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Clarke Ching Rock, Paper, Stories BoS2016

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Don’t expect a talk about user-stories. This is about everyday, “did I tell you about …”, stories – the kind you find in the real world, in cartoons, novels and everyday conversations – and how to use them to implement Agile (and other changes) in a non-threatening, yet surprisingly sticky way. You’ll learn a little theory, you’ll laugh and learn (at least) one story which may, one day, save your butt.

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Clarke Ching Rock, Paper, Stories BoS2016

  1. 1. www.Rolls.Rocks @clarkeching Rock, Paper, Stories … This Stuff is so Easy You Wouldn’t Believe It Works …
  2. 2. Summary: Stories are sneaky little bastards
  3. 3. 1. Muppetry
  4. 4. 2003 — The year of the muppet
  5. 5. 2002 — The year I “saw the light”. TOC TQM JIT MBA TLA
  6. 6. 2003 — The year of the muppet
  7. 7. Familiar?
  8. 8. 2. Missionary
  9. 9. The problem… I didn’t know the difference between … I wanted to be an Agile Missionary. … but … Engineer's Brain
  10. 10. Preaching to THE CONVERTED. innovators, early adopters chasm early majority late majority laggards
  11. 11. Preaching to the NOT YET CONVERTED. innovators, early adopters chasm early majority late majority laggards
  12. 12. Ideas end up in the chasm. innovators, early adopters chasm early majority late majority laggards
  13. 13. Missionary ends up in the pot.
  14. 14. I know stuff BUT I don't know how to sell it.
  15. 15. 3. Eek: Selling
  16. 16. He studied a lot
  17. 17. The problem is resistance to change!
  18. 18. I need a way to “sell” new ideas which doesn’t provoke so much resistance.
  19. 19. 3. Socratic Irony2. Skeuomorphism 4. Stories 1. Crucial Conversations
  20. 20. 3. Socratic Irony2. Skeuomorphism Address difficult topics, using safe words 4. Stories 1. Crucial Conversations
  21. 21. 3. Socratic Irony2. Skeuomorphism Dress new ideas up in old clothing 4. Stories 1. Crucial Conversations
  22. 22. 3. Socratic Irony2. Skeuomorphism Dress badly, act dumb, and help others think clever. 4. Stories 1. Crucial Conversations
  23. 23. 3. Socratic Irony 4. Stories2. Skeuomorphism Dress new “principles” up in harmless wee stories 1. Crucial Conversations
  24. 24. Stories are sneaky little bastards.
  25. 25. 4. Small Stories
  26. 26. Business Novel Pertinent Jokes Anecdotes Metaphors fables Stories
  27. 27. Lucy
  28. 28. Paul
  29. 29. Stories are sneaky little bastards.
  30. 30. 5. Rolling little Rocks Downhill
  31. 31. https://upload.wikimedia.org/wikipedia/commons/3/3d/First_matryoshka_museum_doll_open.jpg A story where I tell a story about someone telling a story
  32. 32. Request: Eliminate the 120 top-priority defects, by EOY. Team of 16 - mixed roles & skill-sets time # BEFORE - 10 / M AFTER 13ish 120
  33. 33. Not Started Analysis Design Program
  34. 34. Not Started Analysis Design Program
  35. 35. Not Started Analysis Design Program Test
  36. 36. Not Started Analysis Design Program Test
  37. 37. Not Started Analysis Design Program Test 20/m 10/m15/m25/m 10/m
  38. 38. Not Started Analysis Design Program Test 20/m 10/m15/m25/m 10/m
  39. 39. Not Started Analysis Design Program Test 20/m 10/m15/m25/m Have a told you about the buffalo? 10/m
  40. 40. The Buffalo Story started out as an email joke. A conversation between Norm and Cliff, from “Cheers”, the TV Show. image: wikipedia
  41. 41. Well, you see, Norm, it’s like this. A herd of buffalo can only move as fast as the slowest buffalo. The slowest buffalo stays at the back and the faster buffalo run in front, but at the slower speed. Otherwise, the herd would split apart. slowest fastest
  42. 42. Like this. And when they were split apart they were prone to attack by wolves. Evolution favoured the herds that didn’t spread apart. slowest fastest
  43. 43. When these tightly packed herds were hunted, the wolves killed the slowest and weakest buffalo. The guys at the back. That made the remaining herd stronger and faster. slowest fastest
  44. 44. In much the same way, the human brain can only operate as fast as the slowest brain cells. Now, as we know, excessive intake of alcohol kills brain cells. But naturally, it attacks the slowest and weakest brain cells first. slowest fastest Here’s the JOKE Bit.
  45. 45. In this way, regular consumption of beer eliminates the weaker brain cells, making the brain a faster and more efficient machine. And that, Norm, is why you always feel smarter after a few beers. slowest fastest
  46. 46. Not Started Analysis Design Program Test 20/m 10/m15/m25/m How can we speed up the slowest buffalo? Feed the testers to the wolves!
  47. 47. Not Started Analysis Design Program Test 20/m 10/m15/m25/m How can we speed up the slowest buffalo? test cleverer & faster simple “time management” stuff
  48. 48. Not Started Analysis Design Program Test 20/m 10/m15/m25/m How can the “faster buffalo” help? SLOW DOWN! Don’t distract the testers Help them.
  49. 49. Not Started Analysis Design Program Test 20/m 10/m15/m25/m Step 1: Identify your bottleneck TOC’s 5 step recipe Step 2: Exploit Step 3: Subordinate
  50. 50. 6. Some vague theory
  51. 51. Trojan stories Lesson hidden inside story/joke - but easily uncovered/unpacked. Joke isn’t particularly funny, but it makes the story feel harmless. Joke is memorable, sticky, easily reproducible. Delegate the “telling” to the story.
  52. 52. • Simple • Unexpected • Concrete • Credible • Emotional • Stories = Flight Simulators for the Brain by Chip and Dan Heath • Sneaky - Clarke
  53. 53. Good Stories MOVE
  54. 54. “Drama is life with the boring bits taken out”
  55. 55. Finding stories • MOSTLY Copy • Sometimes Stumble Concepts/ Lessons Amusing small Stories
  56. 56. Steak Doneness Chart
  57. 57. Dave Allen
  58. 58. Dave Allen (b. Dublin 1936 - 2005)
  59. 59. –Dave Allen’s Guardian Obituary - March 12, 2005. “Thus was born a style that made the public, and a generation of comics then in its infancy, think a little differently about humour, about the power of words, about authority, and about the world around them.” http://www.theguardian.com/news/2005/mar/12/guardianobituaries.artsobituaries

Editor's Notes

  • 2003 was the worse year of my career. The people I worked with thought I incompetent - a muppet, in brittish terms. An ejit or leudermon in Irish terms.

    What made it worse was that 2002 was a brilliant year.
  • Let me take you back a dozen years to 2004, the most unhappy and frustrating stage in my career. I suspect I was in a stage of life and state of mind that many of you may recognise.

    I was working in a big waterfall project that was running very late. I’d just completed an MBA. I had spent the previous 5 years devouring everything I could about Eli Goldratt’s Theory of Constraints and Lean and TQM. I’d just stumbled across Agile and I - like several of you here in this room - had had the great fortune to complete one of Ken Schwaber’s earliest Scrum Certification course, right here in Edinburgh.

    I was fired up. I had a lot to say. But no one would listen to me.
  • Or maybe this …
  • And that I sounded like this

  • Clarke: Can you spot our bottleneck? ... It's not obvious is it? Here's how we found it.
  • Elaine: They looked like this when we started. Each card represented a top-priority call. Many were not yet started, many were partly completed. Most of the cards had been on the wall for months. Each month, we closed off 10 or so calls. Each month 10 or so new calls were raised.

    Clarke: Can you spot our bottleneck? ... It's not obvious is it? Here's how we found it.
  • Clarke: Another way is to look at the process and see where the biggest build up of waiting work is.
    (Draw circle)
    Elaine: you can't see it on the whiteboard, but only a small proportion of work on the Test board I'd being actively worked on. Most of the cards were for calls that had been fixed but we're waiting to be tested.
  • Clarke: There are a few ways to identify the bottleneck. The first, and most scientific sounding, is to estimate how many items each step in the process can process each month. The one that does the least is the bottleneck.
    Elaine: you can see our numbers below. Although the numbers vary each month, it looked like our test capacity was our bottleneck.
  • Clarke: Another way is to look at the process and see where the biggest build up of waiting work is.
    (Draw circle)
    Elaine: you can't see it on the whiteboard, but only a small proportion of work on the Test board I'd being actively worked on. Most of the cards were for calls that had been fixed but we're waiting to be tested.
  • Clarke: Another way is to look at the process and see where the biggest build up of waiting work is.
    (Draw circle)
    Elaine: you can't see it on the whiteboard, but only a small proportion of work on the Test board I'd being actively worked on. Most of the cards were for calls that had been fixed but we're waiting to be tested.
  • Clarke: Another way is to look at the process and see where the biggest build up of waiting work is.
    (Draw circle)
    Elaine: you can't see it on the whiteboard, but only a small proportion of work on the Test board I'd being actively worked on. Most of the cards were for calls that had been fixed but we're waiting to be tested.
  • Clarke: Another way is to look at the process and see where the biggest build up of waiting work is.
    (Draw circle)
    Elaine: you can't see it on the whiteboard, but only a small proportion of work on the Test board I'd being actively worked on. Most of the cards were for calls that had been fixed but we're waiting to be tested.
  • Clarke: Another way is to look at the process and see where the biggest build up of waiting work is.
    (Draw circle)
    Elaine: you can't see it on the whiteboard, but only a small proportion of work on the Test board I'd being actively worked on. Most of the cards were for calls that had been fixed but we're waiting to be tested.
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