Edgy Lean, Agile, and Systems Thinking things that you may not have heard of


Published on

My presentation at LAST Conference 2012 in Melbourne: http://www.lastconference.com/

The general idea was to share edgy ideas that the audience hadn't heard of. I started with ideas that everyone should have heard of and then add on next level concepts.

Published in: Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Key point: We’re introducing an expectation of behaviour here that moves us away from “Whose job is this?” “Not my problem” to “What is the right thing to do?” “How can I help?” That’s because the WIP limit policy makes it *our* problem, not just your problem.
  • Edgy Lean, Agile, and Systems Thinking things that you may not have heard of

    1. 1. Edgy Lean, Agile, Systems Thinking Things That You May Not Have Heard Of Jason Yip @jchyip j.c.yip@computer.org http://jchyip.blogspot.com
    2. 2. Business Model Canvas?
    3. 3. http://www.businessmodelalchemist.com/2012/01/the-customer-value-canvas-v-0-8.html
    4. 4. http://www.agileproductdesign.com/blog/the_new_backlog.html
    5. 5. http://www.infoq.com/presentations/lean-product-discovery
    6. 6. “the minimum viable product isthat version of a new productwhich allows a team to collectthe maximum amount ofvalidated learning aboutcustomers with the least effort.”http://www.startuplessonslearned.com/2009/08/minimum-viable-product-guide.html
    7. 7. Concierge MVPhttp://www.justin.tv/startuplessonslearned/b/286514557
    8. 8. Magic Test“…simply to put up a web page that says ‘Do youhave this problem? I’m going to solve it for you.’And not really specify, be a little vague on howyou’re going to solve it. You’re basically saying ‘I’mgoing to solve it by magic’. And then see if peoplesign up and with those people that sign up thenyou want to engage in dialog with them. We alwayssay ‘If you can’t sell magic, you definitely can’t sellyour product’…” http://mixergy.com/eric-ries-lean-startup-interview/
    9. 9. Kanban boardhttp://blog.crisp.se/mattiasskarin/files/pdf/10different_kanban_boards_and_their_context_ms karin.pdf
    10. 10. Detective’s Blackboardhttp://zsoltfabok.com/blog/2011/09/our-detectives-blackboard/ “This is the team’s external brain.” http://www.infoq.com/interviews/belshee-shore-mmf
    11. 11. Retrospectives• What did we do well, that if we don’t discuss we might forget?• What did we learn?• What should we do differently next time?• What still puzzles us? http://retrospectives.com/pages/RetrospectiveKeyQuestions.html
    12. 12. sheet. They are intended to stimulate discussion. software development" Steve McConnell You might, or might not agree with the quotes along the edge of the John Maynard Keynes path to a solution.” - Ward Cunningham "Stable requirements are the holy grail of “It is better to be roughly right than precisely wrong.” - “What is simplicity? Simplicity is the shortest change them yourself.” -- Andy Warhol They always say time changes things, but you actually have to "Ugly programs are like ugly suspension bridges: theyre much each idea. more liable to collapse than pretty ones" Eric Raymond many of you agree with count (and record) how re pos de as mt on thi . doing? he n inclu the lis k bette next all ideas then quickly Wri t to wo erently you w o sprin do di f thing should stop sibl cou e a list Make a long list, include se e s Mak o diffe el lti te 9. anything you e - a any id sheet or cu ld Is there keep doing. e iffi D t. elin e d is u t lea 8. Stop ee th yo you did which you want to im th g in did sh t r rd ff ur s st 4 s as Make a list of all the things Enough? e o th eco have you left? r d tie s t? te ul tie r 7. Keep R ! ea ent How much time s This way round... rin un iffic ul r sp nco t d ffic s e ha Di Retrospective Dialogue Sheet (Sprint) W 6. , t rin te Sp da shorter: ʻ "The maxim ʻ d en question reader lead Remember to let the "Typing is not the bottleneck" Kevlin Henney Paralysisʻ Winston Churchill the discussion Nothing avails but perfectionʻ ." http://www.softwarestrategy.co.uk/dlgsheets/ From the list in #8, choose 10. of work better? do, to make the next piece 3 things you will do, or not may be spelt be the greatest successes Action plan the timeline or write it on What do you consider to Highlight successes on 5. Successes I do and I understand.” -- Confucius “I hear and I forget. I see and I remember. of this sprint? "Most teams are so far from good enough that perfection and good enough are effectively the same thing" Jason Gorman the sheet. Nearly there.... good. Talk about both sides on significant and memorable You dont have to agree is everything, discussion of the argument see in the world." Mahatma Ghandi "We need to be the change we wish to #3 ..................... #2 ..................... #1 ..................... Create a timeline for the sprint Mark the start and end of the sprint (iteration) then mark you are considering in the shortest schedules, lowest costs, and best customer satisfaction levels." Capers Jones 4. Create a timeline "projects with low defect potentials and high defect removal efficiency also have the space above. But it is, perhaps, the end of the beginning." Winston Churchill "Now this is not the end. It is not even the beginning of the end. events. Everyone who took part 11. should sign here. agrees with the actions in this exercise, and Sign-up This way round... Use this space however you like notes, www.dialoguesheets.com ideas, comments and suggestions. Does everyone agree to working on this sheet? Send feedback to: feedback@dialoguesheets.com Please tell us about your experience using this sheet. follow Kerths Prime apportion blame. Focus on the Directive (left) while cause of problems and not the The aim of this sheet is to find better way of working, not to individuals involved. .................. .................. .................. .................. .................. .................. .................. .................. The team "Insanity: doing the same thing over and over again 3. Set up t ar and expecting different results." Albert Einstein t ts rin Sp ate d B in T fo p te h i r e 1. Start here 2. Set up e er iv v , ct sco uly st l eo p nd e s d e y o a r rge le d al i o This is a dialogue sheet, it is designed to Make sure everyone ire di tr be t ea mo r t . I for ogu u D e d a e w an the h er c re ha f y gr e b promote good conversation. has a pen to write on im at d id n w r h s to h g se n 8 ou ou she e Pr wh tan d ve o rce a w ro p h p g this sheet. s of rs ne gi his u at ct or up ara the ave s of et is in Team members should seat themselves equally io k n th s de yo d, e, eso on n on a s te sp a 2 t er s n er ul r i pl g g o an an epa rou lit in rou 8 around the sheet so each question can be read K rdle st u ev co tim he uat s d r p p Agree how long you will a u at e he , t sit at co ate s, two by at least one person easily. Take one question eg m h sh t t s R we ve t or n a ilitie the . Fix the problem, not the blame. th mp sh givTh ast and urs. e en are eet e at a time, skip questions if you like. The spend working on this lie he ow ab nd nd at plete o ho c om v er is s one ma be job kn nd e, a ha le d. person closest to the question should read out sheet and write it in this l o he as a b w kills aila et h ou r be oal of this the question and take notes of the discussion. box: tw wil s av The g to help l ta to is sheet er Each person should get a chance to read and d bett ke you fin orking. y ways of w note at least one question. (c) Software Strategy Ltd, 2010-2011 - Permission granted for individuals and Created by Allan Kelly Based on ideas from Royal Institute For more dialogue sheet downloads, printed sheets and organization to print and use this sheet for their own purposes. Copying to http://www.allankelly.net of Technology, KTH, Stockholm third parties, modification, redistribution and sale of this sheet is not permitted. information see http://www.dialoguesheets.com
    13. 13. Solution-Focused Goal-Driven Retrospectives1. "Imagine that a miracle occurred and all our problems have been solved. How could you tell? What would be different?”2. "If 10 is the ideal and 0 is where nothing is working, where are we now?”3. "What are we already doing that works? That is, why are we [for example] 5 rather than 0?”4. "Using the resources we have, what can we do to move one step closer to 10?" http://jchyip.blogspot.com.au/2012/02/solution-focused-goal-driven.html
    14. 14. Idealised Design• The system was destroyed last night• No science fiction, technology available now• How things should be, not how things could be http://www.organizationaldynamics.upenn.edu/node/2008
    15. 15. Continuous Integrationhttp://www.cuberick.com/2008/10/continuous-integration.html http://martinfowler.com/articles/continuousIntegration.html
    16. 16. Continuous Testing“What is continuous testing? It’s turning theknob on Test Driven Development up to 11, byautomatically running the tests on every save.” http://blog.objectmentor.com/articles/2007/09/20/continuous-testing-explained http://topfunky.com/clients/blog/autotest-tm.mov
    17. 17. Guantanamo“Do you have problems maintaining high testcoverage? All code is guilty until testedinnocent. Send the untested code toGuantanamo!” http://docs.codehaus.org/display/ASH/Guantanamo
    18. 18. Grafflehttp://graffle.rubyforge.org/
    19. 19. Chaos Monkey“One of the first systems our engineers built inAWS is called the Chaos Monkey. The ChaosMonkey’s job is to randomly kill instances andservices within our architecture. If we aren’tconstantly testing our ability to succeed despitefailure, then it isn’t likely to work when itmatters most – in the event of an unexpectedoutage.” http://techblog.netflix.com/2010/12/5-lessons-weve-learned-using-aws.html
    20. 20. Game Day“Gameday is an exercise designed to increaseresilience through large-scale fault injectionacross critical systems where resilience is seenas the ability of a system to adapt to changes,failures, & disturbances. By “system”, he means:people, culture, processes, applications &services, infrastructure, software andhardware.” http://server.dzone.com/videos/creating-resiliency-through
    21. 21. Lean Startuphttp://theleanstartup.com/
    22. 22. Lean Startup for Change1. Identify an organisational problem2. Propose a hypothesis for change3. Identify assumptions in hypothesis4. Design Minimal Viable Changes to test assumptions5. When “value hypothesis” has been refined, switch to validate the “growth hypothesis” http://yuvalyeret.com/2012/05/16/so-what-is-lean-startup-for-change-ls4chg/
    23. 23. MINDSET?
    24. 24. http://martinfowler.com/bliki/EarlyPain.html
    25. 25. No Problem is a Problem
    26. 26. Authority vs Responsibility
    27. 27. Lewin Leadership Styles• Authoritarian / Autocratic: “Do what I say!” (less creative)• Delegative / Laissez Faire: “Good luck!” (least productive)• Participative / Democratic: “Why did you decide that? Have you considered this?” (most effective) http://psychology.about.com/od/leadership/a/leadstyles.htm