OPEN COMMUNICATION WINS

Transcription

1 BERATUNG JUDITH ANDRESEN SESSION AGILE ON THE BEACH SEPTEMBER, 4TH 2014, PENRYN

2 JUDITH ANDRESEN project coach! 2

3 ROBERT C. MARTIN, THE CLEAN CODER The role of the professional developer is a communications role as well as a development role. 3

4 70% of failed IT projects: missing / misleading communication 4

5 Decisions: only 20% conscious 5 UNTERNEHMENSKULTUR UNTER DRUCK

6 OPEN COMMUNICATION Facts Gut feelings in Cooperation Well-aimed Communication 6

7 AGENDA Classic / agile approach Trust & Motivation First steps into a open communication 7

8 WHAT WE HAVE LEARNED SO FAR We all have had the same experience. We spent a lot of time there. 8

9 Text IMAGE SOURCE: FLICKR 9

10 WHAT WE HAVE LEARNED SO FAR We all have had the same experience. We spent a lot of time there. BE PERFECT! 10

11 SCIENTIFIC MANAGEMENT WIKIPEDIA: FREDERICK TAYLOR Replace rule-of-thumb work methods with methods based on a scientific study of the tasks. Scientifically select, train, and develop each employee rather than passively leaving them to train themselves. Provide "Detailed instruction and supervision of each worker in the performance of that worker's discrete task" Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks. 11

12 Human Resources Human Being 12

13 I don t want to be a number.! If there was a number, I am the number one. 13 UNTERNEHMENSKULTUR UNTER DRUCK

14 P A S S I V E P A R T of the Plan 14

15 AGILE MANIFESTO WEBSITE Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan 15

16 #HumanBeings #TeamWork 16

17 #Transparency #Feedback #SelfOrganization 17

18 ORGANIZATIONAL CULTURE WIKIPEDIA: SCHEIN S MODEL ATTRIBUTES Furnishing Projects Flyers Slogans This is how we work Uniforms VALUES Nerds Conservative TACIT ASSUMPTIONS Nature Leadership Business 18

19 Am I allowed to talk? 19 UNTERNEHMENSKULTUR UNTER DRUCK

20 AGENDA Classic / agile approach Trust & Motivation First steps into a open communication 20

21 The effort for changing behavior is high! Am I rewarded for this effort? Is the result worth it? 21

22 What should I do? What contribution is expected of me?! What can I not do? 22

23 MOTIVATION DANIEL H. PINK, DRIVE #Purpose #Autonomy #Mastery 23

24 TRUST IS BASED ON CERTAINTY MASLOW S HIERARCHY OF NEEDS Self-actualization Esteem Love / Belonging Safety Physiological needs 24

25 AGENDA Classic / agile approach Trust & Motivation First steps into a open communication 25

26 AN AGILE TRANSITION IS COMPLEX WIKIPEDIA DAVE SNOWDEN Complex Emergent Practice Complicated Good Practice Chaotic Novel Practice Obvious Best Practice 26

27 AN AGILE TRANSITION IS COMPLEX Complex Emergent Practice Complicated Good Practice Disorder Chaotic Novel Practice Obvious Best Practice 26

28 Just some ideas, not best practices 27 UNTERNEHMENSKULTUR UNTER DRUCK

29 We solve complex problems in a team 1 28

30 LISTEN & TALK! 1 Retrospectives Post Mortem Analysis Root Cause Analysis Daily Stand Up Meetings: Impediments 29

31 Do we follow 2 the old paths? 30

32 INTROSPECT & TALK 2 Informal Meetings :-) Company breakfast Lunch Lottery / Time for Tea 31

33 ARE WE CERTAIN? 3 32

34 HUNT THE ELEPHANTS & TALK! 3 Management by wandering around Articulate your gut feeling Articulate underlined feelings of the others Talk about your own mistakes 33

35 DO WE HAVE THE RIGHT ATTITUDE? 4 34

36 LEARN & TALK! 4 Be a role model! Take small steps! Celebrate successes! 35

37 JUDITH ANDRESEN project coach! GOOD LUCK! 36