Post on 17-Oct-2014
description
Pissing against the wind
@ziobrando
About meIn the IT field since ZX Spectrum Strategic IT Consultant ...whatever that means Trainer (Avanscoperta & Skills Matter) Technical Writer Blogger: http://ziobrando.blogspot.com Twitter: @ziobrando
My e-mail: alberto.brandolini@gmail.com
What I do
9%
11%
12%
31%
38%
Agile processesDomain-Driven DesignEfficiency & ManagementArchitectureFunny clown
Intelligent persons taking
stupid decisions
But first...
Preface
Love?
Thermodynamic convenience
15° C
18° C
40° C
35° C sunny, windy
But for us...
He’s lovelyHe’s lazy
He’s smartHe’s cute
he’s a bastard
Frictionand how Scrum and Kanban pretend to face it
Scrum Roles
Team Scrum Master
Product Owner
Why Roles?
Team
Scrum Master?
Product Owner
Team Team
Scrum Master?
Product Owner
Team Team
Scrum Master?
Product Owner
Team Team
Scrum Master?
Product Owner
Team Leader?
Team Team
Scrum Master?
Product Owner
Team Leader?Project Manager?
Team Team
Scrum Master?
Product Owner
Team Leader?Project Manager?Consultant?
Team Team
Scrum Master?
class?
Product Owner
Team Leader?Project Manager?Consultant?
Team Team
Scrum Master?
class?
Product Owner?
Team Leader?Project Manager?Consultant?
Team Team
Scrum Master?
class?
Product Owner?
Team Leader?Project Manager?Consultant?
?
Product Owner
Product Owner
Needs to be a person with the knowledge, the ability and the power to make critical decision for the product in development
Scrumbut
Good as bolognese sauce made with seitan
or..
“Scrum doesn’t work.
Let’s try something else”
Kanban
• lightweight start
• We don’t touch roles
Apparently
Dev Team
Organization
After fixing things...
We discover that...
It’s always an IT problem until it’s proved not to be. I’ve been involved in agile teams where I’ve seen improvements on the technical side expose shortcomings and failures on the business side. When delivery is predictable the bottleneck shifts into the business. By delivering high quality software that just works, continuous feedback from customers and the measurement of realized benefits often reveals poor decision-making in other parts of the organization.
http://nobull.energizedwork.com/ Simon Baker
They’re not always happy
Resistence
Our role
right? wrong?
right? wrong?Embarassing implementations
right? wrong?Embarassing implementations
Cronically late
right? wrong?Embarassing implementations
Cronically late
overpromising and underfulfilling
right? wrong?Embarassing implementations
Cronically late
overpromising and underfulfilling
...
right? wrong?Embarassing implementations
Cronically late
overpromising and underfulfilling
Constraints, policies, etc.
...
right? wrong?Embarassing implementations
Cronically late
overpromising and underfulfilling
Constraints, policies, etc.
...
changing requirements
right? wrong?Embarassing implementations
Cronically late
overpromising and underfulfilling
Constraints, policies, etc.
...
changing requirements
companies do not understand IT
right? wrong?Embarassing implementations
Cronically late
overpromising and underfulfilling
Constraints, policies, etc.
...
changing requirements
companies do not understand ITSalary policies
right? wrong?Embarassing implementations
Cronically late
overpromising and underfulfilling
Constraints, policies, etc.
...
changing requirements
companies do not understand IT
Only conservative choices allowed
Salary policies
“It’s not all black or white”
Pierrot
“It’s not all black or white”A. Del Piero
By the way... some of you should have
thought... “Alex del Pierrot”
...and that would be the only thing you’ll
remember of this talk
This is the thing I cannot guarantee here...
Like it or not
Our brain is a weird animal
Let’s get back to us
0
I’m sincerely impressed by your progress, guys!
Gods are angry
Burn the witch!
It’s IT’s fault!
We always look for a simple cause & effect relation
...but in a complex system, the
explanation can’t be simple
nevertheless..
http://www.wpclipart.com/medical/anatomy/brain/four_lobes_of_the_cerebral_cortex.png.html
This is how we are
System 1
System 1Quick pattern matching
System 1Quick pattern matchingparallel processing, unaware mode
System 1Quick pattern matchingparallel processing, unaware modeLow energy consumption
System 1Quick pattern matchingparallel processing, unaware modeLow energy consumption
System 2
System 1Quick pattern matchingparallel processing, unaware modeLow energy consumption
System 2Complex elaboration that need attention and concentration
System 1Quick pattern matchingparallel processing, unaware modeLow energy consumption
System 2
No parallelism
Complex elaboration that need attention and concentration
System 1Quick pattern matchingparallel processing, unaware modeLow energy consumption
System 2
High energy consumptionNo parallelism
Complex elaboration that need attention and concentration
The cat
Let’s get back to Scrum
Sel
Self-organizing team
Organization chart
You know it
Divide et impera
Divide et imperaSystem
1
bullshit
Decisions
Information
2 problem families: !
Decisions taken in the wrong place
!
Decisions taken in the wrong way
“I gave you 2 more persons... You’ll deliver
earlier!”
“I gave you 2 more persons... You’ll deliver earlier!”
“I gave you 2 more persons... You’ll deliver earlier!”
- Linear outcome (false)
“I gave you 2 more persons... You’ll deliver earlier!”
- Linear outcome (false)- Linear proportion between cost
and delivered value (false)
“I gave you 2 more persons... You’ll deliver earlier!”
- Linear outcome (false)- Linear proportion between cost
and delivered value (false)- Linear starting costs (false)
“We couldn’t hire a senior, so we hired two
juniors”
“We couldn’t hire a senior, so we hired two juniors”
“We couldn’t hire a senior, so we hired two juniors”
- Linear outcome (false)
“We couldn’t hire a senior, so we hired two juniors”
- Linear outcome (false)- Linear proportion between cost
and delivered value (false)
“We couldn’t hire a senior, so we hired two juniors”
- Linear outcome (false)- Linear proportion between cost
and delivered value (false)- Linear starting costs (false)
“Proceed with the other activities in the
meanwhile”
“Proceed with the other activities in the meanwhile”
“Proceed with the other activities in the meanwhile”
- Null context switch cost (false)
“Proceed with the other activities in the meanwhile”
- Null context switch cost (false)- Suspended activities remain idle
(false)
“Proceed with the other activities in the meanwhile”
- Null context switch cost (false)- Suspended activities remain idle
(false)- Doing is always better than not
doing (false)
The bullshit asymmetry
principle
The amount of energy necessary to refute
bullshit is an order of magnitude bigger than to produce it
Pyramid is disfunctional
Convincing the boss
Decisions
Informations
Decisions
Informations
I need to convince my boss to let me do this
thing
Decisions
Informations
I need to convince my boss to let me do this
thing
I have no idea what he’s talking about
Decisions
Informations
I need to convince my boss to let me do this
thing
I have no idea what he’s talking about
But I have to say something
Versailles Antipattern
Versailles AntipatternBoss is not in the right mood today
Versailles AntipatternBoss is not in the right mood today
Can you help me convincing him?
Versailles AntipatternBoss is not in the right mood today
Can you help me convincing him?
We need a mutual cover-up
strategy
Versailles AntipatternBoss is not in the right mood today
Can you help me convincing him?
We need a mutual cover-up
strategy I heard that he said that...
Waste
Cortisanborn to resolve language problems between the king, aristocracy and people. Typically evolves into a filter. Variable power.
Cortisanborn to resolve language problems between the king, aristocracy and people. Typically evolves into a filter. Variable power.
Richelieu
Cortisanborn to resolve language problems between the king, aristocracy and people. Typically evolves into a filter. Variable power.
Richelieu
Cortisanborn to resolve language problems between the king, aristocracy and people. Typically evolves into a filter. Variable power.
Richelieu
Alfano
Cortisanborn to resolve language problems between the king, aristocracy and people. Typically evolves into a filter. Variable power.
Waste
These are problems for every organization
...but Agile rides straight into that
Software development is a
continuous decision making process
Are we good decision makers?
How can I exit the stalemate?
Ideology?
Ideology?NO!
SkillsLet’s add a dimension
Fine-Grained Delegation
Management 30.com
Delegation Matrix
Estimate Design Holiday BudgetTellSell
Consult XAgreeAdvise XInquire X
Delegate X
Towards nirvana
Skills
resp
onsib
ility
Frustration
Conflicts
Turnover
Anarchy
Losing control
Towards nirvana
dream Skills
resp
onsib
ility
Frustration
Conflicts
Turnover
Anarchy
Losing control
Towards nirvana
dream
Man
agem
ent’s
view
Skills
resp
onsib
ility
Frustration
Conflicts
Turnover
Anarchy
Losing control
Towards nirvana
dream
Man
agem
ent’s
view
Team’s view
Skills
resp
onsib
ility
Frustration
Conflicts
Turnover
Anarchy
Losing control
(In)competence
Learning Organization?
How is feedback managed?
How is feedback managed?
How is feedback managed?
- Real time feedback right after the lesson?
How is feedback managed?
- Real time feedback right after the lesson?
- End of course feedback?
How is feedback managed?
- Real time feedback right after the lesson?
- End of course feedback?- Post-degree feedback?
How is feedback managed?
- Real time feedback right after the lesson?
- End of course feedback?- Post-degree feedback?- 5 years after feedback?
once passed the gates...
Gavetta(apprenticeship)
“I park you somewhere, doing something not really useful, ‘cause I have no Idea about how to make you grow”
Gavetta:
We need experienced people
We need experienced people
We need experienced people
The pyramid is stable
Recruiting Strategy
The hazing temptation
It’s been hard for me, it has to be hard for
you.
Are we good teachers
NO
IncompetenceLittle
alternativesFear
Immobilism
Bingo!
Università produce
incompetenti
basso livello di competenze
in azienda
Università non impara
Frustrazione per chi impara
in fretta
Gavetta
Omologazione per chi resiste
La piramide si rinforza
Fuga di talenti
Wasted potential
Learning is up to you
Decision Making
Are we good in making decisions
With the appropriate tools
With the appropriate tools
Can we take decisions as teams?
Skills
Stress
Stress
Psycological reaction !
To an adverse situation !
Situation is perceived as inevitable
Brain can’t learn
Is it really resistence?
Bingo!
We don't learn under strsss
Pyramid generates
stress
Low expertise levels justify
pyramids
Pyaramid strengthens
Conclusion
We have limited resources:
Better not to take decisions in given circumstances
Some decisions can be taken without
taking them (just letting them
happen)
Decisions are a lot better if taken in the
right place
deciding vs
making it happen
3 moves to change
Rational instruction Emotional impact Removing impediments
(Not) an IT problem
Pyramid is the problem
IT Department
mess
IT Department
messmess
IT Department
messmessmess
IT Department
messmessmess
IT Department
MES
S!
messmessmess
IT Department
MES
S!M
ESS!
messmessmess
IT Department
MES
S!M
ESS!
MES
S!
messmessmess
IT Department
MES
S!M
ESS!
MES
S!M
ESS!
messmessmess
IT Department
MES
S!M
ESS!
MES
S!M
ESS!
MeS
S!
messmessmess
IT Department
MES
S!M
ESS!
MES
S!M
ESS!
MeS
S!M
ESS!
Dogfood effect
Who moves first?
Who moves first?
NO!
We’re not alone
We’re not alone
Agile
We’re not alone
AgileLean
We’re not alone
AgileLean
Complexity Science
We’re not alone
AgileLean
Complexity Science
Lean
We’re not alone
AgileLean
Complexity Science
LeanLean
We’re not alone
AgileLean
Complexity Science
LeanLean
Management 3.0
We’re not alone
AgileLean
Complexity Science
LeanLean
Management 3.0Beyond Budgeting
We’re not alone
AgileLean
Complexity Science
LeanLean
Management 3.0Beyond Budgeting
#Stoos
We’re not alone
AgileLean
Complexity Science
LeanLean
Management 3.0Beyond Budgeting
#Stoos
Radical Management
Questions?
Thank you!
@ziobrando alberto.brandolini@avanscoperta.it
www.avanscoperta.it