We naturally have difficulty relating to competencies and roles that is different from ours, we seem them as distractions, threats and obstacles to reaching our localized goals. In this presentation we take a look at the side affects and steps to fight against it.

1. The Fractured
Perspective
A call to refresh our way of thinking

2. We naturally have difficulty relating to competencies and roles
that is different from ours, we see them as distractions, threats and
obstacles to reaching our localised goals.
A.K.A. Silo Mentality

3. 1. Us-and-Them mentality promotes blame culture and fear
of taking ownership of tasks (Pushback)
2. Results in Localized and disconnected decision making
3. Friction in workplace result in low work morale and
performance
4. Disruption of workflow between fiefdoms results in
inefficient value chain regardless of their individual
output.

4. Indicators of a Fractured
Perspective
• The focus of decisions are self centered not Team/Goal oriented
- To become greater than yourself you need to commit to
something bigger than yourself
• Not understanding how your activities contribute into shared
goals (No interest in the bigger picture)
• Not valuing contributions of a different nature (Unable to swap
hats and place yourself in the other roles)
• Throw over the wall attitude
• Thinking quality is the responsibility of the testers
• Not considering maintenance and infrastructure when developing
non functional requirements
• Using KPI’s, ambiguous role definitions as means to sidestep work
that you are the best candidate for
• And much more..

5. How can we approach change?

6. Find a common starting point
“Our main objective should be to add business value by
creating sustainable output that address real word
business opportunities or needs.”
• With shared values and aligned goals we are in a better place to add measurable
value to the entire process
• Build a value chain that does not have to burn out individuals to maintain success
or compromise on quality
• Measure output to actual not perceived benefit, use flexible methodologies to
continuously align and improve to stay current and relevant

7. Supportive concepts..
• Agile
• Manifesto (Collaboration)
• Scrum (Cross functional teams and joint ceremonies)
• XP (Collaboration)
• Lean Manufacturing (Entire value chain thinking)
• The Theory of Constraints (Optimize on complete system – localized
optimizations are illusions)
• DevOps (Breaking down silos and enhance Collaboration between DEV, QA
and Operations)
• Kaizen
• Continues experimentation where everyone's opinion is valued and
considered
• Principle of being solution focused / not blaming
• Kanban (Visibility and shared backlog ownership)
• Five Dysfunctions of a Team (Lack of commitment, fear of conflict and
absence of trust)

8. I am a Team Lead at Britehouse with international experience working
predominantly on the Microsoft stack in the finance sector.
Marius Vorster
• LinkedIn - https://za.linkedin.com/in/mariusvrstr
• Twitter Handle - @marius_vrstr
• Emails – marius.vrstr@gmail.com / Marius.Vorster@Britehouse.co.za
• SlideShare - https://www.slideshare.net/MariusVorster
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