Matthias bohlen team and contracts

Matthias Bohlen Coach/trainer for effective product development

A team and their contracts
with partners in the stream

Lean & Kanban 2011 Benelux
IMPROVING EFFECTIVENESS IN TECHNOLOGY ORGANIZATIONS

Web: http://www.mbohlen.de
Email: mbohlen@mbohlen.de
Twitter: @mbohlende
Phone: +49 170 772 8545

Dienstag, 4. Oktober 11


Matthias Bohlen : Coach for
effective product development

Valuable product for the customer
"Matthias is a
Highly motivated teams team and
management
whisperer.
Low employee turnover
The team here
Stress relief for executives in development is one of the
most enjoyable
Create meaning out of your efforts working
environments I
ever had."
Fun & Flow @ work

2


Who am I?

3


Matthias Bohlen

4


Coach and trainer for
effective product
development

5


I founded an
open source project
there in 2002...

6


now, I live
in this system

7


my home planet inside
the system...

8


That one...
9


Not far from here, actually!

Meckenheim, Germany
10


German

11


Co-Founder of
Limited WIP Society
Cologne 12


Team and management
whisperer...

13


1993 2009

Amazed reviewer
of these fantastic
books...
14


Author of articles
and books...

15


Violin player...

Photo by Steve Snodgrass
16


Enjoying good hotels ...

Photo by CannesWayOfLife
17


Why am I telling you
all this stuff?

18


Interacting teams

Biz

How do we
want to work?
Dev
Ops

19


Two possibilities
Work like a free market
Work based on trust

Photo by Bran Sorem 20


Trust Unknown but
desired future

I trust you Thank you!

Trustor Trustee

Trustor settings Trustee settings

Disbelief OFF Disbelief OFF

Control OFF Control ON

Uncertainty ON Uncertainty OFF

21


Trust in action
Traffic
in south
Vietnam

http://www.youtube.com/watch?v=B6UMD3L2fco 22


Trust reduces social complexity
Without trust, you need to
evaluate all possible
futures and select one

With trust, you can select
immediately with little
evaluation

Trust allows for actions
that would otherwise be
considered too complex

23


Contract Law

24


Contract
Behaviour §1
§2
Agreement
Behaviour of party A
is the §3
§4
Behaviour of party B
Performance
keyword §5
§6
Benefits
Failure
here! §7 Miscellaneous

25


How does trust emerge?

Trustor can develop
trust better
if he understands
trustee's behaviour

Trustee can explain
behaviour using
scenarios ("what if")
26


Example: connected teams

27


Let's focusdo one of them ("we")
Which behaviour
on
we offer here?

Upstream
interface
Downstream
interface

Which behaviour can
we expect there?

28


Explaining scenarios
Using the language of BDD can help:

GIVEN <certain situation>
WHEN <interesting event>
THEN <predicted behaviour>

29


More philosophically...

GIVEN <result of the past>
WHEN <event in the present>
THEN <action that leads into future>

30


Dev team examples
GIVEN team has non-empty input
queue
WHEN team member pulls item into
progress
THEN item.cycleTime starts

GIVEN a work item in progress
WHEN team pulls item to done state
THEN item.cycleTime stops
31


Refill feature queue (w/ overflow)
GIVEN dev team's input queue is full
AND queue length is limited to 10
WHEN business would like to add a
fixed delivery date item
THEN dev team suggests to get rid of
an intangible class item in queue
AND business removes intangible class
item from queue
AND business adds fixed delivery date
item to queue
32


Predict duration of new project
GIVEN sales works on a new prospect
AND prospect wants to know date
WHEN sales asks dev team: "how long?"
THEN dev team looks at desired
features
AND dev team looks at historical cycle
time data
AND dev team responds to sales:
"regarding current WIP, those
features may take <n> months"
33


Accept express work (critical)
GIVEN sales works on a new prospect
AND sales wants to push work
WHEN sales asks dev team: "work more"
THEN dev team looks at desired
features, WIP and cycle time data
AND dev team responds to sales: "this
new WIP will delay all projects
by 20%. Do you want that to
happen?"

34


Scenarios supported by biz team
Find new market for our company
Make prospects find our company
Develop trust with prospect
Turn prospect into customer
Define business goal
Write feature to accomplish goal
Accept feature and give feedback

35


Scenarios supported by dev team
Forecast duration for new project
Refill feature queue
Deliver software and get feedback
Report about progress
Fix bug

36


Scenarios supported by ops team

Create new test environment
Restore yesterday's backup
Get new workstation
Help with application deployment
Monitor application and alert dev team
when necessary

37


Why all these scenarios?
Become conscious of your own skills
Make your behaviour understandable
Allow other people to trust you

Scenarios help to explain
what
how
how much / how long / how €€€

38


How you can use scenarios
Show existing intention, skill, or behaviour:
"look, we do it like this!"

Show what does/did not work:
"gosh, look what happened!"

Show desired (future) behaviour:
"this is what I'd like to happen!"

Show fear of failing behaviour:
"this is what I fear will happen!"
Photo by Doc Searls 39


Where is your
Caveat emptor! psychic energy
when you
produce or
understand
scenarios?

Different locus
of attention
will yield
dramatically
different
scenarios!
Photo by Juliana Coutinho
40


Where is your attention?
Point of
thinking mode energy level
attention

I in me downloading low

I in it seeing medium

I in you sensing high

I in now presencing very high

41


From where do you write?
Point of
Scenario writer's attitude
attention

"This is the way to react
I in me
in that situation."

"This is the process to deal
I in it
with such situations."

"Let's find out why/how we
I in you
co-create this situation."

"Let's look which true purpose wants
I in now
to emerge through our system."
42


Perception levels
Point of greatest
active sense
attention impediment

I in me none none

I in it open mind judgement

I in you open heart cynism

I in now open will fear

43


Downloading
A says something
B absorbs or discards, says nothing
B confirms his existing beliefs

"...still, a man hears what he wants to
hear and disregards the rest..."
(Simon & Garfunkel)

44


Debate

A says something
B absorbs and... Photo by Marc John

B watches for difference from own
experience
A and B exchange information about
those differences
A and B learn scientifically
45


Empathic dialogue
B hears what A says
B puts himself into A's shoes
B tries to understand A from there
A and B forget about their plan

A and B use their hearts to learn
A and B are not the same any more

Photo by Kathleen Conklin

46


Presencing

A and B talk about an emergent future
They forget about their selves
They open an inner space of silence
They connect to the who we could be

The emerging future begins to enter this
space of silence
Time is warped: then becomes now
Photo by mrhayata 47


I can help you with this!

Matthias Bohlen
Coach for effective product development
Email: mbohlen@mbohlen.de
Web: http://www.mbohlen.de/
Twitter: @mbohlende
Phone: +49 170 772 8545

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