Really
Simple
Workshop
Training
Guide
Stefano
Picozzi
November
2014
h7p://blog.emergitect.com

h7p://blog.emergitect.com
h7p://blog.emergitect.com

Why
h7p://blog.emergitect.com

Form
a
shared
understanding
of
the
opportunity.
Rally
around
an
acDon
plan.
Purpose
h7p://blog.emergitect.com

What
is
the
smallest
experiment
we
could
do
that
will
prove
or
disprove
a
key
assumpDon?
Lean
View:
Product
Discovery

Show me the
narrative.
SHOW
ME
THE
NARRATIVE!

PaaSPort
will
provide
a
self-­‐service
PaaS
accessible
to
the
enDre
ACME
administraDve
and
academic
body
so
that
they
can
at
low
cost,
quickly
build
and
deploy
applicaDons.
ACME
will
do
this
by
building
a
private
producDon
grade
PaaS
that
spans
both
data
centers
in
an
acDve-­‐acDve
configuraDon.
ImplementaDon
will
start
in
December
with
a
public
launch
planned
for
March,
2015.
Project
PaaSPort
h7p://blog.emergitect.com

Ingredients
PEOPLE
PROCESS TECHNOLOGY
Workshop

• Selling
process
• Change
model
• Systems
thinking
• Kipling’s
method
• LogisDcs
• Case
Study
Agenda
h7p://blog.emergitect.com

I’d rather be a
verb than a
noun.
h7p://blog.emergitect.com

Selling
Verbs
Workshop
Educate
Qualify
Prove
Plan
Close
Implement
Reference
h7p://blog.emergitect.com

MoJvaJng
Reason
Alignment
Teaming
NarraDve
Brevity
Simplicity
Familiarity
Vision
Business
Economics
Comprehensive
use
cases
ProducDon
phase
planning
Technical
navel
gazing
h7p://blog.emergitect.com

Decision
Making
h7p://blog.emergitect.com

Vulcan
Decision
Service
Facts
Decision
01001
01001
01001
01001
01001
01001
01001
01001
h7p://blog.emergitect.com

Earthling
Decision
Service
CogniJve
Biases
T
h
i
n
k
i
n
g
S
l
o
w
ReflecDve
System
System
2
Deliberate,
effor]ul
Thinking
Fast
Reflexive
System
System
1
IntuiDve,
Impulsive
InformaJon
Influence
Raw
Data
Context
Decision
Energy
Levels
Memory
Fallacies
Sex
&
Food
Unknown
HeurisJcs
01001
01001
01001
RelaJonal
Frames
EmoJons
Values
ARenJon
h7p://blog.emergitect.com

Rider-­‐Elephant-­‐Path
Human
decision
making
is
like
a
Dny
rider
on
a
massive
elephant.
The
rider
may
think
he’s
in
charge,
but
the
elephant’s
will
always
wins.
Both
are
imperfect
–
the
rider
over-­‐thinks
and
over-­‐
analyzes.
The
elephant
acts
on
passion
and
emoDon.
Direct
the
rider
–
study
the
bright
spots
and
replicate
MoJvate
the
elephant
–
use
emoDonal
levers
Shape
the
path
–
make
change
easy
Path
EmoDonal
Brain
Your
Environment
Rider
Elephant
RaDonal
Brain
h7p://blog.emergitect.com

PMO
Path
FMO
Underlying
Change
Model
Hard
Benefits
Soa
Benefits
Risk
Management
Rider
Elephant
h7p://blog.emergitect.com

OARS:
Key
ConsulJng
Skills
Open
QuesJons
– Is
one
that
invites
a
person
to
think
a
bit
before
responding
and
provides
plenty
of
laDtude
for
how
to
answer.
Affirming
– Is
to
recognize,
support,
and
encourage
the
client’s
strengths
and
efforts
ReflecJng
– To
clarify
your
understanding
and
convey
understanding
to
the
client
Summarizing
– Pulls
together
informaDon
that
the
client
has
offered
and
can
be
collecDng,
linking,
or
transiDonal
h7p://blog.emergitect.com

A
Tale
of
Two
Tribes
OPS
DEV
• Stability
• Uniformity
• Governance
• Scalability
• Governance
• Control
• Global
coherence
• Change
• Contestability
• Agility
• CreaDvity
• Velocity
• Self
service
• Local
opDmizaDon
innovaJon
=
creaJvity
at
scale
Close
to
Business
Close
to
Customer
h7p://blog.emergitect.com

Increase
Improve
Reduce
Measurable
Outcomes
Teaming
Feedback
Experimentation
Observable
Behaviors
Instrumenting PaaS for DevOps
h7p://blog.emergitect.com

Systems
Thinking
Mindset
Business
–
Architecture
–
Development
–
OperaJons
Innova@on
Pipeline
h7p://blog.emergitect.com

Hierarchy
of
Goals
To
Higher
Order
Goal
By
Lower
Order
Goal
Doing
Specific
AcJon
By
Lower
Order
Goal
Doing
Specific
AcJon
.
.
.
AspiraDonal
Observable
AcDonable
h7p://blog.emergitect.com

Hierarchy
of
Goals
To
increase
business
agility
By
increasing
delivery
velocity
Doing
10
releases
per
day
By
improving
quality
Doing
automated
builds
By
reducing
waste
Doing
container
virtualizaJon
h7p://blog.emergitect.com

Kipling’s
Method
I
keep
six
honest
serving-­‐men
(They
taught
me
all
I
knew);
Their
names
are
What
and
Why
and
When
And
How
and
Where
and
Who.
h7p://blog.emergitect.com

1. Why
–
measurable
changes
2. Who
–
key
beneficiaries
3. What
–
deliverables
4. Where
–
temporal
constraints
5. When
–
physical
constraints
6. How
–
risk
management
The
5WH
Agenda
h7p://blog.emergitect.com

This
acDon
plan
will
deliver
<WHAT>
so
that
<WHO>
can
do
<WHY>.
We
will
do
this
by
<HOW>
in
<WHERE>
by
<WHEN>.
Outcome
h7p://blog.emergitect.com

• Viability
• Contestability
• Agility
Why
5WH
h7p://blog.emergitect.com

Change
Talk
• What
worries
you
about
current
situaDon?
• What
do
you
think
will
happen
if
you
don’t
change?
Disadvantages
of
PMO
Advantages
of
FMO
• How
would
you
like
for
things
to
be
different?
• What
would
be
the
advantages
of
gegng
help?
h7p://blog.emergitect.com

The
Miracle
QuesJon
The
miracle
quesDon
or
"problem
is
gone"
quesDon
is
a
method
of
quesDoning
that
a
coach
can
uDlize
to
invite
the
client
to
envision
and
describe
in
detail
how
the
future
will
be
different
when
the
problem
is
no
longer
present.
h7p://blog.emergitect.com

Operational Economies of Scale
Number
of
ApplicaJons
TCO
Establishment
Cost
Break
Even
Point
ConvenJonal
Virtualized
Infrastructure
MulJ-­‐tenanted
Container
Model
h7p://blog.emergitect.com

Who
• External
• Internal
• Personal
5WH
h7p://blog.emergitect.com

A
B
C
Antecedent
Behavior
Consequence
Reinforcement
B. F. Skinner Revisited
NegaJve
PosiJve
h7p://blog.emergitect.com

Antecedent
Behavior
Consequence
Virtual
Machine
Sprawl
and
Rampant
Over
AllocaJon
I need to start a
new application
development
stream.
It takes many
weeks for Ops to
provision
necessary
infrastructure.
They approve less
than I requested.
I will request
much more
resources than I
need.
I will never
release these
resources in
case I need
them again later.
h7p://blog.emergitect.com

Antecedent
Behavior
Consequence
Shadow IT
I need to start a
new application
development
stream.
It takes many
weeks for Ops to
provision
necessary
infrastructure.
They approve less
than I requested.
I will bypass
Corporate IT
altogether and
contract with a
third party
provider.
h7p://blog.emergitect.com

What
• Development
• OperaDons
• Management
5WH
h7p://blog.emergitect.com

Unix2Cloud
ConsolidaDon,
modernizaDon,
commodiDzaDon
…
Hard
Economics
New
Informed
Old
Naïve
Systems-­‐of-­‐
Engagement
DisrupDon,
micro-­‐
services,
eco-­‐system,
DevOps
…
Innova@on
Lij
&
Shij
Data
Centre
decommissioned,
Boardroom
edict
…
Cloud
Mania
Work
Loads
Cloud
Architecture
TacJcal
Debt
Business
bypass
OperaDons,
skunk-­‐
works
…
Shadow
IT
h7p://blog.emergitect.com

Playing in a PaaS cloud
Loosely
Coupled
Small
Deployment
Footprint
Small
ApplicaDons
Stateless
h7p://blog.emergitect.com

Where
• Public
• Private
• Hybrid
5WH
h7p://blog.emergitect.com

3
Stages
of
Technology
AdopJon
Enthusiasts
Professionals
Consumers
Adapted
from
David
Li7le
(2007),
AdopDng
Technology
h7p://blog.emergitect.com

IBM
SELECTRIC
715
(1961)
OLIVETTI
VALENTINE
(1969)
BLICKENSDERFER
No.
6
(1908)
The
Typewriter
• Novelty
• ExperimentaDon
• Reliability
• Performance
• Fashion
• Accessibility
h7p://blog.emergitect.com

Technology
AdopJon
in
the
Cloud
Enthusiasts
ProfessionalsConsumers
h7p://blog.emergitect.com

When
• Beginning
• Middle
• End
5WH
h7p://blog.emergitect.com

The
Agile
Method
• Time
boxing
a
body
of
work
–
a
beginning,
middle
and
end
• Sprint
begins
with
a
planning
session
in
which
teams
define
the
body
of
work,
and
sprints
end
with
a
review
session
in
which
the
team
goes
over
the
body
of
work
completed
• Work
defined
as
user
stories
which
have
story
points
associated
with
them.
Story
points
are
esDmates
of
the
level
of
complexity
for
the
story
• Velocity
is
the
average
amount
of
story
points
that
a
team
will
complete
in
a
sprint
Grooming
Planning
Sprint
Review
Presale
Workshop
PoC
h7p://blog.emergitect.com

PresentaDon
Ready
(Grooming/Planning)
Set
(Sprint)
Go
(Review)
*
*
*
Test
Cases
(User
stories)
InstallaDon
Launch
*
Tension
h7p://blog.emergitect.com

• Sponsors
• Resources
• Risk
How
5WH
h7p://blog.emergitect.com

Roles
• Vendor
– Facilitator,
SoluDon
Architect
– Account
Manager
– Technical
Specialist(s)
• Client
– (Lines
of)
Business
– Developer
– OperaDons
h7p://blog.emergitect.com

SeaJng
Arrangements
Cabaret
Banquet
Boardroom
Hollow
U
Shape
Horse
Shoe
h7p://blog.emergitect.com

Recommended
U
Shape
• Neutral,
off-­‐site
is
best
• Review
accessibility
• Mon
and
Fri
bad
travel
day
• Start
~9:30AM
finish
~12PM
• Check
projector
and
air-­‐con
• Whiteboard,
flip-­‐chart,
pens
• Refreshments
and
snacks
h7p://blog.emergitect.com

Miscellaneous
• Ice
Breakers
– FORD
Family
OccupaDon
RecreaDon
Dreams
• “Tell
us
something
about
yourself
no-­‐one
knows
…”
• InvitaJons
– Include
logisDc
specifics
in
email
– Don’t
assume
calendar’s
Dme-­‐zone
h7p://blog.emergitect.com

• Use
ice-­‐breakers
that
you
are
comfortable
with
• Agenda
not
necessarily
a
linear
progression
• Gauge
parDcipant
mood
and
formality
– then
choose
delivery
format
such
as
slides,
white
board,
conversaDonal
as
appropriate
• Facilitator
ensures
workshop
progresses
at
appropriate
pace
Tailor
and
Apply
h7p://blog.emergitect.com

• Selling
verbs
• Rider-­‐elephant-­‐path
• Systems
thinking
mindset
• Kipling’s
method
• 5WH
Outcome
• LogisDcs
Summary
h7p://blog.emergitect.com

References
Heath,
C.,
&
Heath,
D.
(2011).
Switch:
How
to
change
things
when
change
is
hard
Kim,
G.,
Behr,
K.,
&
Spafford,
G.
(2013).
The
Phoenix
Project:
A
Novel
About
IT,
DevOps,
and
Helping
Your
Business
Win.
Kahneman,
D.
(2011).
Thinking,
Fast
and
Slow.
Kiresuk,
T.J.
&
Sherman,
R.
E.
(1968).
Goal
ANainment
Scaling:
A
general
method
for
evaluaOng
comprehensive
community
mental
health
programmes.
Community
Mental
Health
Journal,
4,
443–453.
Liddle,
D.
(2007).
Designing
InteracOons.
Pink,
D.
H.
(2013).
To
Sell
Is
Human:
The
Surprising
Truth
About
Persuading,
Convincing
and
Influencing
Others.
Ramanathapillai,
R.
(2009).
A
Forest
Ride
on
Wild
Elephants :
The
Philosophy
of
Wilderness
in
Buddhism.
Gajah,
30,
29–33.
Ramnerö,
J.,
&
Törneke,
N.
(2008).
The
ABCs
of
Human
Behavior:
Behavioral
Principles
for
the
PracOcing
Clinician
Rudyard
Kipling.
(1902).
The
Elephant’s
Child.
h7p://blog.emergitect.com

Really
Simple
Workshop
Training
Guide
Stefano
Picozzi
November
2014
h7p://blog.emergitect.com