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“Why would I want to win anything other than a beautiful game?” -- Bredon (fictional character) (src: Book_ The Wise Man’s Fear - Patrick Rothfuss) (ref: https://www.tor.com/2011/11/17/rothfuss-reread-the-wise-mans-fear-part-12/)
The hero stories I’m talking about are described in Model_ hero stories to get the real culture. The summary is that the stories people tell, are a very good indication of what the culture values. But what if we flip this around? We select and search out stories that match certain values. And we keep telling those stories to newcomers and regulars alike. Say you want your culture to value ‘openness / transparency’ more....
Hero Stories are the stories people tell to each other in a company / team. Newcomers are often told these stories when they join the team. These stories are usually filled with a sense of awe. This sense of awe is directed towards certain ‘key decisions’. “You know that time when we needed to make that deadline and we stayed up three days straight to get it done?” where the decision is...
I make the distinction between a team a a workgroup. For many team means people I work with people who work on the same thing people who report to the same manager I call all that a workgroup To call it a ‘real’ team, I need the following aspects: we take decisions together we want to collaborate on tasks we share ownership of everything we do Indications of a non-team workgroup:...
Known cost: extra checking, extra work Hidden cost: no learning, no improvement We can’t know in advance if a potential problem is real or imagined. The only way to know it to not prevent it, and monitor whether it happens. If we always try to solve all potential mistakes before they happen, we will never know which actually happen, and which didn’t. Preventing a potential problem that won’t actually occur, is waste....
process to break ‘bad habits’ from waterfall but once those habits are broken, we want to remove those processes Agile practices: purpose: get used to regularly delivering software problem: let’s pick a task that fit’s in the rest of the slot group tasking a story, but only 1-2 people will work on it fear: estimates (depends on who I work with) improve today! once you get into the habit of taking work from a kanban wall, you don’t need a standup anymore...
simple: eg callcenter complicated: eg payroll, taxes complex: advertising, day trading, recommendation engines, should I loan you money ) orgs good at complicated, are bad at complex ) the complicated problems have been solved already ) the money is in complex these days ) usually, you don’t know which problem you are solving you need to see how they behave ) people have a prejudice Trump sees everything as simple and solves them that way Fred George likes complex...
graveyard: agile does not work “if a project was in the graveyard I walked away” simple managers teach the best practices agile has no value here Complicated problems experts are expensive get a team to do what the experts tell “harvest their knowledge, turn it into stories” Complex problems there are no experts “hire a bunch of bright people, turn them loose and say: figure it out” try something, try something else if something stops working, try something else...
“Yours without obligation, let or lien. A freely given gift.” (src: Book_ The Wise Man’s Fear - Patrick Rothfuss)
Agile Schizophrenia - Fred George (https://www.youtube.com/watch?v=jh7du2TfCQU) disruptor: challenges thinking in a organisation teams that are different -– misalignment Model_ Uncertainty of requirements defines whether to work waterfall, agile or beyond agile graveyard: agile does not work “if a project was in the graveyard I walked away” simple managers teach the best practices agile has no value here Complicated problems experts are expensive get a team to do what the experts tell “harvest their knowledge, turn it into stories”...