agilechina 2015 keynote: understand deeply

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Understand Deeply 深刻地理解 Copyright 2015, Stephen Vance Understand Deeply 1

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Understand Deeply 深刻地理解

Copyright  2015,  Stephen  Vance   Understand  Deeply   1  

Know Why 知道为什么

Copyright  2015,  Stephen  Vance   Understand  Deeply   2  

What  Do  I  Mean?  我的意思是  

Rote  死记硬背  

Formulaic  公式化   By  the  Book  

照书做  

Copyright  2015,  Stephen  Vance   Understand  Deeply   3  

RepeAAve  Learning  重复性学习  

Copyright  2015,  Stephen  Vance   Understand  Deeply   4  

Remember The

People 记得你是与人打交道 Copyright  2015,  Stephen  Vance   Understand  Deeply   5  

Change  Is  Hard  变化是困难的  

Copyright  2015,  Stephen  Vance   Understand  Deeply   6  

Who  Am  I?  我是谁?  

•  Pre-­‐Manifesto  Agilist  •  Director  of  Agile  at  Zipcar  •  Author  •  SoNware  CraNsman  •  Traveler  •  Senior  Pet  Care  Engineer  

Copyright  2015,  Stephen  Vance   Understand  Deeply   7  

UNDERSTAND  THE  CONTEXT  理解上下文  

Copyright  2015,  Stephen  Vance   Understand  Deeply   8  

? Agile

Copyright  2015,  Stephen  Vance   Understand  Deeply   9  

Agile  Manifesto  敏捷宣言  

Copyright  2015,  Stephen  Vance   Understand  Deeply   10  

ReacAons  应对  

Copyright  2015,  Stephen  Vance   Understand  Deeply   11  

Abacus  200  BC  

1822  Babbage’s  Difference  Engine  

Enigma  bombe  1939  

1946  ENIAC  

Punch  cards  1950s  

1972  Waterfall  

RUP  1996  

2001  Scrum  

Con>nuous  Delivery  2009  

ReacAons  应对  

Copyright  2015,  Stephen  Vance   Understand  Deeply   12  

Abacus  200  BC  

1822  Babbage’s  Difference  Engine  

Enigma  bombe  1939  

1946  ENIAC  

Punch  cards  1950s  

1972  Waterfall  

RUP  1996  

2001  Scrum  

ConAnuous  Delivery  2009  

ReacAons  应对  

Copyright  2015,  Stephen  Vance   Understand  Deeply   13  

Abacus  200  BC  

1822  Babbage’s  Difference  Engine  

Enigma  bombe  1939  

1946  ENIAC  

Punch  cards  1950s  

1972  Waterfall  

RUP  1996  

2001  Scrum  

ConAnuous  Delivery  2009  

ReacAons  应对  

Copyright  2015,  Stephen  Vance   Understand  Deeply   14  

Abacus  200  BC  

1822  Babbage’s  Difference  Engine  

Enigma  bombe  1939  

1946  ENIAC  

Punch  cards  1950s  

1972  Waterfall  

RUP  1996  

2001  Scrum  

ConAnuous  Delivery  2009  

ReacAons  应对  

Copyright  2015,  Stephen  Vance   Understand  Deeply   15  

Abacus  200  BC  

1822  Babbage’s  Difference  Engine  

Enigma  bombe  1939  

1946  ENIAC  

Punch  cards  1950s  

1972  Waterfall  

RUP  1996  

2001  Scrum  

ConAnuous  Delivery  2009  

ReacAons  应对  

Copyright  2015,  Stephen  Vance   Understand  Deeply   16  

Abacus  200  BC  

1822  Babbage’s  Difference  Engine  

Enigma  bombe  1939  

1946  ENIAC  

Punch  cards  1950s  

1972  Waterfall  

RUP  1996  

2001  Scrum  

ConAnuous  Delivery  2009  

ReacAons  应对  

Copyright  2015,  Stephen  Vance   Understand  Deeply   17  

Abacus  200  BC  

1822  Babbage’s  Difference  Engine  

Enigma  bombe  1939  

1946  ENIAC  

Punch  cards  1950s  

1972  Waterfall  

RUP  1996  

2001  Scrum  

ConAnuous  Delivery  2009  

ReacAons  应对  

Copyright  2015,  Stephen  Vance   Understand  Deeply   18  

Abacus  200  BC  

1822  Babbage’s  Difference  Engine  

Enigma  bombe  1939  

1946  ENIAC  

Punch  cards  1950s  

1972  Waterfall  

RUP  1996  

2001  Scrum  

ConAnuous  Delivery  2009  

ReacAons  应对  

Copyright  2015,  Stephen  Vance   Understand  Deeply   19  

Abacus  200  BC  

1822  Babbage’s  Difference  Engine  

Enigma  bombe  1939  

1946  ENIAC  

Punch  cards  1950s  

1972  Waterfall  

RUP  1996  

2001  Scrum  

ConAnuous  Delivery  2009  

Over  ReacAon  过度应对  

Copyright  2015,  Stephen  Vance   Understand  Deeply   20  

Best  PracAces  Expire  最佳实践会过期  

Copyright  2015,  Stephen  Vance   Understand  Deeply   21  

UNDERSTAND  THE  PRACTICES  理解实践  

Copyright  2015,  Stephen  Vance   Understand  Deeply   22  

Agile  PracAces  敏捷实践  

•  Stand  ups  •  RetrospecAves  •  Automated  tests  •  Pair  programming  •  EsAmate  user  stories  

•  站会 •  回顾 •  自动化测试 •  结对编程 •  估算用户故事

Copyright  2015,  Stephen  Vance   Understand  Deeply   23  

EsAmaAon  估算  

Ques>on   Known  As  1   How  much  can  we  do  next  sprint?  下个迭代我们能做多少?  

Capacity  planning  产能计划  

2   How  long  will  it  take  to  do  the  project?  做这个项目要多长?  

Delivery  forecasAng  交付预测  

3   How  is  our  progress?  我们的进度如何?  

Progress  reporAng  进度汇报  

Copyright  2015,  Stephen  Vance   Understand  Deeply   24  

UNDERSTAND  THE  PROCESSES  理解流程  

Copyright  2015,  Stephen  Vance   Understand  Deeply   25  

Processes  and  PracAces  流程和实践  

PracAce  

PracAce  

PracAce  PracAce  

PracAce   PracAce  

PracAce  

PracAce  

PracAce  

Copyright  2015,  Stephen  Vance   Understand  Deeply   26  

The  Daily  Feedback  Loop  每天的反馈回路  

Copyright  2015,  Stephen  Vance   Understand  Deeply   27  

When  To  Stand  Up?    什么时候开站会?  

? ?

Copyright  2015,  Stephen  Vance   Understand  Deeply   28  

Focus  On  The  Work  关注工作  

Copyright  2015,  Stephen  Vance   Understand  Deeply   29  

UNDERSTAND  THE  PEOPLE  理解人  

Copyright  2015,  Stephen  Vance   Understand  Deeply   30  

What  We  Do  To  People  对人我们都做了些什么  

•  Tell  them  how  to  work  •  Ignore  feedback  on  

teammates  •  Block  their  improvement  

ideas  •  Assume  

–  They  won’t  consider  all  of  the  opAons,  or  

–  They  don’t  won’t  make  the  right  decisions  

•  Urge  them  to  “work  harder”  or  longer  

•  告诉他们怎么工作 •  忽视队友的反馈 •  妨碍他们的改进想法 •  假设  

–  他们不会考虑所有选项  –  他们没有成熟度或者经验来做正确的决策

•  督促他们“更努力地工作”或者工作更长时间

Copyright  2015,  Stephen  Vance   Understand  Deeply   31  

Project  Rescue  Story  项目急救故事  

•  Two  months  remaining  •  Forecast  30%  likelihood  for  the  target  date  

•  Commibed  to  major  capital  investments  

•  剩下两个月 •  预测30%的可能性赶上目标日期

•  承诺了大量资本投资

Copyright  2015,  Stephen  Vance   Understand  Deeply   32  

Team  Discussion  团队讨论  

•  Cut  scope  •  Add  people  •  Cut  quality  •  CompensaAon  –  Comp  Ame  –  Extra  pay  for  extra  hours  –  Success  bonus  certainty  

•  Skip  company  meeAngs  •  Move  the  date  

•  缩小范围 •  加人  •  降低质量 •  补偿  – 补偿时间  – 加班工资  – 明确的成功奖金  

•  改期  •  取消公司会议

Copyright  2015,  Stephen  Vance   Understand  Deeply   33  

Copyright  2015,  Stephen  Vance   Understand  Deeply   34  

The  Elephant  In  The  Room  房间里的大象  

•  Work  extra  hours  – More  hours/day  – Weekends  –  Dinners  at  the  office  – Work  from  home  to  cut  commute  Ame  

•  工作更长时间  – 每天工作更多小时  – 周末  – 在办公室用餐  – 在家工作以减少交通时间  

Copyright  2015,  Stephen  Vance   Understand  Deeply   35  

UNDERSTAND  THE  SYSTEM  理解系统  

Copyright  2015,  Stephen  Vance   Understand  Deeply   36  

Team  Responses  to  Deadlines  团队对死限的反应  

•  Acceptance  •  Grumbling  •  Cugng  scope  •  Cugng  quality  •  Working  extra  hours  •  Hiding  deviaAon  from  plan  

•  Delivery  without  concern  for  outcomes  

•  接受 •  牢骚 •  缩小范围 •  降低质量 •  工作更长时间 •  隐藏和计划的偏差 •  不考虑结果的交付

Copyright  2015,  Stephen  Vance   Understand  Deeply   37  

“We  usually  manage  by  dates  when  we  don’t  know  how  to  manage  by  what’s  truly  important”  

Me    

“当我们不知道如何管理真正重要的事情时,我们通常就会去管理日期”-我  

Copyright  2015,  Stephen  Vance   Understand  Deeply   38  

Valid  Reasons  for  Deadlines  死线的合理原因  

•  Regulatory  compliance  dates  

•  Holidays  •  AdverAsing  buys  •  Heavy  manufacturing  purchases  –  Cars  –  Airplanes  –  Robots  

•  监管合规期限

•  节假日 •  购买了广告 •  已经采购了重型的硬件  – 车  – 飞机  – 机器人

Copyright  2015,  Stephen  Vance   Understand  Deeply   39  

Other  Reasons  for  Deadlines  死限的其它原因  

“I  need  to  feel  in  control,  and  a  deadline  helps  me  with  that.”  

 “I  set  deadlines  to  insAll  a  

sense  of  urgency  that  I  don’t  trust  will  be  there  otherwise.”  

 “I  set  a  date  because  the  

teams  couldn’t  or  wouldn’t  tell  me  when  they  thought  it  

would  be  done.”  

“我需要有掌控感,死限对此有帮助”

 “我设置死限来注入紧迫感,如果没有死限我不相信会有

同样的紧迫感”

 “我设置日期是因为团队不能或不会告诉我什么时候他

们觉得会做完”

 

Copyright  2015,  Stephen  Vance   Understand  Deeply   40  

SoluAons  解决方案  

•  Promote  visibility  •  Provide  empirically  based  forecasts  

•  Show  progress  through  regular  demos  

•  Empathize  

•  提倡可见性 •  提供经验型的预测

•  通过定期的展示来显示进度

•  共情

Copyright  2015,  Stephen  Vance   Understand  Deeply   41  

UNDERSTAND  THE  SIMILARITIES  理解相似处  

Copyright  2015,  Stephen  Vance   Understand  Deeply   42  

Who  Should  You  Talk  To?  你该跟谁去说?  

Copyright  2015,  Stephen  Vance   Understand  Deeply   43  

Responsibility  Matrix  责任矩阵  Stakeholder   Responsible   Approve   Support   Inform   Consult  

Team   X  

Sponsor   X  

Architecture   Significant  architecture  decisions  

X   X  

Billing   X  

MarkeAng   X  

Sales   X  

Copyright  2015,  Stephen  Vance   Understand  Deeply   44  

CommunicaAon  Plan  交流计划  

•  Part  of  the  team  working  agreement  

•  What  media?  •  Who?  •  How  oNen?  

•  部分的团队工作约定  •  什么渠道?  •  谁?  •  多频繁?  

Copyright  2015,  Stephen  Vance   Understand  Deeply   45  

Risk  Log  风险记录  Risk   Resolver   Comments   Resolu>on   Status  

Partner  company  not  Agile  

Tech  Lead   Difficulty  matching  release  cadence    

Open  

WaiAng  for  branding  

MarkeAng   Impacts  web  site  copy  and  images  

Open  

Hardware  delivery   Ops   Vendor  uncertain  about  deliver  date  

Delivered   Closed  

Not  enough  sAcky  notes  

Scrum  Master  

Who  can  do  Agile  without  sAcky  notes?  

Order  placed   Open  

Caffeine  shortage   Scrum  Master  

Team  can’t  work  without  coffee  

Bought  espresso  machine  

Closed  

Copyright  2015,  Stephen  Vance   Understand  Deeply   46  

More  Of  The  Rescue  更多急救项目的做法  

•  24  risks  –  6  major  risks  

•  Significant  luck  

•  24项风险  –  6项重大的  

•  不少的运气  

Copyright  2015,  Stephen  Vance   Understand  Deeply   47  

UNDERSTAND  THE  DIFFERENCES  理解不同处  

Copyright  2015,  Stephen  Vance   Understand  Deeply   48  

Obvious  Differences  明显的不同  

Copyright  2015,  Stephen  Vance   Understand  Deeply   49  

Agile  Manifesto  On  Hand-­‐Offs  敏捷宣言中关于移交  

Copyright  2015,  Stephen  Vance   Understand  Deeply   50  

The  Language  of  Hand-­‐offs  移交的语言  

“I  did  something  for  the  team”  

 “I  did  something  with  the  

team”  

“我为团队做了某件事”

   

“我和团队做了某件事”  

Copyright  2015,  Stephen  Vance   Understand  Deeply   51  

Hand-­‐offs  移交  

•  Necessary  •  Unavoidable  •  UnquesAoned  habits  and  assumpAons  

•  必要的  •  没法避免的  •  没有被质疑的习惯和假设  

Copyright  2015,  Stephen  Vance   Understand  Deeply   52  

Product  Owners  and  Story  CreaAon  产品负责人和故事创建  

Copyright  2015,  Stephen  Vance   Understand  Deeply   53  

Three  Amigos  三架马车  

•  Pre-­‐refinement  –  Product  Owner  –  Developer  –  Tester  

•  Refinement  –  EnAre  team  

•  梳理前  –  PO  – 开发  – 测试

•  梳理  – 整个团队

Copyright  2015,  Stephen  Vance   Understand  Deeply   54  

Efficiency  and  Waste  效率和浪费  

•  Time  spent  recognizing  inappropriate  stories  

•  Story  rewriAng  •  The  whole  team  needs  to  understand  the  work  anyway  

•  Lean  thinking  •  Cost  of  delay  

•  花在识别不合适故事上的时间

•  故事重写 •  整个团队总是需要理解工作的

•  精益思考 •  延迟成本  

Copyright  2015,  Stephen  Vance   Understand  Deeply   55  

The  Right  Agtude  正确的态度  

•  Forget  roles  and  Atles  •  Focus  on  skills  and  perspecAves  

•  忘记角色和岗位 •  关注技能和视角

Copyright  2015,  Stephen  Vance   Understand  Deeply   56  

SoluAons  解决方案  

•  Full-­‐stack  stories  •  Developer-­‐Tester  collaboraAon  

•  Pair  programming  •  Swarming  •  Mob  programming  •  True  DevOps  

•  全栈故事  •  开发-测试协作  

•  结对编程  •  蜂聚  •  暴徒式编程  •  真正的开发运维  

Copyright  2015,  Stephen  Vance   Understand  Deeply   57  

QuesAon  Roles  质疑角色  

Do  your  job  descripAons  guide  you  or  define  you?  

 Do  you  recognize  your  assumpAons  and  habits  from  a  different  context?  

你的工作描述是指导你还是限制你?

 你意识到来自不同上下文的假设和习惯吗?

Copyright  2015,  Stephen  Vance   Understand  Deeply   58  

CONCLUSION  结论  

Copyright  2015,  Stephen  Vance   Understand  Deeply   59