The TOP-5 wrong reasons to do large projects

April 9, 2014 Leave a comment

Software and service development projects do not need to be large. Knowledge work has the advantage over other domains (e.g. manufacturing or civil engineering) that we can do great things with small group of people.

Actually, doing things with smaller group is a competitive advantage: having less people during development and truly understanding the value for customer, the service or product can be done with less costs. I am not talking 5%-10% here; I am talking 5x or 10x improvement.

However, large projects do exist and their existence is defended with plausible-sounding arguments. Here are the TOP-5 arguments I hear when I propose doing things in a smaller scale.

#5: “You can not build a multi-national safety-critical air-traffic control system with a small team”

No, I can not. But what limits other people in other context shouldn’t be limitation in my work. The fact that some things may need to be large does not mean that everything could be large. Luckily this argument is more on the “academic discussion” side and easy to overcome in a discussion about a real project.

#4: “If we do a project with 20 great people instead of our normal 500 people, then will those 480 people lose their jobs?”

I don’t see how a company would fire people when it starts doing same value with less people (i.e. ROI improves). Could the other 480 people do more value in other small projects? Well, they could lose their jobs if they were hired to do things that should not be done at all.

This is a weird argument, as if someone would enjoy working as a clog in a large machine or purpose of the organization would be doing large projects. But hey, it gives an impression that manager cares about people.

#3: “Large projects are actually a good thing, cost-effective and all that”

They are not.  The interesting part here is what “cost-effective” means. Yes, with 500 people you probably have smaller relative cost of setup and project management cost (visible overhead) than with a project of 50 people. But the invisible cost — internal failure demand — for large projects is huge. People sit in meetings, wait for others and fix problems that late integration brings. But that looks efficient, because everyone is busy.

#2: “Large projects are not good, unless you do it Lean” (or any other current fad)

This sounds more plausible than #3. But then again: if Lean is the magic word, would not it give even greater benefit if you apply it for a small project? You would get best of both worlds: less fixed costs + the benefit of Lean.

What is interesting here, Lean (and other) are often used to fix a problem that should not even exist. “With our Lean approach you can manage the whole value-chain” raises a question “Why did you screw up your value-chain so badly it needs management?

#1: “You don’t have anything that would make our projects smaller overnight” ( we continue doing large projects)

I call this “The stretch pants argument”. In other words: “I have grown out of my clothes and need to wear something tomorrow, so the only thing I can do is to buy stretch pants“.

This arguments true: There is no silver bullet. Changing from “big band, big upfront design, silo organization and tons of failure demand” is not going to be easy! It requires not only discipline but also new kind of thinking. It requires that organization stops organizing itself inside-out and start organizing outside-in, against value demand.

You can not delay your fitness program any further. If you have pressure from competition, downhill in sales and de-motivated personnel, the only thing you can do is to change how the work works. Trying to “do Agile in large projects” or “manage backlogs between the teams” is not going to take you much further.

It is unfortunate that these arguments take the discussion away from the real problems. Large-scale is a problem and it is caused by some harmful system conditions. Becoming fast, Agile and successful requires change in system conditions. Stop being big in your next project and change anything you need to achieve that. If not, what is your favorite excuse?

What if supermarket would be organized like an IT department?

March 28, 2014 Leave a comment

Imagine a supermarket. You visit there daily or weekly, buy food and beverages and other things you need in your life. The shop has a purpose for you. You probably visit the same store every time, maybe it is convenient or has the right selection or least queues.

What if supermarkets would be organized like knowledge work?

This is what happens.

The items still remain on shelves, that is a proven best practice, and you pick them to your cart. You arrive at the checkout counters and empty your cart on the belts: dairy products on belt #1, vegetables and fruits on belt #2, candy on belt #5, cigarettes on belt #11 and finally washing powder all the way at the end on belt #21.

You move on the other side of the checkout counters to wait for your purchases. A gentleman next to you holds a box of chocolate and tells you he only waits for his toothpaste to leave. A lady walks out of the door, lucky one, she only came for a loaf of bread and she got it through before the counter was closed and resources were moved to dairy line to handle the queue.

When you pack the groceries and are about to leave, you see shop personnel gathering together on the other side of the counters. They look worried at the queues and start franticly moving check-out personnel from a belt to another. Some employees are filling in the shelves, they move next to queues and start counting how many people are waiting, reporting that number to shop manager.

Next weeks things seem to have changed. Belts are now moving 10% faster to increase throughput and check-out personnel is standing so they can move items faster through the scanner. Everyone has also been to “Smile to Customers”-training, queue managers have taken 3-day Queue Management workshop and shop manager organized a well-being day for everyone because employees were feeling bad at work. “Cigarettes” belt is combined with “Diapers”, because both lines had sometimes <100% utilization.

Sounds too far fetched? Nobody would be that stupid!

Yet that is the way we organize most of our IT services and SW product development. We create competency silos and integrate very late. We split customer need into small tasks and make sure the tasks move fast. We use Scrum and Kanban and whatnot to make sure things proceed swiftly. We put time and effort to discuss about queues and make organization changes to balance workload.

But, hey, IT work is knowledge work and hence more complex than working at a check-out register at local shop? Yes, exactly. And therefore people doing knowledge work should pay even more attention to flow, customer value and getting things truly done. Instead of splitting work and managing resources, we should manage work and let people organize around the flow.

Next time you go to you local supermarket, think about how cool it would be to get your IT service out equally fast!

The TOP-3×3 signs you are in a command & control organization

March 5, 2014 Leave a comment

Lists are great and here is my list: TOP-3×3 Signs You Are In A Command And Control Organization.

The signs are divided into three categories, hence 3×3 in the title, and the categories are

  • The Obvious,
  • The Unexpected and
  • The Hilarious

Before the lists, let’s see what is command and control. It is a management thinking pattern that assumes the organization must have

  • Up-front planning
  • Reporting and metrics against the plan
  • Defined roles and responsibilities
  • Hierarchies that support the defined responsibilities
  • Best practices and harmonized work process to achieve efficiency

Command and Control is built on an assumption that people in power know what and how needs to be done, and its is their duty to inform others about this. Communication from “doers” to “decision makers” is done mainly via reporting. The other direction is work orders, tasks and evaluations.

The Lists 

The Obvious are signs that almost all command & control managers create around them. Here are my TOP-3 of those.

  1. Hierarchies. This is a sure sign of command and control mindset. This is an obsession to draw organization charts. Also phrases “reports to” or “is a subordinate” show that the hierarchies dominate.
  2. Reorganizations. Related to the previous, organization structure is the symbol of hierarchies. Organization may have low hierarchies, but if it reacts to impulses by doing a reorganization, then it surely is command & control. Click here to see Dogbert meet with C&C boss.
  3. Performance management. This comes in many flavors: incentives, individual bonuses, target setting and annual performance reviews. All of them are rooted in thinking that someone else knows best how to do work.

The Unexpected are signs that on the first look seem harmless, but closer look shows they are Command & Control in disguise.

  1. Lync, Skype and other communication tools. What? These are useful! Yes, they may be good in some occasions, but these tools drive low-bandwidth communication. Once you have Lync installed, why not skip all face-to-face meetings? Phone / video fits well to giving orders and delivering reports, i.e Command and Control . Worse even, organizations tend to acquire messaging tools to hide the fact that they are not capable to put people work together.
  2. Metrics. Again, these could be useful if they were derived from purpose and customer demand. Unfortunately, almost always these are  merely process metrics: “Are we doing the things right“, “Are we on track” and “Are my commands being executed properly“. Metrics are a great antidote to learning.
  3. Support functions. Human Resources, Premises Management, Finance&Control and so on. These are based on thinking that specialization is a good thing. But this detaches decision making from work and creates system where “someone else knows better” and “do your work so that mine is easier“. Oh, and if anyone comes to you and say they have “Agile X” (X represents any support function), then be very worried. It is just command and control in camouflage.

The Hilarious are signs that are just too absurd to be true. But they are and tell a lot about management mindset

  1. Policies: “Nice that you are doing Scrum, but you can not purchase whiteboards without 3rd level manager approval“. And at the same time the organization buys everyone a $500 license to an Agile Lifecycle Management Software.
  2. Access rights. Both physical world (doors) and virtual world (information systems). If you have trouble getting through doors to your colleagues, then there are significant trust issues in the organization. Interestingly, the more the leaders emphasize openness in all-hands meetings, the more difficult it is to get access rights in the real life.
  3. Institutionalized dysfunctions. Dysfunction is something that is wrong in design and management of work. Dysfunction becomes institutionalized when management creates process or tool to go around the problem and the discussion moves from the problem to the workaround. The original problem remains. If you see a lot of weird meetings talking about things that should not even exist, then you know organization sees a tool or process as a solution to every problem. Command and Control.

None of the items in the list above (except “Performance Management”) as such are harmful to people. Command & Control is not about mis-treating people or imposing punishment (while those do occur). Command and Control is about attitude towards work and it impacts how people in power treat other people, but C&C management is not “evil”. This often confuses managers, because they think they are nice, “people-oriented” and good coaches. Sorry, doing Command and Control more “softly” is not going to help. The problem lies in thinking, not in how the thinking is implemented.

How many of the items on the list you have seen today in your work?

But how do I know it works?

November 21, 2013 Leave a comment

There is an old joke about a lumberjack who – back in 1950s – got his first chainsaw

I want my money back“, says the lumberjack walking into a hardware store.

Well .. why?“, asks the shop owner.

You promised I can cut and prune ten times more trees with this“, replies the angry lumberjack, “but I barely make the same amount I did with axe and saw“.

OK, let’s take a look“, says the shop owner. He pulls the cord and chainsaw engine starts with a roaring noise.

Hey, what is that sound?“, asks the lumberjack.

Have you ever been in same situation? You take a new tool or a new process into use. The promise is more results or more speed or more anything you want.

Then, after a while, you realize that little has changed or things have gone worse. You fail in all new ways.

I see this when I meet with teams and managers who struggle with their work. They tell me about agility and how Scrum or Kanban is the prevailing way of doing work. “We are Agile“, they say, “but it does not help. Can you tell us what to do next?“.

I ask: “How do you know if Scrum (or Kanban) is working?“. Or more bluntly: “How do you know you are doing it right?

The answer is almost always a silence, followed by a deep sigh and question back to me: “That’s a good question. Could you tell us how it should work?“.

Whatever we do, there must be a way to see if we are getting what we are supposed to get. It must be observable: transparencylearning or responsiveness are nice words, but not enough. How do I know, that I’m getting what I’m supposed to get.

The point of Scrum is not the rituals, backlogs and roles. The point of Kanban is not to hang tasks on the wall on colorful Post-It notes.

For me, “The Meaning of Scrum” is: If you create a potentially shippable increment at the end of every Sprint so that it tells you exactly where you are with regards to product vision, then you are doing Scrum right.

Regarding the purpose of Kanban, please take a look at my earlier post “Importance of pull, WIP limits and Kanban system“.

Final note: It’s more important to do right things that do things right. But you will never get your work working, unless you understand why a method works or does not work.

Categories: Agile and Lean, Sami Lilja

It’s all about the System: Systems Thinking and Scrum

July 25, 2013 Leave a comment

This blog entry is a summary of my session in Scrum Gathering Las Vegas. You can view a video of the session (31 minutes) in YouTube and the slides are available in SlideShare.

1. Systems Thinking

Systems Thinking is an approach to understand the performance of organizations. It looks at organization as a System which consist of interconnected parts that together create the characteristics of the entire system. Instead of looking at the parts separated, Systems Thinking takes a holistic view to understand how the parts fit together.

Parts of the system affect each others. This means that cause-effect relations in a system are cyclic: a results of an event can be also the cause of the event. For example, development team doesn’t automate tests. Team analyzes the causes and finds that problem is the excessive workload causing lack of time. However, when they study consequences of missing tests, they notice that their product has lot of bugs which causes extra work. The effect of a problem is also a cause for the problem.

This brings up an important lesson about system improvement: Getting rid of what you don’t want does not give you what you do want.

Organizations as systems have a Purpose. A system as a whole works to achieve the purpose.

Why it is important to understand Systems? W. Edwards Deming has said that 95% of variation in the performance of the system is caused by the system itself and only 5% can be accounted for the people. This may sound counter-intuitive. You can check my blog post about “Exercise to illustrate 95/5 rule” to see that it is actually quite true. “A bad system beats a good person every time“, says Deming. Similarly, bad people fail in a good system. We need to create a good system and find good people to work there.

2. Thinking – System – Performance

Organizations are created by Thinking: the way we understand cause-effect relations. Thinking creates the system which creates the sustainable performance of an organization.

Unless we change our thinking we are constrained to create systems that repeat the errors of previous systems. For example, if we think all work should be done in projects then we are constrained to fiddle with project details rather than find radical improvement through new thinking (for example continuous delivery).

In order to improve we must have two things

  1. See the system to understand it
  2. Change thinking to improve

3. System Conditions

How can we see the system?

System Conditions are visible, tangible things that help to see the system. They are direct or indirect results of design and management of work. Here are some common System Conditions (click to enlarge).


Picture by Hermanni Hyytiälä (Twitter @hemppah)

System Conditions are important for several reasons: (i) They drive the performance of the organization, (ii) In order to improve at least some of them needs to be changed and (iii) They tell us about management thinking.

Everyone wants good for the company so why do we have harmful system conditions? The reason is that people who are responsible for system lack knowledge about the nature of work being done. They do not know how the work works.

4. Change strategies

How can we change something once we see it?

We can change with three strategies. Power-Coercive strategy uses carrot and stick, it rewards following the new rules and punishes for disobedience. Empirical-Rational uses logical arguments to rationalize the benefits of new behavior. Normative-Reeducative uses observation and action, collects information and understanding before changing.

Normative  is the only strategy that creates sustainable change.

Imagine 3 year old child learning that fire can be dangerous. Coercive learning would be telling him that touching the fire will result a punishment. Rational learning is telling him that fire is hot. Normative learning is that he sticks his finger in the fire, immediately changes his assumptions about safety of fire, cries a little and learns a lot.

5. Systems Thinking and Scrum

Scrum allows two paths to improve the system. We can deploy Scrum and immediately get rid of some harmful system conditions. Secondly, we can use Scrum as to see the system and experiment with new thinking.

When deploying Scrum, we can have the following improvement just by doing Scrum

  • From competing projects to single product backlog
  • From functional silos to cross-functional teams
  • From long feedback cycles to daily feedback
  • From project model to continuous delivery

However,  deploying Scrum sounds like a Coercive change. At its best is will be Rational. By it is not Normative, especially if “deployment” involves harmonization of practices or top-down push for Scrum.

A better way to use Scrum is to get transparency, see the system and learn through experiments.

Scrum creates transparency to the work at hand. How do you know Scrum works? If you know, at the end of each Sprint, exactly where you are — then Scrum is working.

Systems have a Purpose. Purpose comes from understanding demand that customers have. Scrum allows teams self-organize to fulfill the Purpose.

Teams and organizations should measure their performance against the purpose. Unfortunately, teams often measure some proxy variable that has no value for the end customer, e.g. velocity.

Second effective pattern in Scrum is experiments. Each Sprint is an experiment. Each improvement that team does is an experiment. This pattern has two benefits. First, it allows to change harmful system conditions gradually through experimentation. For example, “Let’s try to limit work-in-progress in the next Sprint and work on one item at the time”. Usually this has better buy in that pushing changes.

Another benefit of experiments is that it creates culture of experimentation in organization. When teams are doing enough experiments, also management moves away from “analysis paralysis” towards trying new things.

6. Summary

  • Organizations are systems, created by Thinking
  • System Conditions help to see the System
  • Scrum helps to see the system
  • Scrum can be used to create Normative change in Thinking

Exercise to illustrate Deming’s 95/5 rule

July 24, 2013 3 comments

W. Edwards Deming has said that 95% of variation in the performance of a system (organization) is caused by the system itself and only 5% is caused by the people.

This sounds counter-intuitive and training attendees often argue that having great people would solve the problems. Or at least people have greater impact than mere 5%. Many also argue that we should invest in people, coach them, motivate team members and do other “people stuff” to get better.

Unfortunately that will not work. “People issues are not the point of intervention“, says John Seddon and I fully agree. System is the point of intervention. By improving the system, we improve not only results but also motivation and well-being at the work.

Here is an exercise that I use in my trainings to illustrate how Deming’s 95/5 rule applies in knowledge work. This is a quick one, takes about 10-15 minutes including set-up and wrap-up.

1. Context: I draw the following picture on flip chart and tell the context. Joe works for an IT department of a large company. The IT system is used by customers to place orders on-line as well as company internal functions to manage invoices, inventory, sales forecast and marketing. Joe and the team have Product Owner who gets requests from customer help desk and suppliers.

(click to enlarge)


I start drawing from Joe, then the team -> product -> Product Owner -> help desk -> customer -> suppliers -> logistics department

2. Case: I explain people that “help desk receives a call from customer saying that it would be nice to follow order status on the web-site, e.g. estimated shipping date. Product Owner thinks this is a cool idea and puts it to backlog, ready for next Sprint”.

3. Task: After explaining the context and the case, I ask people to pick a pair (or in their table groups) to think “What could go wrong?”. What could happen between customer requirement and Joe so that Joe can not complete the work on time, with agreed content and good quality. I give 2 minutes for the discussion.

I also explain that SW development is a team effort, but in this case we assume that we look at Joe’s work. For example, why Joe (or his boss) would feel at the end of the Sprint that things went wrong.

4. Collecting answers: After discussion I collect answers to flip-chart. Usually the list has something of the following

  • Unclear requirement
  • Conflicting priorities
  • Bad tools
  • Bad working habits in the team
  • To much work
  • Joe’s competency (lack of)
  • Misunderstanding customer need
  • Lack of testing
  • Interrupts
  • Poor communication with other teams
  • ..and so on

5. System or Joe: The last part is to ask people “Who’s fault is this?”. If we have two baskets, System and Joe, which is the cause of the problem. I write on the flip-chart on each line “System” or “Joe” based on what the participants shout. Pretty soon the list is full of “System” and very few “Joe’s”.

This is a powerful way to show what is the impact of work design: When things go wrong, it is because the system. The point of intervention is system, not individuals.

Credits go to Richard Moir at Vanguard System for telling me this exercise. I have modified the original story (about plumbing) to fit the IT industry.


DARE2013 conference, Day 2

June 17, 2013 Leave a comment

For those who are looking for my presentation slides, you can find them at

Day 2 of DARE2013 kicked off with Dean Leffingwell‘s keynote Be Agile. Scale Up. Stay Lean & Stay Happy.

He started a longish history of SW development and what things looked like 20+ years ago. The point he made was: while technologies are advancing with huge speed, methods and practices are not keeping the same pace. Agile is a promise but for small teams, how to scale up?

Then Dean presented Scaled Agile Framework (SAFe) big picture. The slide looked noisy, tons of things packed on one page. I found the picture a little scary, but I know lot of managers who start drooling when they see a framework that they can deploy in organization.

Dean then presented Lean thinking. Goal is to sustainably create value with shortest lead time, best quality, most delight to customer and lowest cost. This is pretty OK, although to my opinion this inside out improvement: we organize ourselves according to these goals. There was very little about customer demand and nothing about organizing against different (varying) demand.

Dean made a good point about Lean: it is for building products repeatedly. We are inventing new things. Then another good point: Methods are not competing, “doing XP does not diminish the value of Kanban. Team can move from Scrum to Kanban if needed”. What he did not mention is the spectrum of work: different work requires different approach. Different approach do not succeed in random, they succeed if they are applied in correct environment.

I did not like the pseudo-funny “Agile-hakka”-video (team fails in their planning, so they go and dance aboriginal hakka and then gagnam-style).

Some nice quotes from the end of the presentation
“You can’t scale crappy code”
“You can release too frequently” (for example Adobe updates or large enterprise systems)
“Develop on cadence, release on demand”

At the end were few things I did not like
- Dave suggests common sprint lengths (cadence) across organization. This may or may not work, depending on the demand to the teams
- Every team must be on train, you don not integrate if teams are not in synch. Again this synchronization is done because organization, not because customer demand.
- “Enter the Agile dimension”-video, promoting Dave’s work with a customer.

My key takeaway: I know about SAFe and some thinking behind it.

Keynote: Laurence Vanhee / Happiness at work, you deserve it!

The second keynote was a very interesting piece. Laurence is a Chief Happiness Officer in Social Security Office (basically government job). She talked about happiness.

The talk started kind of awkward. She wanted to make jokes, but they were clumsy and audience was not with her. Eventually the pace improved and we had nice laughs.

Did you know that origins of word “work” are
in French: Travail = tripalium = torturing device
in Flemish Arbeid = Robu = Slave

She listed worst jobs in the world, including Fukushima cleaner and Foxconn employee. Then we watched a funny video about a complainer; person who had to work 14-16 hours a day, without labor union, all day standing up, hands aching — as a masseur for gorgeous supermodels.

Laurence mentioned that traditional HR tried to make people happy with policies: Salary and bonuses, job descriptions, organizations, motivational events.

She had found that real happiness comes from: personal challenge, job where you are at your best, right time, right skills, trust, freedom and autonomy (“we are adults, law prohibits child labor”), achieving personal results and monitor the progress, feeling responsible, receiving feedback, improving self-confidence, being part of the team

We watched again few funny videos about breakdancing traffic police and hip-hop flight safety announcer.

People who feel good work better –> happy people feel good –> Happy people work better

Research shows that happy people are 50% less sick, take 6x less absence, are 9x more loyal, 31% more productive, 55% more creative.

Five principles that Laurence promotes at work
Don’t motivate – Trust
Don’t manage – Love
Don’t think – Think green
Don’t work – Have fun
Don’t complain – Innovate

The results of the policy are very good. Laurence highlighted that their office have
Engagement rate is 88% (how likely you continue with us)
Attrition dropped 50%
69% are working from home
Job applications increased +500%
50% of leaders are women
38% in top functions are women

She ended by saying: If you can not live your work, leave your work.

Yuval Yeret: Starting Kanban – Managers first

After the keynotes, I joined Yuval Yeret’s talk about Kanban transformation. His talk was interesting mix of techniques. We started with Pecha Kucha – he gave a lightning talk where slide change every 20 seconds. Interesting twist was that his presentation was one picture, which scrolled and zoomed to various details while he was talking.

Yuval mentioned that team level agility is kind of solved case and getting managers on board was the bigger challenge. How to make management understand language that matters in teams (WIP, classes of service, Kanban). His proposal was to work in Kanban mode with management as well, helping their work, and gradually “merge” teams’ work with management.

Unfortunately I had trouble following Yuval’s presentation. While “zoomable flyover” was a nice trick, I did not understand where the talk was going.

After the pecha kucha he talked about transformation anti-patterns:
1. Analysis paralysis: People want to plan everything before starting anything
2. Managers are left out from transformation (here I argue that if someone does not understand what teams are doing she should go there and learn!)
3. fake agile: keeping silos and having tons of dependencies
4. Pilot approach (“tiger team”), managers feel outsiders

We discussed in small groups about the anti-patterns. After this, Yuval started a Q&A session and some participants were active. I did not get much from that.

This session did not provide me much, probably because I work mostly with managers and do not see the same way the fear of “managers are left outside”. Key takeaways anyway were:
- Involve management and understand their reality
- Try to make teams have “WIP diet”, that brings fast visibility to system

Egor Sviridenko – I SEE, how unconventional visualization helps agile projects

Next up was interesting session that turned out to be the best experience for me. Egor Sviridenko from Targetprocess gave a speech about visualization.

He started with a (familiar) story: London cholera epidemic in 1854. He pointed out that John Snow used visualization to identify patterns of epidemic and finally found the cause. Egor concluded that visualization is a fast way to influence thinking.

He presented four patterns of visualization

1. Networks give relations between things, for example mind maps. He shows some quaint examples of maps: “200 most visited websites as Tokyo subway map” or “Agile practices train map”. Also Kanban board is a map, since we can see relations between things.

2. Maps tell stories. Egor told how Charles Minard created a map of Napoleon’s mission to capture Moscow: 400.000 troops started the journey and about 10.000 returned alive. The maps illustrated locations, temperatures, sizes of armies and battles. This is a key point: visualization should tell a story.
Another examples of maps were newspaper interactive maps, e.g. NY Times illustrating immigration from 1800′s to current day.

3. Many variables is illustration where lot of information is shared quickly. Here his case was Score-board, illustrating risk of cardiovascular diseases across gender, age, blood pressure and smoking. Kanban board is a multi-variable map, where sizes and colors and locations of cards can combine several things together.

4. Timelines are powerful to make a subjective experience of time into a objective. Egor showed funny pictures of movie timelines, with characters appearing and taking roles and disappearing. Next example was Marey’s train time table visualization from 1880′s and finally he showed Sparkline from Tufte.

Egor ended his presentation by saying that good visualization tells a story. It can improve flow, save time and even create fun at workplace,

I enjoyed the talk a lot — it was a perfect conference presentation. I did not learn anything that I could use next Monday, but I feel something is bubbling in my mind. His slides were nice, easy to follow and presentation style was nice.

Key takeaway: Visualization has a story to tell. It is a fast way to influence people and a gateway to a deeper analysis/discussion on details that become important.

Paul Klipp – My first two years with Kanban, hard lessons for the quest of flow

Final presentation before my own was Paul Klipp’s experience report with Kanban. The session started with a longish presentation of childhood and hugh-school experiences. When he started talk about SW development, he made an interesting observation about Scrum.

Very often Scrum teams take stories and work parallel with many stories. That creates a flat burndown chart, where visibility to “done” comes very late. That causes mistrust and stress, if the first item is fully done at day 8 of 10 day Sprint. Remaining work may burn down nicely, but nothing is done before very end.

He then showed how Kanban and limiting WIP and completing items one at the time created better visibility to system: how things are going, where are the bottlenecks. Also team members worked better together, when WIP limits were “forcing” collaboration.

Then he talked about the tool they develop: Kanbanery. Thankfully he did not promote or sell the tool, but instead told how their process evolved. They started with Scrum-ish process and added WIP-limits later. In his team the limits were aggressive and he instructed to use looser WIP-limits if team is not ready to take shock therapy.

His learnings in the Kanban journey were:
- Meetings need structure despite the fact that Kanban does not give any structure for meetings
- Backlogs are waste: bad ideas and harmless bugs go there to die
- Experiments need to be done with clear goal in mind and with a test that proves if the goal is achieved
- Lessons-learned need to be captured better: Write down process policies but do not use permanent ink

In Paul’s opinion the best product owner is a person who wants the SW really badly. She can always tells what the 2-3 next features.

To me the story was interesting and key takeaway from the session was: Device experiments so that you have a hypothesis in mind. Finally validate the results of the experiment.

Rest of the conference

Next session was my “Achieve flow”. I will write a separate blog about the contents. Speaking in a conference was again interesting and motivating experience.

After my presentation I had to leave before afternoon keynote. As usual, for second day afternoon keynote (The art of cultural hacking by Stefan Haas), it seemed to be less formal and more into unexpected. Before I left the venue, I heard “Gagnam Style” once more. Interestingly, I had not heard that before today and now I heard it twice. This tells something — either about me or the Kanban community.

Thanks Maarten and other organizers for a great conference. I attended many useful sessions and met lot of great people. This is the conference I like to attend: high quality, relaxed and well-organized.


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