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

Recomendados

Recomendados

Más contenido relacionado

Destacado

Destacado (17)

Último

Último (20)

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