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.
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.
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)
- 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.
- Economiccally balance capability against demand. Improve Capability or Eliminate root causes of failure demand (Shape Demand->Understand Risk(strategic position, market segmentation, allocation))
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
- 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
- Feeling wrong feels like being right. You can only know what having been wrong feels like.
- 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)
- 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 planning together with Customer
- Use 2 month iterations for planning
- How to prioritize btw different stakeholders?
- 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
- Conclusions: Always involve (middle) management, Educate (management too), understand the dynamics of a Kanban team, scale consiously.
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!