Navigating Project Uncertainty, An Explorers Toolkit using Cynefin
Cynefin, Kanban and Crash Test Dummies
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Transcript of Cynefin, Kanban and Crash Test Dummies
Cynefin, Kanban&
Crash Test Dummies
Agile Richmond – May 2013
Guy Winterbotham Bio
FlowBottlenecks
WIP Limits, 5S, Kaizen
AgileUgly Agile
@guywinterbotham http://www.linkedin.com/pub/guy-winterbotham/1/2bb/516
The Agile Help Disclaimer
It depends …
Project Context
PeopleTeam, Stakeholders
MechanicsTools, Processes
ClientProduct, ServiceCulture
Organization,Market, Domain
Cynefin: A decision making framework
Pronounced - ku-nev-in
Licensed by Dave Snowden under the Creative Commons Attribution 3.0 Unported
Marketing Site = Content Targeting
Use campaigns to promote products
Marketing sites:Electronic brochures that change to match the user
Customer’s choices direct them to a product. Analytics measures effectiveness.
A B C D
Project Time Line
STAGE 1: Basic Scrum
Slices of supporting architecture
Slices of pages aligned to business units
RANT #1 – I HATE SCRUMS!
Forming a Scrum
Rugby Union uses two more
• Pick up two cards• Write where you feel you are• Write where you feel the team is
Tuckman's Stages of Group Development
A quick and dirty team self assessment
To change we needed to look at:• Who we were – Roles and Responsibilities• How we work – Engineering Practices• How we function – Our Processes• Who we are working with – Our Client
Lewin's Change Model
Unfreeze – Change – Refreeze
Plan for Getting to Performing
Make the Team Aware of the Context
Cultural awareness came later
Counter the Hierarchy of Process
Counter the Hierarchy of Role
Client Fire
Engagement Manager
Project Manager
Architect/ Tech Lead
Testers
DesignersDevelopers BSAs
• Proximity ≠ Smarter or Better• Was an indicator of Cynefin Sweet spot
Counter the Hierarchy in Behavior
To engage when present
Respect for ideas no matter their source
A willingness to bring ideas or support the best current idea
To always seek help
To use teams for complex endeavors
Do now what can effectively be done now
“I will never do anything dumb on purpose”
McCarthy's Core Protocols
Focus away from differences ….
to common goals
“Continuous Integration is a software development practice where members of a team integrate their work frequently…”, blah blah, blah
-Martin Fowler
“Continuous Integration along with Developer TDD forms a competitive game framework. Coding is a competitive contact sport”
- Me
Pay attention to Build Metrics
Use Metrics to drive games
Pay attention to Build Metrics
Visible Metrics for Quality Focus
STAGE 2: Scrum + 1: Change and Scale
Late 2010 through Q3 2011
Slices of pages aligned to business units
Build a core framework to support pages
Context Changes• New Management• Co-locate on site• New Teams• Separation of concerns• Product Roadmap
Challenges• Scaling a team• Big team woes• That darn testing process
STAGE 2: The bad testing idea
Week 1Dev
Environment
• Tasking of stories• Story Development + Unit testing• Story Test Case Preparation• Functional Testing (if functionality allows)
Week 2Dev
Environment
• Story Development + Unit Testing• Story Test Case Preparation• Functional Testing
MUDA Week 3
QA Environment
• Sprint Code Build into QA• Formal Functional Testing – Input test cases and results into QC• Performance Baseline• Detailed Design for Next Sprint Stories• Sprint Code Review• Bug Fixes and Code Quality rework• Knowledge Transfer to QC staff• Retrospective• Sprint Planning• Maybe a demo
Muda (無駄 ) Wasteful, Unproductive
Challenge 1: Modeling a Big team
Needed tool that could….
• Use bad estimates to extrapolate a critical chain
• Be able to include inter-team dependencies
• Be able to model a ramp up period
• Handle “What If” scenarios
• Already available to everybody on the team
• Could communicate schedule and budget
RANT #2 – AGILE HATES PMI!
Individuals + Interactions
Processes + Tools
Tools, Tools and more Tools
Challenge 1: Modeling a Big team
Needed tool that could….
• Use bad estimates to extrapolate a critical chain
• Be able to include inter-team dependencies
• Be able to model a ramp up period
• Handle “What If” scenarios
• Already available to everybody on the team
• Could communicate schedule and budget
Microsoft Project is a Modeling Tool
…please keep this our little secret
• Use VB macro to load your backlog• Build out different roles as task• Play with resources as roles not individuals• Look at critical chain interactions of roles• Learn to love the Level Button
RANT #3 – BIG TEAMS = BAD NEWS
Big Teams and Social Loafing
“Tendency of certain members of a group to get by with less effort than what they would have put when working alone.”
• Retrospectives become ineffective• Transparency dims for stakeholders• Standups become amateur theater• Coach becomes disconnected• Coding practices diluted or skipped
Beyond team of 10, people get lost
Look Under the Hood: Burn Downs
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 200
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"The Hill Team" Team Burndown
Sprint Days
Ho
urs
Real data, with names changed
Personal Burn Down: Jill
Jill is doing fine
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 200.00
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Ideal Burndown Upper Bound Lower Bound Actual Burndown
Personal Burn Down: Jack
Jack over estimates, what a hero
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 200.00
50.00
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Ideal Burndown Upper Bound Lower Bound Actual Burndown
Personal Burn Down: “The Bucket”
“The Bucket” is hiding, getting carried
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 200.00
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Ideal Burndown Upper Bound Lower Bound Actual Burndown
Pay attention to Ergonomics
Use Big Monitors as dividers
Table
Agile Card Wall
Dev Table with Fast NetworkBuild
Monitor
Door and Information Radiators
STAGE 3: Backing into Kanban
Driver for changing to focus more on flow
• Page building became the date driver
• Needed a pull model to support the Page team
• Iterations a constraint to fluid response
• Reduce the lengthy standups
• Make assignments more visible
• Once and for all accept the testing model
Late 2011 through 2012
STAGE 3: Fluid Backlog
Dave Anderson Cost Model
Kanban brings focus to the “How”
Visualize the workflow Limit WIP Manage Flow Make Process Policies Explicit Improve Collaboratively
Ours was a shallow implementation
Dave Anderson – The Principles behind Kanban
Cynefin Learning Cycles
Licensed by Dave Snowden under the Creative Commons Attribution 3.0 Unported
Standardize,Automate
Innovate,Explore
Disrupt,Scare
Step 1: Change up the Dev board
Dip into chaos to shake up the team
WIP limits on devs using avatars and on types of work
Posted Polies by Work Type
Magnetic Avatars
Supplies in Shoe Holder
Step 2: Man the Page Gates
• Enforce Quality of the Inputs
• Don’t start a page unless it can be finished
• Account for rework in WIP limits
• Create supporting tools
• Pull on development
• UAT pages as part of Page creation
• Resulted in 80% – 90% pass rate
Stop Starting, Start Finishing
Step 3: Reimaging Page Building
Bring them from Chaos/Complex
Kanban Overlay: What did we get?
Operating in the end state Quality end-to-end and built in Insight into how was done Incremental Improvement Flexibility and responsiveness High Performing Team!
Late 2010 through early 2011
The End?
The Evolution Continues…..
Cynefin: Chaos Cliff
Licensed by Dave Snowden under the Creative Commons Attribution 3.0 Unported
That little Cynefin Cliff
Complacence
Simple
Chaos
The End
No Crash Test Dummies were hurt in the making of this presentation
“Without deviation from the norm, progress is not possible.”- Frank Zappa