- Sprint Planning: It’s not a meeting. It’s an opportunity for collaborative software development.
- Daily Standup: It’s not a meeting. It’s an opportunity to share a goal and see how it interacts with the other team member’s goals.
- Sprint Review: It’s not a meeting. It’s an opportunity to showcase the most amazing piece of software ever and realize that it can be even better.
- Sprint Retro: It’s not a meeting. It’s an opportunity transform bad to good and good to great.
Management 3.0 is a class for people interested in bettering the practice of management in their organizations. It’s based on Jurgen Appelo’s very popular book, which examines the kind of management thinking and doing needed to support complex and nonlinear work, such as — but certainly not limited to — Agile software development practices. Supporting the evolution of self-organizing high-performance teams calls for a different approach to managing people than that which is typically encouraged through organizational culture, training, and change management practices. The Management 3.0 book and course provide a new basis for thinking about the goals and principles of management as well as many concrete practices that can be used to begin managing in a new way, even if your organization is just starting on a transformation to a more agile way of working.
Francois Beauregard of Pyxis Technologies brought an interesting perspective to facilitating the course material based on his experience as an Integral Development coach. In the course of exploring the Spiral Dynamics model in the first few hours of the class, we talked a lot about the importance of compassion (a word that oddly doesn’t appear in the text of Management 3.0) when assuming the responsibility for stewardship of the living in an organization. We also explored the possibilities created by differentiating between responsive and reactive behaviours.
The first morning of the class was very talk-heavy, but this was balanced by the very hands-on nature of the remainder of the material, which considered each of the aspects of Martie, the six-eyed Management 3.0 model. Martie’s eyestalks each focus on one of the six views of management (Appelo specifically calls these views to reinforce the idea that these are different perspectives intertwined within a complex system rather than independent principles/concepts). We talked briefly about each view and then tried a exercise that can be used to explore how this viewpoint is instantiated in an organization. The exercises are designed to be playful and immediately useful for taking back to the office and instigating discussion: games like Delegation Poker and Meddlars provide quick ways to delve into messy issues of individual motivation or organizational transformation and to visualize complex situations so that considered action can be taken.
I particularly liked the Moving Motivators exercise, which allows people to reflect on what motivates them, and visualize how a decision or change might affect the aspects of your work that give you satisfaction. I can see this being a very useful tool in getting to know a new employee or in doing some pre-work to consider how an upcoming change may affect the morale of team members. It might also be useful as an individual exercise for examining your own motivators in the context of a work or personal situation – I may run this exercise with my teenage son to help him think through some decisions he needs to make.
All the materials from this class are easily accessible outside of the training. The content comes straight from the Management 3.0 book, and all of the exercises are downloadable from the Management 3.0 site, so there are ways to get at this goodness if you can’t get funding to attend the course. Having said that, like most good trainings I’ve attended, the greatest value is not in the material itself, but in the discussions and interactions that take place in the classroom, sharing insights and reservations about what is being presented with other interested people. The other thing to keep in mind is that while this is a management class, the content is important regardless of your role in the organization – management is by definition a 2-way relationship, and it’s important that people who work in a company understand what good management practice looks like and how their organization is designed to support (or block) it regardless of what their title might be.
I firmly believe that Sunday mornings are best observed with a pot of hot coffee and a book or two to enjoy. So at Play4Agile2013 in February, on Sunday morning I pitched a Swashbooking session as one of the early slots in that day’s Open Space (though in my sleep-deprived and slightly hung-over state, I’m sure I called it ‘Bookswashing’ – I always get this backwards!). I also talked about it recently during an Agile Ottawa session as a tool for hacking your thinking, as I believe it’s a great technique for crowd-sourcing booklearning regardless of the time of day.
Swashbooking is a timeboxed approach to quickly skimming books to look for anything important, which can be practiced alone or collaboratively as part of a group. I first learned of swashbooking from Deb Hartmann Preuss (a woman who continually gets me into all kinds of good trouble), though the idea originated with James Marcus Bach, whose work as a software tester and educator has inspired me in many ways. James’ excellent book Secrets of a Buccaneer-Scholar vividly describes his experiences with hacking his own education. He has shared a video on Competitive Swashbooking capturing an 8-hour marathon wherein he and his brother Jon swashbooked their way through a diverse collection of 100+ books in order to produce a short presentation about what they learned.
Group swashbooking as I’ve practiced it is very simple:
- collect a diverse selection of books, at least one per participant. For rapid skimming, paper books offer a distinct advantage over ebooks.
- each person in the group selects a book and reads it in whatever way they prefer for a short period of time (6-10 minute timeboxes work well). The reader may read a chapter, scan the table of contents or index, flip through and look at all the illustrations — whatever works for them in finding something important in the book at hand. Recording observations as you go will be helpful, so stickies or index cards and a pen will come in handy.
- at the end of the timebox, each reader passes the book along to the next person in the group, who then reads it in whatever manner appeals to them as outlined in step 2.
- Repeat step 3 until everyone has had a chance to examine each book
- Have a short, time-boxed group discussion to share observations and impressions of the books being considered.
For a group of 5 people, the timing might work like this for a 60 minute swashbooking session:
- 5 min intro
- 30 min reading – 5 * 6 min reading sessions
- 20 min discussion – 4 min to share impressions of each book
The outcome of a swashbooking session is that all participants get a good overview of what some of the important aspects of the book might be, and have likely learned enough to make a decision of whether it’s worth digging further into a particular book.
At p4a13, the result of the session was that we all decided we really wanted to read Turn the Ship Around cover-to-cover, and there’s a plan afoot to set up a virtual Agile book salon to discuss it in a couple of months. I’ve also done this with my business partners and at other events, and in every case the participants have found the experience fun and beneficial. I can also see using this very successfully in a problem-focused situation, particularly with a diverse selection of books (bring poetry! bring picture books!) in order to stimulate creative thinking about the problem space.
If you decide to try Swashbooking, please leave me a comment letting me know how it worked for you.
While no one who knows me well would be inclined to refer to me as a ‘lady’, last Saturday I spent a very interesting day getting acquainted with Ruby alongside 40 other women at a workshop offered by Ladies Learning Code. Ladies Learning Code is a young Canadian non-profit whose goal is to introduce women of all ages to the not-so-dark arts of programming in a friendly way. Local LLC chapters offer workshops in Halifax, Toronto, London, Vancouver and Ottawa, as well as a March Break camp for girls in Toronto. As a coding dilettante, I thought this would be a great opportunity to dust off my limited skills and get started on learning Ruby*.
Absolutely no programming knowledge is required to take part in a Ladies Learning Code workshop. Participants work in small groups with a mentor at each table as a team of presenters leads a series of exercises designed to get people writing simple programmes very quickly. I was seated with a university librarian, a government translator, and a woman who worked in communications for a local non-profit, none of whom had ever coded previously. But by the end of the day, through great instruction and friendly personalized help, we were all budding gurus.
The workshop included a good blend of activities: short lecture segments to introduce a new concept , coding and refactoring exercises, and puzzles which required us to figure out what the code would do. We started off slowly, with quick exercises resulting in 5 line programmes, and ended the day creating a simple blackjack game. As co-presenters, Lana Lodge and Edward Ocampo-Gooding did an excellent job of demystifying what we were getting into, and our mentor Gabriel was also very helpful in getting us past any problems that popped up. The last hour of the workshop was a bit overwhelming – there was a lot of information presented very quickly, and at my table no one felt up to the challenge of creating the game from scratch because our brains were full. So we used the template file thoughtfully provided in the course materials that sketched out the logic and provided the tricky bits we hadn’t learned in over the course of the day in order to have a game up and running in less than an hour.
The Ottawa event was held in the supercool Shopify lounge, a great space that they make available to a variety of local geek usergroups. Many of the volunteer mentors also were Shopify employees – it’s nice to see that kind of support for community events.
The next LLC Ottawa event (sometime in April?) will be an intro to app programming. If you are looking for an opportunity to dip your toe into the waters of coding, I would highly recommend checking it out. Join the LLC mailing list to get updates about the next happenings in Ottawa.
* I’m secretly hoping this workshop will provide the kickstart I need to get back to Brian Marick’s Everyday Scripting with Ruby, which has been collecting dust on my iPad for months now.
One of the most vivid sessions I took part in at the Play4Agile conference in Germany last month was a session on Games for Distributed Teams. Led by the amazing Silvana Wasitova, this discussion built on the preceding session about “Games in 5 Minutes” to explore how these activities can be used with distributed teams. I was hoping to get some new ideas for games to use with teams that are not colocated, since in my experience it’s rarer and rarer to find teams where everyone is located in the same city, let alone the same office. While we talked about and tried some games that could be played across a group of people connected only by a phone line*, for me the fascinating part was how this experience could also be used to demonstrate why there is really no good substitute for in-the-same-room face-time for teams that need to work together.
My discomfort started with the distributed seating arrangement in the room. Rather than arranging chairs in the usual informal circle, Silvana lined up participants along either side of the room with a row of tables in the middle. This immediately created an unsettling sense of disconnection with half of the group, though we were sitting only metres apart and could see each other clearly.
We then played a very simple name game, where each player says their name, followed by a word starting with the first letter of their name, and then the next player tags their name and word onto the name chain alternating from one side of the room to the other: “Ellen Eggplant, Sven Serendipity, Henna Hornet….”. This was easy enough when players were seated facing each other. But then we replayed the game with one row of players with their backs turned to the room, and a row of dividers down the middle to block the sightline from the other side.
The difference in the two experiences was astonishingly visceral. Firstly, the game suddenly became much harder, even though we had already had a practice round which helped with learning everyone’s names and the flow of the game. Without being able to see the other players, remembering the order of names and the second words was somehow much more difficult and the repetition of names proceeded much more slowly. The other thing that really hit home was how easy it was to disconnect from the activity once we weren’t actually looking at each other. I stood up with my iPad to take the picture of the room and because I’d already had my turn, once the picture was done it was too easy to tune out for a moment to check Twitter and email rather than attend to the game – even though we were all still in the same room, mid-session, engaging in a very brief activity. Embarrassing, but illuminating and all-too-familiar**. In the debrief afterwards, other people related experiencing a similar sense of disconnection once people in the game were no longer looking at each other throughout.
We then talked about some other ideas for games for non-colocated teams, such as the excellent on-line Innovation Games that I have used successfully for retrospectives and brainstorming when participants can’t all be in the same room. But despite all the great ideas, what I really learned from this session is how to create a simple exercise to really show team members (and their leaders) what the effects of sitting apart – even without leaving the same room – can be on intra-team communications.
*<rant> maybe it’s an Ottawa public-sector peculiarity, but many of the distributed teams I’ve worked with recently haven’t even had access to basic communication tools like corporate Instant Messaging or wikis, let alone high-quality video connectivity. If securing communications is an issue, perhaps IT departments should provide alternatives to using Twitter or Google Chat on personal devices for work communications?</rant>
**<rant>I spent a year working on a dispersed team for a huge multi-national project involving three different global companies where almost everyone worked from home, connecting principally by phone/email/IM. While I loved the experience for personal reasons (baths at lunchtime! jeans! flextime!), I think it was disastrous for the project in how much it slowed down getting things done. I spent almost all day on the phone dealing with things that would have taken a 10th of the time had we been colocated.</rant>
Description de la présentation:
La problématique du « collègue dysfonctionnel » existe dans la plupart des équipes et l’évitement est souvent la première stratégie. En informatique, les délais de livraison sont souvent très courts et la compétition est constamment à nos trousses. Éviter les discussions difficiles avec ses collègues peut rapidement mettre en péril la dynamique de l’équipe et le projet.
Face à un employé qui n’est pas tout à fait à la hauteur ou encore démontre un comportement peu désirable, l’approche traditionnelle exige une intervention du supérieur hiérarchique. Avec l’avènement des équipes Agiles, les problématiques individuelles émergent très rapidement et le lourd fardeau de confronter un collègue devient soudainement la responsabilité de l’équipe elle-même.
Comme gestionnaire, êtes-vous en mesure d’encadrer et accompagner les équipes lors de ces situations potentiellement explosives? Comme membre d’une équipe Agile, êtes-vous en mesure de confronter un collègue voir même un ami, pour le bien de l’équipe et du projet ?
Objectif de la présentation
- Exposer l’approche des confrontations cruciales dans un contexte Agile
- Identifier et atténuer la peur associée à la confrontation
- Comment éviter l’escalade et le commérage
- Comme gestionnaire, être en mesure de mieux encadrer et accompagner les équipes Agiles lors de ces situations potentiellement explosives
- Comme membre d’une équipe Agile, être en mesure de confronter un collègue voire même un ami pour le bien de l’équipe et du projet.
Au terme de la présentation qu’est-ce que l’auditoire aura appris?
Selon mes observations sur le terrain, les gestionnaires et les membres des équipes sont généralement peu outillé pour confronter efficacement un collègue. Avec un peu d’humour, du vécu et beaucoup d’énergie, j’espère pouvoir offrir à l’auditoire une approche efficace et constructive pour transformer une situation problématique en un nouvel élan pour l’équipe.
Tous : Membres d’équipe, Scrum Masters, propriétaires de produits, coachs agiles et gestionnaires
Format de la présentation: exposé + mini-atelier
En Novembre, nous serons présent à l’Agile Tour Montréal dans le cadre de trois conférences, soit:
Isabelle Therrien – Comment décider quand on est 7 à le faire?
Eric Laramée – La confrontation au service de la performance
Ellen Grove – User Requirements with Lego Serious Play
Et il ne faut surtout pas oublier que nous participerons aussi à 2 conférences à l’Agile Tour Ottawa, soit:
Ellen Grove – Think with your hands
Isabelle Therrien – Comment décider quand on est 7 à le faire?
De plus, nous serons présent au Symposium PMI. Nous participerons dans le cadre de deux conférences:
Stéphane Lécuyer – L’impact de l’Agilité sur les organisations
Eric Laramée – Agile 101: Agile au service de l’entreprise
Venez nous rencontrer en grand nombre!! C’est toujours un plaisir de jaser d’Agilité avec vous!
Every now and then I’m confronted with a manager who is profoundly against the idea of a team’s or individual’s right to fail. A few years ago, I’d be take aback by such a stance and react in a very nonconstructive way. Today, with a some experience, desensitizing, professional distance and a lot of coaching, I simply ask the question : What’s the alternative?
If management’s overall message is “failing is not an option” or “no mistakes will be tolerated”, two things will happen:1- The team will not fail
- Reality will be adjusted to expose success
- The team will successfully follow The Process
- The team do exactly what we tell them to do
- Conservatism will reign and rule
- Reality always happens. Even if you order it not to
- The process will succeed but the solution will fail
- Because the team did exactly what we told them to do
- Complex problems requiring creative thinking will be conservatively resolved
So I ask again…What’s the alternative?
- You constantly change the direction of your product
- Your meetings are disorganized and without objectives
- As a team member, you decide to work on something completely out of scope
- You categorically refuse to put in some extra hours to get the job done
- You reject all that is PMBoK
- You don’t have a plan
I regularly witness individuals and teams using Agile as a scapegoat and hiding behind Agile to maintain numerous dysfunctional behaviours and practices.
Before ever saying “Hey! We’re just being Agile”, take a good look at the manifesto and try map your actions to one of the values or principles. Odds are, you won’t be able to.