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

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

@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

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

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

T H E S T R U C T U R E
Project Backog
Work Package
ScrumMaster

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

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

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

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)

From: Sitter, de (1982) - Op weg naar nieuwe fabrieken en kantoren”(1982)
Knowledge
Skills
Attitude
Network
Status
Power

Exchange between
nodes in an
organization
Conﬂicting
demands
Control capability: The ability to deal with these conflicts

Every node is in
relationship to many
others
Dev
Test
Analists

Every node is in
relationship to many
others
In a bureaucracy relationships between
nodes are managed by others
Dev
Test
Analists

• Internal: the ability to solve
problems and conflicts within own
node
• External: the ability to solve
problems and conflicts in
collaboration with other nodes

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

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

Motivated
responsibility
!
+
!
Limited Control
Capability
!
=
!
Frustration

Radically rearranging control capability
over night is very difficult if not
impossible.

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

M A K I N G S E N S E O F
W O R K I T E M S

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”

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

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

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

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

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

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

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

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

T H E B A S I C F L O W
Somebody
has an
idea
Something
goes
wrong
Nothing
to sell…

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

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)

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

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

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

S C R U M R E D U C E D
N O D E S

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

T H E B O A R D
Expectation for
this sprint

L E A D T I M E
4-5 weeks 2 weeks
When we started After 3 months

T H E B O A R D
Smell!
Same process

O U R “ R E A D Y ” P R O C E S S
Work
package
User Stories
&
Tasks
Priorities
&
splitting
Project
Backlog

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

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

O U R P R O J E C T
Priorities
&
splitting
Project
Backlog
The Team
Incidents & Small Changes
Project B
Project C
ScrumMaster

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

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

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

“I don’t hear anything from your
project. That doesn't feel right…”

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

B I G L E S S O N N U M B E R 2
This is government…

Project
Backlog
H E R E ’ S W H AT H A P P E N E D
Manager

A N D T H E N G R O W I T
Let scaling start small

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

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

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

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

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