Lean Thinking

Dave Martin  

Dave Martin

21 March 2017

Everyday agility

I was having a discussion the other day about the difference between "doing" agile and "being" Agile. My standard question when asked this is - "how agile is your life outside of work?" Usually people look at me like I have grown a second head at this point, visions running through their head of family sprint planning events ("No dad, I can't accept the washing up card, I already have the homework card and that is much higher priority. You said so yourself.") and having to get out of bed late at night to move the "special cuddling" card from backlog to in progress. That's not what I mean. I don't expect people to live their life according to 2 weeks sprints. That would be "doing" agile at home. Which would be a bad idea.

What I mean is - when you have a problem to solve outside of work, do you naturally use agile principles to do it? This also tends to produce confused looks so I usually explain by running people through the way I write this blog (yes, this is going to be a blog post about writing blog posts. It will get a bit meta). When I first started this blog a good few years ago now, it was a bit...erratic. Essentially I never found the time to do the writing so posts just didn't happen. So I was faced with a problem - how do I make sure that work gets delivered? My answer to that was to establish a cadence.

We were having a discussion about coaching teams at work a few weeks ago, in particular how deeply embedded a coach should be, so I naturally got to thinking about teaching kids to ride bikes. I know that sounds like a stretch but stick with me. Back quite a few years ago when I was teaching my kids how to ride, I did a lot of observing of other parents and, being a geek, did a bunch of reading online about how to go about it. There are generally two accepted ways to teach kid to ride and the difference is on how long to leave the training wheels on.

Method one leaves the training wheels on for a long time - until the child is "fully confident" and the second leaves the training wheels on for the shortest possible time (there is a third radical method that rejects the training wheel altogether but we shall leave such heresy out of this discussion for now). I was, for the record, a method two parent but I observed a lot of parents using both methods. Method one is the intuitive one - leave the training wheels on until the kids knows how to ride then take them off and away they go. Easy. Trouble is, it quite often doesn't work out that way because training wheels have some significant disadvantages.

A nice short post this time to ease myself gently back into the business of blog writing in the new year. I hope everyone had a fantastic holiday season filled with as much of your chosen way of celebrating as you could handle without doing yourself lasting damage.

How many times have we seen this situation - it's standup time and the team are gathered around the board sipping their morning coffees. "I need to raise a blocker" says one of the team. "I need some help with the design and I've been stuck since lunchtime yesterday so can anyone help out this morning? I probably only need 10 minutes". The team discusses the problem, tasks are rearranged and the team works out how to get the job done. Sounds great doesn't it? But there's a problem here. Can anyone see it?

23 December 2016

Happy Holidays

It's supposed to be jolly, with mistletoe and holly... and other things ending in olly.

Terry Pratchett - The Hogfather

Hi Folks

Just a quick note to wish you all a very happy holiday season. Whatever you celebrate be it Christmas, Hanukkah, Festivus, or indeed Hogswatch, have a very happy and safe one. With plenty of things ending in olly. 

I'm taking my usual few weeks off from writing so I'll see you all again in February 2017.

Cheers

Dave

Last time we looked at how to transform large organisations by building capability internally rather than buying capability externally. There are a lot of benefits to this approach. It's faster. It's cheaper. It's more effective. But it does fundamentally change the way an organisation sees its agile transformation program.

Most of the time, a traditional coach-led transformation program is set up to minimise the disruption to staff. Apart from some training and a new way of working (and maybe a slight blurring of strict job titles), the organisation sees its staff doing pretty much exactly the same thing they were doing before the change. Developers develop, testers test, they just do it in a new, agile way. With an internally-led transformation, this is not the case. A significant number of staff will be involved in this program for a long time. This will impact their day jobs. So the first rule of internally-led transformations is - give people time.

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