1 Copyright © 2014 Tata Consultancy Services Limited

Stephen Grafton & James Gamble

Don’t fight challengers; earn their advocacy

9th October

2 Copyright © 2014 Tata Consultancy Services Limited

Stephen Grafton & James Gamble

Don’t fight stupid, make more awesome

9th October

3

“If you keep bumping into „no,‟ and the organization

makes it hard to get to „yes,‟ you are going to have a

long, slow, painful death. Get out of there!

“Every time I tried to win over stupid, I regretted it.

On the other hand, every time I‟ve gotten people to

swing around and build a movement, I remember all

those moments and felt good every day, no matter

how hard I worked.”

- Jesse Robbins

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This is not a Clinic!

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This is about people!!

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“Time to think council”

Introduction – scene setting and rules of engagement (this!)

Introduce top 4 issues. (We may only get through 3 issues.)

Facilitators kick off the 'Fish Bowl' session:

– Quickly create a panel, up front of house, up to 5 volunteers

– For each issue comment:

o “This happened.” “This is what we did.“ “This is what I

experienced.”

o No interruptions, while speaking.

o If you have nothing to say of use – you can “Pass”.

– After each issue a short summary before starting next issue

Finally: Wrap-up and opportunity for help with action plans

7

Conway’s Law

Organizations which design systems ... are constrained to

produce designs which are copies of the

communication structures of these organizations - M. Conway

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Richard Durnall – Things break

People

Tools

Governance

Customer

Finance

Org. Structure

• The next thing to start to hurt are the existing development tools and platforms.

• Traditional tools are often barriers to the team working as effectively as possible

• The first thing that starts to hurt are the people.

• Some will adapt, others won’t, but the people within the organisation will be the first barrier to change.

• Our waterfall projects are providing status reports based on task

completion, spend and utilisation; our agile projects are providing data

based on working software, risk and value realisation.

• Our new problem is that the teams are demanding

increasingly frequent decisions from the business customer –

a once a week meeting isn’t going to cut it.

• We don’t want $9M up front to deliver the project, we want $100k

to market test the base product and we want to do this for 6

products. Our cycle planning and product pipeline has to change.

• Our working practices are driven by our management

structure, performance reward models, strategy deployment

processes and the like.

Sta

rt u

p

Corp

ora

te S

trength

9

Role Examples

DSDM

DAD

SAFe

10

“Time to think council”

Introduction – scene setting and rules of engagement (this!)

Introduce top 4 issues. (We may only get through 3 issues.)

Facilitators kick off the 'Fish Bowl' session:

– Quickly create a panel, up front of house, up to 5 volunteers

– For each issue comment:

o “This happened.” “This is what we did.“ “This is what I

experienced.”

o No interruptions, while speaking.

o If you have nothing to say of use – you can “Pass”.

– After each issue a short summary before starting next issue

Finally: Wrap-up and opportunity for help with action plans

11

Example issues to discuss

Scrum Master vs. Project Manager

Management engagement

Performance management in an agile environment

Who’s the leader?

Who is in the team?

How far do the boundaries of the team stretch?

What we talk about on the day however is a moveable feast

and will depend on what you wish to bring to the forum.

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Problem Solving template and example

http://www.crisp.se/file-uploads/A3-problem-solving-template.pdf

One of the core tenets of Lean Thinking is Kaizen – continuous process

improvement. Toyota, one of the successful companies in the world,

attributes much of their success to their highly disciplined problem solving

approach. This approach is sometimes called A3 thinking (based on the

single A3-size papers used to capture knowledge from each problem

solving effort).

Here’s a real-life A3 problem solving example and template. This double-

sided A3 document at the link below contains an A3 problem solving

template on one side and a real-life example on the other side.

The example was developed by Tom Poppendieck and Henrik Kniberg

and used in conjunction with Deep Lean 2009 in Stockholm and Agile

2009 in Chicago.

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Example A3

15 Copyright © 2014 Tata Consultancy Services Limited

Stephen Grafton & James Gamble

Thanks!