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We are getting so few complaints about you guys. There must be something wrong

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Presentation at Lean Kanban Southern Europe 2014.

Description:

At a large governmental organization we started with one scrum team, but it very quickly became clear that there was only one way to really make it work: Go big or go home. This talk will be about the challenges we faced in a organization that almost only works with third party (off site) contractors, a new way of working in a very political environment. We were successful to a point where higher level managers got nervous because they didn’t hear any complaints.
This talk might be interesting for you if you work in large organizations where you have to work with more traditional project management methods and if you feel that just focusing on your own team is simply not getting you enough results.

Publié dans : Business, Technologie
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We are getting so few complaints about you guys. There must be something wrong

  1. 1. T H E R E M U S T B E S O M E T H I N G W R O N G W E A R E G E T T I N G S O F E W C O M P L A I N T S A B O U T Y O U G U Y S Jasper Sonnevelt #LKSE14
  2. 2. @jaspersonnevelt|#LKSE14 A B O U T M E ! Jasper Sonnevelt • Agile Coach, Consultant & Trainer at Xebia NL • Accredited Kanban Trainer and Coach ! • Contact me: • email: jsonnevelt@xebia.com • email: mail@jaspersonnevelt.nl • twitter: @jaspersonnevelt
  3. 3. @jaspersonnevelt|#LKSE14 T H E P R O J E C T • Development of a system that will be used by different ministeries and local governments • Important project • Already late
  4. 4. @jaspersonnevelt|#LKSE14 W H AT I T S TA R T E D L I K E • Large work packages ! • Tasks and activities WAY to big ! • Parttime team allocation
  5. 5. @jaspersonnevelt|#LKSE14 T H E S T R U C T U R E Project Backog Work Package ScrumMaster
  6. 6. @jaspersonnevelt|#LKSE14 T H E S T R U C T U R E Project Backog From third party Work Package All at different locations the people using it The people making decisions ScrumMaster
  7. 7. @jaspersonnevelt|#LKSE14 T H E A P P R O A C H • Make the team work smooth and predictable (by increasing internal control capability) • Get development process to work (Scrum) • Make policies explicit • Involve customer in the process
  8. 8. @jaspersonnevelt|#LKSE14 A N D A F T E R T H AT… • Grow to involve the rest of the organization (by increasing external control capability) • Ops • Structure project portfolio • One team for the application
  9. 9. @jaspersonnevelt|#LKSE14 C O N T R O L C A PA B I L I T Y “All the tools a person has to solve tasks at hand” From: Sitter, de (1982) - Op weg naar nieuwe fabrieken en kantoren”(1982)
  10. 10. @jaspersonnevelt|#LKSE14 C O N T R O L C A PA B I L I T Y From: Sitter, de (1982) - Op weg naar nieuwe fabrieken en kantoren”(1982) Knowledge Skills Attitude Network Status Power
  11. 11. @jaspersonnevelt|#LKSE14 C O N T R O L C A PA B I L I T Y Exchange between nodes in an organization Conflicting demands Control capability: The ability to deal with these conflicts
  12. 12. @jaspersonnevelt|#LKSE14 C O N T R O L C A PA B I L I T Y Every node is in relationship to many others Dev Test Analists
  13. 13. @jaspersonnevelt|#LKSE14 C O N T R O L C A PA B I L I T Y Every node is in relationship to many others In a bureaucracy relationships between nodes are managed by others Dev Test Analists
  14. 14. @jaspersonnevelt|#LKSE14 C O N T R O L C A PA B I L I T Y • Internal: the ability to solve problems and conflicts within own node • External: the ability to solve problems and conflicts in collaboration with other nodes
  15. 15. @jaspersonnevelt|#LKSE14 M O T I VAT E D R E S P O N S I B I L I T Y The active willingness to take responsibility for ones own work From: Kupers, van Amelsfoort, Kramer (2012) - Het nieuwe organiseren
  16. 16. @jaspersonnevelt|#LKSE14 M O T I VAT E D R E S P O N S I B I L I T Y 1. Choose 2. Want 3. Partake From: Sprenger (1996) - De Motivatie Mythe
  17. 17. @jaspersonnevelt|#LKSE14 C O N T R O L C A PA B I L I T Y Motivated responsibility ! + ! Limited Control Capability ! = ! Frustration
  18. 18. @jaspersonnevelt|#LKSE14 Radically rearranging control capability over night is very difficult if not impossible.
  19. 19. @jaspersonnevelt|#LKSE14 S TAT U S : I M P R O V I N G • Internal control capability increased by reducing number of nodes: • Scrum team with the 
 right skills • A board as an 
 information radiator • Stand-ups for faster 
 feedback loops
  20. 20. M A K I N G S E N S E O F W O R K I T E M S
  21. 21. @jaspersonnevelt|#LKSE14 L A R G E W O R K I T E M S • Larger items cary more risk • Are usually inherently more complex • Have a lot of “fat”
  22. 22. @jaspersonnevelt|#LKSE14 A B O U T S T O RY M A P P I N G “ D E S I G N Y O U R P R O J E C T I N W O R K I N G L A Y E R S T O A V O I D H A L F - B A K E D I N C R E M E N TA L R E L E A S E S . B Y J E F F PA T T O N ” Source: http://www.agileproductdesign.com/writing/how_you_slice_it.pdf Makeitmoreawesome What we need to make it work
  23. 23. @jaspersonnevelt|#LKSE14 S T O RY M A P S : E X A M P L E Makeitmoreawesome Wheels Steering Brakes Engine Lights What we need to make it work
  24. 24. @jaspersonnevelt|#LKSE14 S T O RY M A P S : E X A M P L E Makeitmoreawesome Wheels Steering Brakes Engine Lights What we need to make it work Walking Skeleton: The bare minimum to be able to sell it
  25. 25. @jaspersonnevelt|#LKSE14 T H E P R O J E C T S T O RY M A P. T RY 1 Functions Priorities Stories and tasks
  26. 26. @jaspersonnevelt|#LKSE14 W H AT I T D I D • Was very helpful when splitting tasks • Gave us something to look at while talking • Drew attention to our project
  27. 27. W E ’ V E M A D E C R E AT I N G S O F T WA R E I N C R E D I B LY H A R D
  28. 28. @jaspersonnevelt|#LKSE14 S O F T WA R E D E V E L O P M E N T I N Y E O L D E D AY S
  29. 29. @jaspersonnevelt|#LKSE14 T H E B A S I C F L O W Somebody has an idea Something happens The idea is realized and ready to sell
  30. 30. @jaspersonnevelt|#LKSE14 T H E B A S I C F L O W Somebody has an idea Something goes wrong Nothing to sell…
  31. 31. @jaspersonnevelt|#LKSE14 T H E T Y P I C A L B U R E A U C R AT I C R E S P O N S E Split the task and increase control measures
  32. 32. @jaspersonnevelt|#LKSE14 T H E M O R E N O D E S I N A N O R G A N I Z AT I O N • The bigger the loss of “the big picture” • The ability to fix a problem within your own work domain goes down (internal control capability) • The ability to fix a problem in collaboration with another node goes down (external control ability)
  33. 33. @jaspersonnevelt|#LKSE14 T H E M O R E N O D E S I N A N O R G A N I Z AT I O N When adding nodes the number of alignment moments is increased exponentially. Wasting time with meetings, rules and reports that in the end don’t add value
  34. 34. @jaspersonnevelt|#LKSE14 B E C A U S E T H I S W I L L I N H E R E N T LY M A K E S U R E T H E A M O U N T O F N O D E S I S R E D U C E D It makes sense to arrange around what the work needs instead of what skills people have
  35. 35. @jaspersonnevelt|#LKSE14 F O C U S WA S H E R E T H E P R O C E S S U N T I L N O W
  36. 36. @jaspersonnevelt|#LKSE14 S C R U M R E D U C E D N O D E S T H E P R O C E S S U N T I L N O W
  37. 37. @jaspersonnevelt|#LKSE14 R E S U LT S T O T H I S P O I N T • Happy team • Regular retrospectives • User Stories that actually are small enough to do in a 2 week sprint
  38. 38. @jaspersonnevelt|#LKSE14 T H E B O A R D Expectation for this sprint
  39. 39. L E A D T I M E 4-5 weeks 2 weeks When we started After 3 months
  40. 40. T H E B O A R D Smell! Same process
  41. 41. @jaspersonnevelt|#LKSE14 O U R “ R E A D Y ” P R O C E S S Work package User Stories & Tasks Priorities & splitting Project Backlog
  42. 42. @jaspersonnevelt|#LKSE14 S C R U M R E D U C E D N O D E S S T I L L L I M I T E D E X T E R N A L C O N T R O L C A PA B I L I T Y T H E P R O C E S S U N T I L N O W
  43. 43. @jaspersonnevelt|#LKSE14 G O B I G O R G O H O M E • Limited use of people working on the project • max 2 days a week • no real portfolio priority list • overworked OPS team
  44. 44. @jaspersonnevelt|#LKSE14 O U R P R O J E C T Priorities & splitting Project Backlog The Team Incidents & Small Changes Project B Project C ScrumMaster
  45. 45. @jaspersonnevelt|#LKSE14 O T H E R P R O J E C T S • Same people • Same whiteboard • Same application The organization around us became more and more an issue we needed to fix in order be effective
  46. 46. @jaspersonnevelt|#LKSE14 T H E N E W S T R U C T U R E Priorities & splitting Project Backlog The Team Incidents & Small Changes Project B Project C ScrumMaster
  47. 47. @jaspersonnevelt|#LKSE14 W H E R E T H E I N T E R E S T I N G S T U F F H A P P E N S Work package User Stories & Tasks Priorities & splitting Project Backlog
  48. 48. @jaspersonnevelt|#LKSE14 “I don’t hear anything from your project. That doesn't feel right…”
  49. 49. @jaspersonnevelt|#LKSE14 B I G L E S S O N N U M B E R 1 Relationships can exist without you knowing it. Don’t forget to involve management
  50. 50. @jaspersonnevelt|#LKSE14 B I G L E S S O N N U M B E R 2 This is government…
  51. 51. @jaspersonnevelt|#LKSE14 Project Backlog H E R E ’ S W H AT H A P P E N E D Manager
  52. 52. T O R O U N D U P
  53. 53. @jaspersonnevelt|#LKSE14 A N D T H E N G R O W I T Let scaling start small
  54. 54. @jaspersonnevelt|#LKSE14 M A K E S U R E I T ’ S T H E I R S U C C E S S T O O ! Don’t forget to include “invisible” stakeholders
  55. 55. @jaspersonnevelt|#LKSE14 O P T I M I Z I N G T H E I R “ R E A D Y ” P R O C E S S I S J U S T A S I M P O R TA N T T O G E T F L O W ! Optimizing teams is important
  56. 56. T H A N K Y O U V E RY M U C H ! @ J A S P E R S O N N E V E LT ! M A I L @ J A S P E R S O N N E V E LT. N L J S O N N E V E LT @ X E B I A . C O M

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