are working right now. With working on some workshops so increase the feedback and especially the quality of this feedback.
- Of course there are ups and downs for every personal at this process. For example there was a group meeting to work on customer feedback, how and what to ask. But I was on vacation and had less time, so I did not attend those meetings and I was on a different opinion like that group. But this is something everybody has to learn. You can’t no longer blame the circumstances, or your boss or whoever. It is about trusting each other, helping and sometimes to live with decisions and influence them when they go to the second round. Bottom line to this: Every team that is working is a good team. Like Patrick Lohbacher tweeted last week: engaged employees are more produktive by 31% and generate 37% more revenue. If not at least this is a reason to enable people doing their own decisions.
- At the 09th of october there was the second reinventing day. First step was to bring everybody up to date what happened on the different teams. But after that we had a long open Space time to different topics. Does anybody not know open space?
- The important thing on that open space was the overall topic of that day. What is the future of punkt.de below that topic we finally managed to begin thinking about more strategic decisions. What project size we want to have in future, what services do we want to perform at future, how can we monetarist our DevOps expertise and many more.
- It’s all about people. I was really skeptical when we start this process to use a lot of time and trying to involve people that don’t want to be involved. But my conclusion is that everybody want to be involved just not on every topic. For sure there still is a lot to work on and it is really important to ask always. „What problem are we fixing with this?“ because once started to do thing in process you might start to build a process what water to order ..