“What do you do after you’ve won the World Cup? There’s nothing after that.”

What do I know about football?

I know I don’t know much about football, but I know what I see. Discipline, Teamwork and Common Goal. That’s what I see in a good game of football. And what do I mean by a “good game”?  I mean a game played by a real team as opposed to a disparate and desperate group of individuals.

Discipline, Teamwork and a Common Goal

How would I define Discipline? Practice, practice, practice. The kind of practice that amounts to what Malcolm Gladwell calls “The 10,000 Hour Rule“.  The kind of practice that makes your head and body ache all over but you still continue to strive because you know the prize outweighs the cost.

How would I define Teamwork? When everyone on the team sets aside their ego to get the job done. And not just done, but done well. So well that it makes you swell with pride. Great teamwork means working hard when people are together and when they are apart. A winning football team doesn’t just wait to play together for the several weeks in the runup before the cup (that’s far too late to be learning how to play together and still expect to win the World Cup). They create opportunities to get team practice in. And, of course, everyone learns. From each other. For the team. Even if that means exposing one’s weaknesses and our own lack of knowledge, skills and experience.

How would I define Common Goal? One that everyone in the team truly believes in. One that inspires each individual to be the best they can be so that, together, they can become more than the sum of their parts. And there’ll be lots of passing of the ball, like the way Xavi plays, because there is no single star or hero in a winning team. The brilliance lies in the team playing to each other’s strengths and strengthening individual weaknesses. The gleam comes from the team achieving the Common Goal together.

The secret beyond the riddle

What do you do after you’ve won the World Cup? Will you tie up your laces and hang up your boots? Will that be it? Of course not. I know I don’t know much about football, but I know what life shows me about winners and losers.

Winners carry on winning, moving the goal posts further out with each win, like Armstrong and Ferrera, winning not just once, but many times because the goal is much more than just the space between the posts.

Winners raise the game

Winners turn their expertise into repeatable formulae, achieving “conscious competence of unconscious competence“, so that they become better than they were yesterday every day. And true winners help others become winners, too.

Common Cause for Good

When it comes to organisational change, one of the most overlooked factors is the impact individuals have on an organisation. After all, organisational change begins with the individual. Another commonly overlooked fact is that we can only change ourselves. That’s why much of this blog focuses on working with groups, teams and individuals.

Natural Complexity in Team Dynamics

One of the things I enjoy most about organisational change is the element of surprise. Others would describe this as ‘uncertainty’. While others may fear it, I choose to embrace it. I strive to turn every challenge as an opportunity. A chance to learn and improve. From where I’m standing, we’re surrounded by an abundance of opportunities.

A Tale of the Unexpected

I’ve run the XP Game almost 50 times and the most common assumptions among the players is that they assume each team is competing with another. If they ask, I highlight the fact that I’ve never mentioned this as a rule and that, in fact, they are all teams working for the same organisation. This statement is usually followed by a brief silence as individuals process the information. Nontheless, time and time and again, teams choose to continue to compete against one another, usually to the detriment of the organisation as a whole.

One of the reasons people choose to do this is because staying within your comfort zone is far easier than working together with those outside of your team. What’s not immediately obvious is that the longer you stay in your comfort zone, the less likely you’ll encounter new experiences and pick up new skills as well as develop existing ones to better leverage the change that lies ahead. After all, change will happen around you, regardless of whether or not you are ready to change.

One great way to embrace change is to gain new experiences, develop new skills and acquire new ones. This means that when the change finally happens, you’ll be prepared to get the most out of the change. Better still, you’ll be helping to instigate and shape the change.

An Agile First

So imagine my surprise, when the 3 teams with whom I was playing The XP Game last week decided to deliver value together instead of competing against one another. What’s remarkable is that, in spite of the daunting challenge of collaboration (’I'm not sure it’s possible’, ‘It’s going to make things much harder to manage’, ‘I’m afraid we’ll fail’), the 3 teams continued to come up with ideas of how to make things work better. And they did not stop there. This has never happened before in all my experience of running this learning game.

In spite of a few clamorous voices that continued to express fear, doubt and uncertainty, the three teams continued as one. Together, they planned out the work and re-organised themselves to deliver as much as value as they could. Then they put their plan into action.

The outcome? In Round 1, when the 3 teams worked independently, collectively they achieved a combined velocity of 820 story points. In Round 2, when the 3 teams worked together from a centralised backlog their velocity reduced to 720 story points. Based on what I saw so far, I predicted that the 3 teams working together would match their combined velocity in round 1 by round 3 or 4 and quickly exceed it as they became better at collaboration. That is a small short term cost for a significant longer term return on investment. After all, all good things come at a price.

My Takeaway

I still remember, as though it were yesterday, the moment near the beginning of the course, when I distilled the essence of what Agile meant  in two simple words. “Immer besser”. Meaning literally “always better” in German. And that was the one thought that kept everyone together and spurred them on.

Two simple words. Immer besser. To emphasise the importance of continuous learning and improvement, I also drew a contrast between thinking in terms of being “richtig” or “falsch” (”right” or “wrong”) with “immer besser”.  In my experience, the most successful individuals, teams and organisations are those who care more about becoming better than who got things right or wrong.

How are you becoming better than you were yesterday every day?

As I boarded the plane this morning, I notice a small cargo vehicle trailing what looks like two silver metal closed-top skips. What with all the sunshine, my imagination cartwheels away before I can stop myself. What if the cargo was some precious pooch going on a posh holiday? Or perhaps it’s the latest life-saving drug as part of a clinical trial? Or, more amazing still, may be it’s an organ for a loved one being transported under careful climate control?

The sight of the vehicle and its cargo reminds me of the mental baggage we all carry. The habit-forming kind with which we’ve grown comfortable and by which we navigate our daily lives both at work and at home.

What if…

Let’s play a game. What if some of the things you believe in are simply not true?

Postpone decisions until the last responsible moment
Most of us are desperate to decide things early. This may be motivated by a multitude of reasons, such as a desire to please, be helpful towards others and/or the simple need to feel in control, even when we’re not. By embracing the discomfort of not knowing and using Real Options Thinking, you can keep options open for as long as is valuable. After all, why decide now when you don’t have to? The secret to making informed decisions is to wait until the last responsible moment, by which we mean the point in time when the necessary criteria and/or constraints determine when a decision needs to be made.

Think ‘AND’ instead of ‘EITHER OR’
I’ve noticed that the most successful and satisfied people have an open mind and postpone judgment. They recognise breakthrough ideas are those that combine ‘a AND b’ as opposed to forcing both parties to resign to an ‘EITHER a OR b’ solution. Remember, you can always have your cake and eat it AND you’ll need to exercise to work it off. Apply the Logical Thinking Process such as the Intermediate Objectives Map and Conflict Resolution Diagram to create a WIN-WIN solution for everyone involved.

Focus on value first then value/cost and retain that focus
It’s tempting to do everything at once. Especially when there’s a deadline and too much to do. To prevent your endeavours from wheel-spinning to a standstill, prioritise by value/cost, level the workload and minimise the work-in-progress. Pop quiz: How do you eat an elephant? Answer: One bite at a time! Better still, opt for elephant carpaccio, delivering end-to-end solutions that add value as thin slices. This ‘thin slice’ approach also minimises risks and surfaces issues earlier by testing integration points early. (Note: No elephants were harmed in the making of this analogy.)

Think Different

How will you change the way you think and behave today?

Going Agile

The second ever Agile Fest, short for ‘Agile Festival’, took place last Tuesday in the UK. Agile Fest is an annual internal event run by one of emergn’s clients to promote awareness of how and where Agile is being used within their organisation as well as to create an opportunity for 1-2-1 networking and community building.

Fun and Games

The event atttracted an exceptional turnout, with more than 250 visitors dropping in and taking part in the 3 hours it took place. The festival consisted of 12 stalls, with topics ranging from Planning Poker and Agile First Aid to Evolutionary Design and Distributed Teams. Each stall was run by internal Agile enthusiasts, with support from emergn’s coaches, giving practical advice on and demonstrations of Agile Principles, Practices and Techniques.

It was super fun because it gave me the opportunity to work alongside the client and a bunch of emergn Coaches, first in preparing for the event, then in mingling with the participants. Can I sum up the kinds of people who attended the event in 4 words? I think I can. It’s ‘Curiosity’ and ‘Willingness to Learn’. These are essential traits for an organisation serious about delivering more value to their customers.

Organising the Organising and Giving Back

The organisation of Agile Fest in itself was an example of agility in action. The event was made possible only by the incredible creativity, contribution and collaboration from both the organisers and the participants. Great thoughtfulness had gone into the event, such as handmade badges and a homemade cake sale which raised £300 in sales for the Haiti Relief Fund (which the organisation is doubling!). My tastebuds tell me Collin’s special carrot cake with coconut shavings had something to do with how much we raised!

Most Memorable Moment

The fantastic turnout and number of compelling questions asked is evidence of what transforms an organisation from Good to Great. How are you going to add value at work and beyond this week?

A Week in the Life of an Agile Coach Who Keeps Learning

With Agile, the learning never stops. A good example of this is the marathon of new training courses we launched at emergn last week:

Monday: Agile Overview – a 1-day course that provides participants with enough knowledge to begin applying Agile at work (including emergn’s version of the ubiquitous XP Game by Pascal Van Cauwenberghe and Vera Peeters). We strongly recommend participants of other courses to attend the Agile overview first to establish a common understanding among all participants of what Agile is and what being agile really means. Judging by the feedback from the participants, this is an effective way of developing a meaningful understanding of Agile.

Tuesday and Wednesday: Customer Value Analysis – a 2-day course that combines Business and Systems Analysis techniques to consistently translate business goals into a steady and valuable stream of detailed User Stories and Acceptance Criteria. Instead of retrospectively mining value from what I call a ‘vomit of user stories’ (which inevitably results in perpetual backlog grooming), we pull stories from value to achieve Value-Driven Delivery.

Thursday and Friday: Agile Project Management – a 2-day course that provides an interactive experience of tools and techniques for tracking project progress (such as Real Options Thinking) and enabling personal and team growth (such as the Theory of Constraints).

Training Delight

The truth is, we have lots of fun creating and delivering the courses and judging by the feedback from many of the participants, they not only have fun but learn a great deal about Agile and personal development in the process. You only have to look at their faces to see that everyone is doing the best they can to improve.

The best thing of all is what goes into the training courses we create. We’ve taken our collective experience from working as Agile Consultant-Coaches in a myriad of organisations plus our experience as conference presenters, sprinkled in a dash of innovation and creativity and voilà, emergn training courses based on experiential learning to amplify each participant’s learning experience.

My Takeaway

As an emergn coach and trainer, I strive to apply the following 3 principles:

• Everyone adds value.
• You can only change yourself.
• Invest in people, invest in yourself.

One of the participants quoted golf player Arnold Palmer as saying, ‘The more I practice, the luckier I get.’ If that’s true, then I’m in luck. My acceptance criteria as a trainer for each course I deliver is that I learn at least as much as the participants. True learning demands an equal exchange of knowledge and experience.

Appreciations

Many thanks to the participants for their enthusiasm and pursuit for Continuous Improvement – for themselves and for their teams. We wish everyone  Happy Continuous Learning!

More Learning in the New Year

We’re in the process of drawing up the emergn training schedule for 2010. If you want to make work fun and worthwhile, we look forward to meeting you at one of our courses in 2010!

I like to think of work as an adventure. This makes me an intrepid adventurer who:

• Goes about with an open mind – always striving to listen without judgment to discover the facts
• Seeks to deeply understand – always listening first and asking questions
• Is ready for anything – constantly refinining my existing skills and acquiring new ones
• Strives to create a happy ending for everyone involved – helping to make WIN-WIN situations possible for everyone.

Postcard from Norway

I was invited to Haugesund in Norway last week to meet an Agile team keen to do what they do even better.

It was my first visit to Norway and, as usual, I ask many questions and get many answers. For me, this is the best way to learn about a new culture and help me develop a better understanding of those with whom I work.

For instance, on arrival, I ask my taxi driver to describe the Haugesundians in 3 words. After a brief moment of consideration, he replies, ‘Happy. Friendly.’ And last but not least, ‘We’re full of guts!’ he says as he strikes his chest with a closed fist and beams a smile. We both laugh out loud in appreciation of his answer.

I learn that the Norwegian working day is from 8 am – 4 pm with lunch at 11 am and dinner from as early at 5 pm. An earlier lunchtime demands a slight physical adjustment for me since I’m a Brit used to having lunch at midday. It leads me to wonder if the concept of ‘brunch’ exists and, if so, what its definition would be and when it would be scheduled.

While we’re on the subject of food, I experience firsthand that fish features a great deal in the Norwegian diet, including what’s best described as edible white discs made of fish. It’s known as fishcake which can be served cold or hot (lightly fried until it’s brown on both sides). They taste fairly bland, but since it’s fish, I figure out they’re probably an important part of a healthy diet.

I notice that monkfish is a popular fish and discover a curious story about how the monkfish reached the dining table of the Norwegians. The monkfish is considered to be an ugly fish by many. And so, for a long time, the fishermen would discard the monkfish from their catch because it was too ugly to eat. Then one day,  a fisherman set aside this deep-rooted prejudice and served monkfish to his family for dinner. Lo and behold – he discovered what a tasty fillet the monkfish made! Ever since then, monkfish has become a special dish featured on many restaurant menus. Now’s that food for thought.

Since I remain intrigued by the Finnish fascination with saunas, I share my encounter with the concept of the Finnish sauna with some of the team. The result? 4 out of Scandinavians polled (3 Norwegians and 1 Dane) clearly identified the passion for sauna as predominantly a Finnish pastime.

Last but not least, I come across a troll with three heads at the airport. I wish I knew why the troll had three heads and why he needed so many. I wonder if having three gives him a real headache. I look forward to asking the questions the next time I meet up with the team!

‘Be the change you want to see.‘ – Gandhi

Agile as a Party

I like to think of Agile as a party. And like any good party, everyone gets invited. It’s then up to you whether or not you show up. And when. If you do, it’s then up to you how much time and effort you want to put in. As to whether you’re a party animal or a party pooper, the choice is entirely up to you.

The key is to include everyone on the invite. Agile, to me, is about inclusion. It’s about making-change-for-the-better an option for everyone. It’s the kind of option that has no expiry date.

Party On!

The folks who have the most fun at such a party are those who have an open mind. Folks who’ll give things a go, including that dodgy looking punch that looks too funky a blue to be made from 100% natural ingredients. Or may be you do the Macarena because it reminds you of your first year at university.

And that’s the thing I like most about Agile. I never know upfront what I’ll get personally out of a day’s coaching or consulting. The only thing I can be certain of, right from the start, is that it’s going to be a lot of fun. That’s the thought that gets me started. It’s also the one that keeps me going.

Take today for instance. I’m on the last day of an Agile Healthcheck engagement with a team who’s Agile Enablement journey began almost exactly a year ago. The team invited me back to help take them to the next level of applying the Agile Values and Practices. We began by identifying a handful of goals, back at the start of September, such as ‘Increase team customer satisfaction’ and ‘Increase team velocity’ and defined acceptance criteria for each goal so we would know when we were done.

A month on, I’m back for a Show & Tell of the Team Improvement kind, to see how many of the acceptance criteria the team has met in 4 weeks (two iterations’ worth) of concerted effort on Continuous Improvement.

A lot has happened. Judging from the smiling faces that greet me, the team’s proud of what they’ve achieved. And so they should be. It’s a humbling moment to find oneself among people who rise to the challenge of becoming better. People who strive to improve despite the alternative, namely, this-is-what-we’ve-always-done-and-that’s-the-only-reason-we-continue-to-do-it attitude otherwise known as Mediocrity.

Learning the Unexpected

So what did I learn today? It turns out today’s Gandhi’s birthday. And how did I get to hear about it? During the ‘Information’ part of the Temperature Reading exercise. It’s exactly this sort of serendipity that makes me smile as I look up at the team’s new poster with intriguing smileys hand-drawn by each of the team member which reads:

• Everyone has value.
• You can only change yourself.
   

How to improve your software delivery process

When it comes to improving the way we deliver software projects, it’s rarely technology that’s the real problem. Nor is it inevitably a skills issue. Instead, the greatest challenge with building software is this: How do you spot the problem when you can’t see the process?

That’s where The Bottleneck Game comes in. The Bottleneck Game simulates a production line at the Hats and Boats Company where its workers are paid a fair wage (by chocolate of course!) to produce pairs of hats and boats. For each pair of hat and boat produced by the team, the team gets paid a bonus (in the form of chocolate of course!). You don’t get fairer than that as jobs go.

The game teaches us about the Theory of Constraints (TOC). According to the Theory of Constraints, every system has one key constraint which determines the throughput of value. This constraint is called the ‘bottleneck’. The theory states that we can improve a system’s throughput by applying the Five Focusing Steps on the bottleneck. Any effort spent on any constraint other than the bottleneck will have little impact or even have an adverse effect on the existing system.

The Five Focusing Steps

Step 0: Make the goal of the system explicit – Make clear the goal you want to achieve.

Step 1: Find the bottleneck – You can spot a bottleneck because it’s usually a stressed out resource, with work piling up upstream to it and resources sitting idle downstream from it. A chain is only as strong as its weakest link. Do something with the bottleneck to improve the system as a whole.

Step 2: Exploit the bottleneck – Begin by ensuring the bottleneck resource is 100% utilised, focused on delivering value and working at a sustainable pace. Make sure there’s always work with high value available for the bottleneck to work on.  After all, Time is Money. As you’ve already paid for the bottleneck resource, this step requires no extra investment nor increases your operating expense.

Step 3: Subordinate everything to the bottleneck – This means the rest of the system must subordinate decisions to help out the bottleneck. Since the bottleneck is the most important part of the system, get the rest of the system to work at the pace of the bottleneck to help deliver the maximum value possible. Like the Exploit step, this step comes at little or no extra cost since you’ve already paid for the existing resources to deliver value. By definition, a non-bottleneck resource will always have slack, so you can also get the non-bottleneck resources to share some of the workload of the bottleneck.

Step 4: Elevate – You elevate by investing on training and tools for the bottleneck and other team members. You can also increase the number of the type of bottleneck resources. Since all these actions incur extra cost, you should apply Elevations only when you can’t find any more Exploits or Subordinations (which come at no extra cost in comparison). The Five Focusing Steps focuses on maximising the value of your existing investment before incurring further cost.

Step 5: Rinse and repeat – Once the bottleneck’s situation is improved and it’s no longer the primary constraint, the secondary contraint that determines the throughput of the system gets a promotion! It becomes the new bottleneck and you get the chance to apply the Five Focusing Steps all over again. Practice makes perfect!

It all sounds like hardwork and so much fun…

That’s because it is with The Bottleneck Game! Look at the intense expression on each player’s face. In spite of all the tricky origami involved, everyone who plays with us is always keen to stay after the game to talk some more about how to apply the Five Focusing Steps to their work.

Pascal and I will be running The Bottleneck Game at Agile 2009 in Chicago on 26 August. Restrictions* apply!

* There’s a maximum of 60 places in the session, so join us early to get a good seat!

Let the fun begin!

Games make learning fun instead of only growing pain. As children, we learn through play. And because play is so much fun, we play some more until a virtuous circle is formed where we play and learn to play to learn. In my experience, adults learn most effectively in the same way.

By learning through play, we pack in the practice at doing the things we enjoy and so we begin to achieve, getting a little (or, in some cases, a lot) better at what we do every day. Think ‘baby steps’. Little and often.

And when practice brings results, it gives us a sense of achievement and so we practice some more until doing what we do becomes a habit, becomes part of who we are.

By making practice a habit, we’re able to discover what we’re really good at and eventually, all those hours add up to make us proficient at doing the thing we enjoy doing most.

Add in the necessary ingredients of support, guidance and courage, and the moment you attain proficiency should collide just-in-time with opportunity. That’s when you suddenly realise you’re doing what you love or at least loving what you do. And getting paid for it. There’s your TADA! moment. And it feels like magic.

And because your Fun Flywheel is already spinning, that breakthrough will fuel your courage and desire to achieve even more, so you’ll continue to practice and, because you know the secret to practice is through play, you’ll never tire of training to become better every day.

The Enduring Memory of Play

Why turn work into play?

• Breaks down organisational boundaries – Such as when senior managers haggle with developers, as a team, over whether building a Mars station will bring in more business value than a Castle
• Connects people – Creates a shared experience that lasts way beyond a 90-minute gaming session into daily work
• Creates a sense of common purpose – Unites people from different teams and departments, sometimes for the first time, towards a common, tangible goal
• Increases understanding between colleagues – Clearly demonstrates how everyone has strengths and can use the strengths of others to overcome their own weaknesses by working as a team
• We can’t resist having fun - Opens our minds long enough to challenge what we think so we can grow

It is these kinds of mementoes that help form a team, so that when the going gets tough, we can help one another through the storms to become a high performance and happy team.

TO improve the effectiveness of the customer and users of the product and maximise the value of the organisation
AS AN Agile Team
WE NEED to leverage the strengths of each team member and create valuable products now and in the future.

 Acceptance Criteria

• We apply the Agile Values at all times
• We apply the Agile Principles and Practices
• We take responsibility for the work we do
• We prioritise our work to maximise value, taking into account risk, effort and dependencies
• We do the work that bring the most value to the team
• We take responsibility for the team’s results
• We update the team on the progress of our individual work 
• We raise impediments, risks and issues as early as possible 
• We help remove impediments
• We believe in collective wisdom: we trust the team to make the best decisions possible based on the information available 
• We understand how quality contributes to the overall value the team delivers 
• We ensure quality is built into everything we do, as defined by the team’s definition of quality 
• We minimise keyman dependency
• We’re committed to Continuous Improvement.

Attributes of an Agile Team

• Generalist-Specialists – Each team member has a set of specific interests, skills and strengths. You are a Generalist-Specialist when what you do goes beyond these.
• Self-organising – The team work out what needs to be done and members sign up for work.
• Cross-functional - Each team member is a composite of roles, skills and experiences.
• Continuously learning – We always strive to do better.
• Responsible – We win together, we fail together. We share responsibility.
• Committed – We give 100% to everything we do.

How you know you’re doing it wrong

When you say:

‘I’m not doing testing. That’s not in my role description.‘ – No one wants a ‘Jobsworth‘ in their team. Demonstrate your commitment by doing whatever it takes to help the team deliver value.

‘I can’t do that task. I’ve never done it before.‘ – Sign up for the task and ask to pair with someone who does so that you contribute even more value to the team.

‘An Agile team is supposed to be self-organising, so sort it out!‘ – Take collective responsibility. Give help instead of passing judgment.

‘It’s his fault. I knew he’d mess it up.‘ – Take responsibility by offering to help. If they reject your help, improve your interpersonal skills so that others want to pair with you. 

How you know you’re doing it right

Put the 5 Agile Values plus two more into action.

1. Communication - We consult one another and contribute to discussions and debates on matters arising.
2. Simplicity – We deliver exactly what’s needed, no more, no less, with the least amount of effort.
3. Feedback – We give and take on feedback and use it to improve our individual performance as well as to elevate the performance of the team.
4. Courage – We create and sustain an environment where we can all be courageous. We support one another when confronting the brutal facts in the belief that we will prevail.
5. Respect – We acknowledge that every team member is an individual. We leverage the benefits of diversity.
6. Trust – We trust each member to do their best for the team.
7. Transparency – We share everything we know to create the maximum number of options. We do so to maximise our chances of success and minimise waste.

What does ‘Team’ mean to you?