Don’t expect a talk about user-stories. This is about everyday, “did I tell you about …”, stories – the kind you find in the real world, in cartoons, novels and everyday conversations – and how to use them to implement Agile (and other changes) in a non-threatening, yet surprisingly sticky way. You’ll learn a little theory, you’ll laugh and learn (at least) one story which may, one day, save your butt.
www.businessofsoftware.org
46. Not Started Analysis Design Program Test
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Have a told you about the
buffalo?
10/m
47. The Buffalo Story started
out as an email joke.
A conversation between Norm and
Cliff, from “Cheers”, the TV Show.
image: wikipedia
48. Well, you see, Norm, it’s like this.
A herd of buffalo can only move as fast as the slowest buffalo.
The slowest buffalo stays at the back and the faster buffalo run
in front, but at the slower speed.
Otherwise, the herd would split apart.
slowest
fastest
49. Like this.
And when they were split apart they were prone to
attack by wolves.
Evolution favoured the herds that didn’t spread apart.
slowest
fastest
50. When these tightly packed herds were hunted, the
wolves killed the slowest and weakest buffalo.
The guys at the back.
That made the remaining herd stronger and faster.
slowest
fastest
51. In much the same way, the human brain can only operate as fast
as the slowest brain cells.
Now, as we know, excessive intake of alcohol kills brain cells.
But naturally, it attacks the slowest and weakest brain cells first.
slowest
fastest
Here’s the JOKE Bit.
52. In this way, regular consumption of beer eliminates the weaker
brain cells, making the brain a faster and more efficient
machine.
And that, Norm, is why you always feel smarter after a few
beers.
slowest
fastest
53. Not Started Analysis Design Program Test
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How can we speed up the
slowest buffalo?
Feed the testers to the wolves!
54. Not Started Analysis Design Program Test
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How can we speed up the
slowest buffalo?
test cleverer & faster
simple “time management” stuff
55. Not Started Analysis Design Program Test
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How can the “faster buffalo”
help?
SLOW DOWN!
Don’t distract the testers
Help them.
56. Not Started Analysis Design Program Test
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Step 1: Identify your
bottleneck
TOC’s 5 step
recipe
Step 2:
Exploit
Step 3:
Subordinate
58. Trojan stories
Lesson hidden inside
story/joke - but easily
uncovered/unpacked.
Joke isn’t particularly funny,
but it makes the story feel
harmless.
Joke is memorable,
sticky,
easily reproducible.
Delegate the “telling” to the story.
59. • Simple
• Unexpected
• Concrete
• Credible
• Emotional
• Stories = Flight Simulators for the Brain
by Chip and Dan Heath
• Sneaky - Clarke
69. –Dave Allen’s Guardian Obituary - March 12, 2005.
“Thus was born a style that made the public,
and a generation of comics then in its infancy,
think a little differently about humour, about
the power of words, about authority, and
about the world around them.”
http://www.theguardian.com/news/2005/mar/12/guardianobituaries.artsobituaries
Notes de l'éditeur
2003 was the worse year of my career. The people I worked with thought I incompetent - a muppet, in brittish terms. An ejit or leudermon in Irish terms.
What made it worse was that 2002 was a brilliant year.
Let me take you back a dozen years to 2004, the most unhappy and frustrating stage in my career. I suspect I was in a stage of life and state of mind that many of you may recognise.
I was working in a big waterfall project that was running very late. I’d just completed an MBA. I had spent the previous 5 years devouring everything I could about Eli Goldratt’s Theory of Constraints and Lean and TQM. I’d just stumbled across Agile and I - like several of you here in this room - had had the great fortune to complete one of Ken Schwaber’s earliest Scrum Certification course, right here in Edinburgh.
I was fired up. I had a lot to say. But no one would listen to me.
Or maybe this …
And that I sounded like this
Clarke: Can you spot our bottleneck? ... It's not obvious is it? Here's how we found it.
Elaine: They looked like this when we started. Each card represented a top-priority call. Many were not yet started, many were partly completed. Most of the cards had been on the wall for months. Each month, we closed off 10 or so calls. Each month 10 or so new calls were raised.
Clarke: Can you spot our bottleneck? ... It's not obvious is it? Here's how we found it.
Clarke: Another way is to look at the process and see where the biggest build up of waiting work is.
(Draw circle)
Elaine: you can't see it on the whiteboard, but only a small proportion of work on the Test board I'd being actively worked on. Most of the cards were for calls that had been fixed but we're waiting to be tested.
Clarke: There are a few ways to identify the bottleneck. The first, and most scientific sounding, is to estimate how many items each step in the process can process each month. The one that does the least is the bottleneck.
Elaine: you can see our numbers below. Although the numbers vary each month, it looked like our test capacity was our bottleneck.
Clarke: Another way is to look at the process and see where the biggest build up of waiting work is.
(Draw circle)
Elaine: you can't see it on the whiteboard, but only a small proportion of work on the Test board I'd being actively worked on. Most of the cards were for calls that had been fixed but we're waiting to be tested.
Clarke: Another way is to look at the process and see where the biggest build up of waiting work is.
(Draw circle)
Elaine: you can't see it on the whiteboard, but only a small proportion of work on the Test board I'd being actively worked on. Most of the cards were for calls that had been fixed but we're waiting to be tested.
Clarke: Another way is to look at the process and see where the biggest build up of waiting work is.
(Draw circle)
Elaine: you can't see it on the whiteboard, but only a small proportion of work on the Test board I'd being actively worked on. Most of the cards were for calls that had been fixed but we're waiting to be tested.
Clarke: Another way is to look at the process and see where the biggest build up of waiting work is.
(Draw circle)
Elaine: you can't see it on the whiteboard, but only a small proportion of work on the Test board I'd being actively worked on. Most of the cards were for calls that had been fixed but we're waiting to be tested.
Clarke: Another way is to look at the process and see where the biggest build up of waiting work is.
(Draw circle)
Elaine: you can't see it on the whiteboard, but only a small proportion of work on the Test board I'd being actively worked on. Most of the cards were for calls that had been fixed but we're waiting to be tested.