The whole conference was really a good one! It was small enough to enable discussions and big enough to have enough variability in the presentations. One part that I felt that was not fully working was the Open Space, which collided with the sessions. I had smaller and bigger discussions w Ken Power, Don Reinertsen, Mattias Skarin, Bob Marshall, Alan Shalloway and many others. I recommend people to use the opportunity to discuss and share on the corridors and in/between meals with these kind of great people. Attend great conferences, open up your mind and start to realize your own potential within your own organization.

Tuesday 04.10.2011

Unfortunately I missed Alan Shalloway`s keynote as I wanted to work and concentrate on my own session right after that. The feedback received from Alans speech was overwhelming, and I will add the slides here as soon they become available

My session went really well. I really feel that I am improving as presenter every time I am challenged and get feeedback from my sessions. The panel idea was also great and worked really well. Some tough questions, though. “Why you made a decision to move away from Scrum?” as an example.

Afternoon session1:

Bob Marshall and Grant Rule Understanding Effectiveness: Rightshifting and the Marshall Model

Effectiveness: The capability to achieve the chosen set of goal

  • Doing the right thing (creating & deploying value)

Efficiency; The extent to which resources are used to fullfill a task

  • Doing the right thing (maximixing the gain, minimizing the cost)
20-25% projects deliver faster -by up to x4, x5
  • Adhoc mindset happens on leftsize. Chaotic environment, thinking about newcomers in this kind of environment
  • The analytic mindset. You try to manage individual parts for the good of whole. 
  • The Synergistic mindset. Organizations look the whole, people are seen as assets, agile mindset fits in this space. 
  • The Chaordic mindset. 
Afternoon session2: David Andersen, Kanban, When it is not appropriate?
Understanding Options for Improvement
  • Economiccally balance capability against demand. Improve Capability or Eliminate root causes of failure demand (Shape Demand->Understand Risk(strategic position, market segmentation, allocation))
Does your process suffer from overburdening of variability of flow? If so Kanban might help you.
5 core practices fro successful Kanban adiption
Limit WIP
Manage Flow
Make process policies explicit
Improve Collaboratively
Cynefin Model
J-Curve effect
Not every senior leader is a revolutionary!
But many feel the need to shake things up and leave their mark
Your boss may lack the patience to wait for an incremental approach to improvement to take effect .

Monday 03.10.2011

Morning went well but we had a little problem to get into venue. Just on time anyway, before Don Reinertsen opened up with his keynote. All in all I was a little bit disappointed, I felt that Don was expecting much more resistance from the audience and the real content of the presentation was a little bit of an side issue.

Red Bead experiment is a con game!

Key point from the session in regards of Lean: Deming stood at the borders of Lean, he did not understand the principles.

Morning session1: Benjamin Mitchell Doing the Right things Righter

Ben opens up with his keypoints in the first slide.

Seddon: to improve performance change management thinking.

  • Learning = the detection and correction of error
  • Theory of action: mindset->actions->results
  • Single and double loop learning
Unilateral Control Model
Agile Feedback “your feedback (as a manager) to the teammember was poor because it did not focus on a positive action and use examples”
  • Feedback contains only a theory of effectiveness
  • The feedback is inconsistent with this theory
  • The receiver of the advice will probably experience the inconsistencyh and be puzzled
What does being wrong feel like?
  • Feeling wrong feels like being right. You can only know what having been wrong feels like. 
Kanban as a single loop Trojan horse: “you must first deliver working SW and build trust before you can influence prioritisation”
-> Mutual Learning Model
Core values and assumptions
Publicly testable information
free and informed choice
internal commitment
test assumptions and inferences
share all relevant information
use specific examples and agree on important words
explain reasoning and intent
combine advocacy and inquiry
jointly design the approach
discuss undiscussables
Increased understanding
increased trust
Afternoon session2

Case Study | Intermediate
Build It and They Will Come

David Joyce

Scheduling work in Kanban

Sami Honkonen

Pitfalls of a large kanban implementation

Jasper Sonnevelt

Panel Discussion
David intoduced micro pay per minute video viewing model by Jalipo. A totally new concept in the market.
Agile: once funding had been obtained the team ramped up to a peak Agile team of over 30 people. They used a combination of Scrum, Kanban and XP. Launch happened in 6 months, at MIP TV Cannes, April 2007.
->Things were looking good. We have built it, Now they will come! How much would you invest?
  • Warning signs started to be visible. -> New marketing strategy revised. 
  • Jalipo runs out of credits, did not get into market (although good innovations and thinking ahead in place)
You do not know if you are wrong if you are Out of Money.
Sami Honkonen:
Experience report from a project they are still working on.
  • Dance fail, business did not like previous 
  • Customer: Finnish telecom company, product: self service channel for corporate customer. 3 Years of Scrum, 9 months of Kanban, 25-30 involved. 
  • A greenfield product without disturbances from outside world. 
  • After three years normal product development issues begun (maintenance, production)
Start with what you have. A lot was changed.
  • Start planning together with Customer
  • Use 2 month iterations for planning
  • How to prioritize btw different stakeholders?
Jasper Sonnevelt: Pitfalls of a large kanban implementation.
  • Context: 400o employees, ICT 800, technology based teams (maintenance, small changes). Kanban pilot started in 2009 -> both new development and incidents.

                                    Start out small

  • Status: 20 dedicated teams, 200 people, high pressure, only facilitators were                                        trained
  • Challenges: management just promoted Kanban to a standard…., e2e collaboration not possible (not everybody on a team), outsourcing (so what if half of the teams are in a different country), not enough budget (let`s see how far we get on the money available), next generation work (it is ok to work from home…), knowledge levels (educate only the facilitators…. theyll teach the team members), cultural change (it is only different way of working….., at least management does not have to change), digital vs physical boards (theres no difference….), one change at a time (we have some other organizational changes at the moment, but that´s no problem, give it time (we have been doing this almost half a year…. Why are not all the teams perfect yet???), Kanban in all teams??, every team is different
  • Observations
  • Conclusions: Always involve (middle) management, Educate (management too), understand the dynamics of a Kanban team, scale consiously.

Sunday 02.10.2011

Just arrived at the conference hotel. This time I try to reflect my own emotions instead of copy-pasting statements and insights only. Atmosphere in the lobby bar is quite nice, one table full of conference attendants and me on my own table tweeting, powerpointing and wordpressing.

I really look forward for Don Reinertsen`s keynote tomorrow morning. I am a big fan of his and have never seen him on stage before. Keynote title is “Is it time to rethink Deming?” what an really interesting topic. Let`s see what Don will say about the great one and his teachings!

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