Day 1: Monday, 29 April
Lean Coffee
"Respect for People" means "Respect human nature" as in "respect the laws of physics".
Everything You Know is Wrong: Bob Lewis
"We should call ourselves process automation [rather than IT]."
"Never name the project after the software; name them after the business outcome."
"IT spending doesn't matter; total cost of operations matter."
"The right level of IT spending is based on the amount of change the organisation can absorb."
"Before you can be strategic, you first have to be competent."
One thing I disagreed with in Bob Lewis' talk was the idea that effective IT Operations should be invisible. I would say that effective IT Operations should be visible by enabling improved capability.
Innovation Games: Software Powered Innovation Through Collaborative Play: Luke Hohmann
"If we're so focused on value, where are our collaborating customers?"
Scaling Agile at Spotify: Anders Ivarsson and Joakim Sunden
Spotify moved away from synchronising Sprints across teams. I interpreted this as they removed the need to synchronise releases across teams.
Ignite Talks
Rodrigo Yoshima suggested that instead of technical debt, we should focus on visualising failure demand which would then encourage improvement.
I presented My Customers Won't Accept Smaller Releases.
How Lean Health Care Can Save Your Life (While Also Saving You Money): Mark Graban
Commenting on the practice of getting doctors to wear buttons that say "Ask me if I've washed my hands": "Hospital CEOs don't walk around wearing buttons saying "Ask me why we're understaffed""
"Lean = no tradeoffs" I would say that the trade-off is changing the way you work.
The concept behind the andon cord is that you get help when you ask for it.
If your managers say things like "My people are very careful", this is an indication that you have a systemic quality problem.
"The ultimate arrogance is to change the way people work without changing the way we manage them." Kim Barnas of ThedaCare
Mark mentioned problems with people attempting to implement Lean without understanding what they are doing.
I still find it odd how many people don't understand what 5S is about.
5S in software development is closer to why we have standards for coding styles to make mistakes more obvious. If you're not making a relevant problem visible, you're not doing 5S correctly.
"Lean = no tradeoffs" I would say that the trade-off is changing the way you work.
The concept behind the andon cord is that you get help when you ask for it.
If your managers say things like "My people are very careful", this is an indication that you have a systemic quality problem.
"The ultimate arrogance is to change the way people work without changing the way we manage them." Kim Barnas of ThedaCare
Mark mentioned problems with people attempting to implement Lean without understanding what they are doing.
I still find it odd how many people don't understand what 5S is about.
5S in software development is closer to why we have standards for coding styles to make mistakes more obvious. If you're not making a relevant problem visible, you're not doing 5S correctly.
The Spice Must Flow...: Ramon Tramontini and Marcelo Walter
I actually ended up in this session accidentally as I was intending to go to the Kanban Patterns session. It turns out it was a fortunate accident as this was actually quite interesting and entertaining.
I didn't take much notes though but here are the slides on Prezi
Kanban, Leadership, and Alignment at Jimdo: Fridjof Detzner and Dr. Arne Roock
Jimdo spends a lot of effort on culture in the sense of creating opportunities to increase a sense of relatedness. I see culture as not just things that encourage relatedness but also the things that influence behaviour and decision-making.
Teamverlötung means "team hacking" which seems to be like a 45-60 minute operations review.
In order to determine goals, ask the Spice Girls question: "Tell me what you want, what you really, really want"
Jimdo is experimenting with an open prioritisation session which I think is working because it allows transparency of rationale and is therefore autonomy-supportive.
Open Space
Spent the entire time talking about doctrine with Simon Marcus, Richard Hensley, Juan Barberis, and a few others whom unfortunately I can't remember.
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