Keynote presentation from AgileChina 2015. An appeal to 1) understand the why behind practices and processes, and 2) remember the people while leading change.
6. Change
Is
Hard
变化是困难的
Copyright
2015,
Stephen
Vance
Understand
Deeply
6
7. Who
Am
I?
我是谁?
• Pre-‐Manifesto
Agilist
• Director
of
Agile
at
Zipcar
• Author
• SoNware
CraNsman
• Traveler
• Senior
Pet
Care
Engineer
Copyright
2015,
Stephen
Vance
Understand
Deeply
7
24. EsAmaAon
估算
Ques>on
Known
As
1
How
much
can
we
do
next
sprint?
下个迭代我们能做多少?
Capacity
planning
产能计划
2
How
long
will
it
take
to
do
the
project?
做这个项目要多长?
Delivery
forecasAng
交付预测
3
How
is
our
progress?
我们的进度如何?
Progress
reporAng
进度汇报
Copyright
2015,
Stephen
Vance
Understand
Deeply
24
31. What
We
Do
To
People
对人我们都做了些什么
• Tell
them
how
to
work
• Ignore
feedback
on
teammates
• Block
their
improvement
ideas
• Assume
– They
won’t
consider
all
of
the
opAons,
or
– They
don’t
won’t
make
the
right
decisions
• Urge
them
to
“work
harder”
or
longer
• 告诉他们怎么工作
• 忽视队友的反馈
• 妨碍他们的改进想法
• 假设
– 他们不会考虑所有选项
– 他们没有成熟度或者经验
来做正确的决策
• 督促他们“更努力地工
作”或者工作更长时间
Copyright
2015,
Stephen
Vance
Understand
Deeply
31
32. Project
Rescue
Story
项目急救故事
• Two
months
remaining
• Forecast
30%
likelihood
for
the
target
date
• Commibed
to
major
capital
investments
• 剩下两个月
• 预测30%的可能性赶上
目标日期
• 承诺了大量资本投资
Copyright
2015,
Stephen
Vance
Understand
Deeply
32
33. Team
Discussion
团队讨论
• Cut
scope
• Add
people
• Cut
quality
• CompensaAon
– Comp
Ame
– Extra
pay
for
extra
hours
– Success
bonus
certainty
• Skip
company
meeAngs
• Move
the
date
• 缩小范围
• 加人
• 降低质量
• 补偿
– 补偿时间
– 加班工资
– 明确的成功奖金
• 改期
• 取消公司会议
Copyright
2015,
Stephen
Vance
Understand
Deeply
33
35. The
Elephant
In
The
Room
房间里的大象
• Work
extra
hours
– More
hours/day
– Weekends
– Dinners
at
the
office
– Work
from
home
to
cut
commute
Ame
• 工作更长时间
– 每天工作更多小时
– 周末
– 在办公室用餐
– 在家工作以减少交通时
间
Copyright
2015,
Stephen
Vance
Understand
Deeply
35
37. Team
Responses
to
Deadlines
团队对死限的反应
• Acceptance
• Grumbling
• Cugng
scope
• Cugng
quality
• Working
extra
hours
• Hiding
deviaAon
from
plan
• Delivery
without
concern
for
outcomes
• 接受
• 牢骚
• 缩小范围
• 降低质量
• 工作更长时间
• 隐藏和计划的偏差
• 不考虑结果的交付
Copyright
2015,
Stephen
Vance
Understand
Deeply
37
38. “We
usually
manage
by
dates
when
we
don’t
know
how
to
manage
by
what’s
truly
important”
Me
“当我们不知道如何管理真正重要的事情时,
我们通常就会去管理日期”-我
Copyright
2015,
Stephen
Vance
Understand
Deeply
38
40. Other
Reasons
for
Deadlines
死限的其它原因
“I
need
to
feel
in
control,
and
a
deadline
helps
me
with
that.”
“I
set
deadlines
to
insAll
a
sense
of
urgency
that
I
don’t
trust
will
be
there
otherwise.”
“I
set
a
date
because
the
teams
couldn’t
or
wouldn’t
tell
me
when
they
thought
it
would
be
done.”
“我需要有掌控感,死限对
此有帮助”
“我设置死限来注入紧迫感,
如果没有死限我不相信会有
同样的紧迫感”
“我设置日期是因为团队不
能或不会告诉我什么时候他
们觉得会做完”
Copyright
2015,
Stephen
Vance
Understand
Deeply
40
41. SoluAons
解决方案
• Promote
visibility
• Provide
empirically
based
forecasts
• Show
progress
through
regular
demos
• Empathize
• 提倡可见性
• 提供经验型的预测
• 通过定期的展示来显
示进度
• 共情
Copyright
2015,
Stephen
Vance
Understand
Deeply
41
43. Who
Should
You
Talk
To?
你该跟谁去说?
Copyright
2015,
Stephen
Vance
Understand
Deeply
43
44. Responsibility
Matrix
责任矩阵
Stakeholder
Responsible
Approve
Support
Inform
Consult
Team
X
Sponsor
X
Architecture
Significant
architecture
decisions
X
X
Billing
X
MarkeAng
X
Sales
X
Copyright
2015,
Stephen
Vance
Understand
Deeply
44
45. CommunicaAon
Plan
交流计划
• Part
of
the
team
working
agreement
• What
media?
• Who?
• How
oNen?
• 部分的团队工作约定
• 什么渠道?
• 谁?
• 多频繁?
Copyright
2015,
Stephen
Vance
Understand
Deeply
45
46. Risk
Log
风险记录
Risk
Resolver
Comments
Resolu>on
Status
Partner
company
not
Agile
Tech
Lead
Difficulty
matching
release
cadence
Open
WaiAng
for
branding
MarkeAng
Impacts
web
site
copy
and
images
Open
Hardware
delivery
Ops
Vendor
uncertain
about
deliver
date
Delivered
Closed
Not
enough
sAcky
notes
Scrum
Master
Who
can
do
Agile
without
sAcky
notes?
Order
placed
Open
Caffeine
shortage
Scrum
Master
Team
can’t
work
without
coffee
Bought
espresso
machine
Closed
Copyright
2015,
Stephen
Vance
Understand
Deeply
46
47. More
Of
The
Rescue
更多急救项目的做法
• 24
risks
– 6
major
risks
• Significant
luck
• 24项风险
– 6项重大的
• 不少的运气
Copyright
2015,
Stephen
Vance
Understand
Deeply
47
50. Agile
Manifesto
On
Hand-‐Offs
敏捷宣言中关于移交
Copyright
2015,
Stephen
Vance
Understand
Deeply
50
51. The
Language
of
Hand-‐offs
移交的语言
“I
did
something
for
the
team”
“I
did
something
with
the
team”
“我为团队做了某件事”
“我和团队做了某件事”
Copyright
2015,
Stephen
Vance
Understand
Deeply
51
53. Product
Owners
and
Story
CreaAon
产品负责人和故事创建
Copyright
2015,
Stephen
Vance
Understand
Deeply
53
54. Three
Amigos
三架马车
• Pre-‐refinement
– Product
Owner
– Developer
– Tester
• Refinement
– EnAre
team
• 梳理前
– PO
– 开发
– 测试
• 梳理
– 整个团队
Copyright
2015,
Stephen
Vance
Understand
Deeply
54
55. Efficiency
and
Waste
效率和浪费
• Time
spent
recognizing
inappropriate
stories
• Story
rewriAng
• The
whole
team
needs
to
understand
the
work
anyway
• Lean
thinking
• Cost
of
delay
• 花在识别不合适故事
上的时间
• 故事重写
• 整个团队总是需要理
解工作的
• 精益思考
• 延迟成本
Copyright
2015,
Stephen
Vance
Understand
Deeply
55
56. The
Right
Agtude
正确的态度
• Forget
roles
and
Atles
• Focus
on
skills
and
perspecAves
• 忘记角色和岗位
• 关注技能和视角
Copyright
2015,
Stephen
Vance
Understand
Deeply
56
58. QuesAon
Roles
质疑角色
Do
your
job
descripAons
guide
you
or
define
you?
Do
you
recognize
your
assumpAons
and
habits
from
a
different
context?
你的工作描述是指导你
还是限制你?
你意识到来自不同上下
文的假设和习惯吗?
Copyright
2015,
Stephen
Vance
Understand
Deeply
58