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Really Simple Workshop Training Guide

  1. Really  Simple   Workshop   Training  Guide     Stefano  Picozzi   November  2014   h7p://  
  2. h7p://   h7p://  
  3. Why   h7p://  
  4. Form  a  shared   understanding  of  the   opportunity.     Rally  around  an  acDon   plan.   Purpose   h7p://  
  5. What  is  the  smallest   experiment  we  could   do  that  will  prove  or   disprove  a  key   assumpDon?   Lean  View:  Product  Discovery  
  6. Show me the narrative. SHOW     ME  THE   NARRATIVE!  
  7. 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://  
  8. Ingredients   PEOPLE PROCESS TECHNOLOGY Workshop
  9. • Selling  process   • Change  model   • Systems  thinking   • Kipling’s  method   • LogisDcs   • Case  Study   Agenda   h7p://  
  10. I’d rather be a verb than a noun. h7p://  
  11. Selling  Verbs   Workshop   Educate   Qualify   Prove   Plan   Close   Implement   Reference   h7p://  
  12. MoJvaJng  Reason   Alignment  Teaming  NarraDve   Brevity  Simplicity  Familiarity   Vision  Business  Economics     Comprehensive  use  cases   ProducDon  phase  planning   Technical  navel  gazing   h7p://  
  13. Decision  Making   h7p://  
  14. Vulcan  Decision  Service   Facts   Decision   01001   01001   01001   01001   01001   01001   01001   01001   h7p://  
  15. 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://  
  16. 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://  
  17. PMO   Path   FMO   Underlying  Change  Model   Hard   Benefits   Soa   Benefits   Risk   Management   Rider   Elephant   h7p://  
  18. 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://  
  19. 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://  
  20. Increase Improve Reduce Measurable  Outcomes   Teaming Feedback Experimentation Observable  Behaviors   Instrumenting PaaS for DevOps h7p://  
  21. Systems  Thinking  Mindset   Business  –  Architecture  –  Development  –  OperaJons   Innova@on  Pipeline   h7p://  
  22. 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://  
  23. 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://  
  24. 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://  
  25. 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://  
  26. This  acDon  plan  will  deliver   <WHAT>  so  that  <WHO>  can   do  <WHY>.       We  will  do  this  by  <HOW>  in   <WHERE>  by  <WHEN>.   Outcome   h7p://  
  27. • Viability   • Contestability   • Agility   Why   5WH   h7p://  
  28. 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://  
  29. 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://  
  30. Operational Economies of Scale Number  of  ApplicaJons   TCO   Establishment   Cost   Break  Even   Point   ConvenJonal   Virtualized   Infrastructure   MulJ-­‐tenanted   Container     Model   h7p://  
  31. Who   • External   • Internal   • Personal   5WH   h7p://  
  32. A   B   C   Antecedent   Behavior   Consequence   Reinforcement   B. F. Skinner Revisited NegaJve   PosiJve   h7p://  
  33. 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://  
  34. 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://  
  35. What   • Development   • OperaDons   • Management   5WH   h7p://  
  36. 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://  
  37. Playing in a PaaS cloud Loosely  Coupled   Small  Deployment   Footprint   Small  ApplicaDons   Stateless   h7p://  
  38. Where   • Public   • Private     • Hybrid   5WH   h7p://  
  39. 3  Stages  of  Technology  AdopJon   Enthusiasts Professionals Consumers Adapted  from  David  Li7le  (2007),  AdopDng  Technology     h7p://  
  40. IBM  SELECTRIC  715  (1961)   OLIVETTI  VALENTINE  (1969)   BLICKENSDERFER  No.  6  (1908)   The  Typewriter   •  Novelty   •  ExperimentaDon   •  Reliability   •  Performance   •  Fashion   •  Accessibility   h7p://  
  41. Technology  AdopJon  in  the  Cloud   Enthusiasts ProfessionalsConsumers h7p://  
  42. When   • Beginning   • Middle   • End   5WH   h7p://  
  43. 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://  
  44. PresentaDon   Ready   (Grooming/Planning)   Set   (Sprint)   Go   (Review)   * * * Test  Cases   (User  stories)   InstallaDon   Launch   * Tension   h7p://  
  45. • Sponsors   • Resources   • Risk   How   5WH   h7p://  
  46. Roles   •  Vendor   – Facilitator,  SoluDon  Architect   – Account  Manager   – Technical  Specialist(s)   •  Client   – (Lines  of)  Business   – Developer   – OperaDons   h7p://  
  47. SeaJng  Arrangements   Cabaret   Banquet   Boardroom   Hollow   U  Shape   Horse  Shoe   h7p://  
  48. 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://  
  49. 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://  
  50. •  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://  
  51. • Selling  verbs   • Rider-­‐elephant-­‐path   • Systems  thinking  mindset   • Kipling’s  method   • 5WH  Outcome   • LogisDcs   Summary   h7p://  
  52. 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://  
  53. Really  Simple   Workshop   Training  Guide     Stefano  Picozzi   November  2014   h7p://