Aug
07

Agile 2008 – Wednesday afternoon pt. 2

How to overcome Pertinent Conflicts

Christian and Christoph presented the Conflict Resolution Diagram (or “Evaporating Cloud”), a technique to (dis)solve conflicts. I’ve been using this technique for a while, but I still learned something new: stating the underlying assumptions in an extreme way is fun and very effective. These statements ask to be challenged.

More about the Thinking Tools in Bill Dettmer’s “The Logical Thinking Processes“. The book is quite expensive, but the tools are very clearly explained. To make it perfect, I would add more “stories”, show how the tools are used on cases, step by step.

Aug
06

Agile 2008 – Wednesday morning

Jeu de direction

After a refreshing run on the harbourfront, the conference kicks off with the French version of the Leadership Game, “Le Jeu de Direction“. I’ve played this game before with a large group. This time we can explore the leadership issues with a small group. In the game we have to build LEGO buildings in three rounds. In each round we experience a different leadership style: directive, absent and coaching.

The group quickly self-organized, divided tasks and easily picked up tasks that needed to be done. Working without a leader or a coaching leader was not very different. In larger teams, the coach would be more needed, to help the team by keeping an eye on progress, communication and the big picture. It seems that the men and women on the team played with LEGO differently.

Real Options

In the break between sessions, we have an open space chat about Real options after Chris Matts’ and Olav Maassen’s session on Real Options. Portia and I have developed a “Space Game” to experience the Real Options techniques. Some people are interested to play this game. We didn’t bring the game with us, but we’ll see if we can cobble up the game materials with some paper, bits of string and some chewing gum so that we can have a game in the Open Space room.

10 ways to screw up with Scrum and XP

Henrik Kniberg, author of “Scrum and XP from the Trenches“, presents 10 ways to screw up agile projects and agile introduction. The presentation is humorous and Henrik is an engaging speaker. It’s fun and most of the mistakes are very basic. And yet… these are the issues that I’m confronted with daily.

In coaching and consulting work I sometimes worry that we’re telling our customers obvious, basic things. Isn’t all of this Agile, Lean, Real Options and other stuff just common sense? Yes, common sense but uncommon practice. We have to get these basics right with our customers, build a solid Agile base. Then they can take it further on their own and we can move on to help another customer get the basics right.

I’ve given this book to the teams I currently coach. Most of the answers to their questions are in there.

Scrum and XP are simple.

Scrum and XP are hard.

If you want to know more, have a look at Henrik’s blog and download the slides, they are mostly self-explanatory. Or even better, go listen to Henrik at an event near you.

Jul
07

Les goulots d’étranglement pt. 3

Université du SI day 2: Heroes

We start the day with a refreshing run up the Champs Elysées, down to the Eiffel tower and along the Seine. I’ve been looking forward to this day: I will meet two of my heroes!

Eli Goldratt challenges us throughout the whole keynote. Do we want an easy life or a meaningful life? We have in our hands the most powerful tool that has ever been invented and what have we done with it? Have we brought enormous value to companies and people? We haven’t: we’ve automated the same old processes; we’ve looked no further than local optima; we’ve enabled people to perform useless work faster than ever before. Is that all we want to achieve?

What is the greatest challenge businesses face? The ability to take the right decisions at the right time. IT is the ideal tool to support that decision-making, at all levels of the company: we can store, transfer and manipulate prodigious amounts of data almost instantly. We can provide the Information people need to make decisions. We can create an enormous amount of value, but by all accounts (sic) we haven’t.

Why haven’t we fulfilled the promise of IT? The tools are out there: Theory of Constraints, Lean, the Thinking Processes, Agile… Most of them readily available and only a few clicks away. Why haven’t we used those tools? One of the reasons is that we would have to step out of our comfort zone. We need to stop dabbling with technology and look further, to accounting, sales, marketing and production. We need to see the whole system and realize its goal. Do we want an easy life or a meaningful life? Do we want to ‘fulfill requirements’ or do we want to add value? Who dares to enter into a contract with a customer where payment depends on value added?

Where are the real constraints?

The real constraints are in (implicit) rules. Who has the intelligence to recognize those rules and the guts to challenge them? Common Action (“that’s how we’ve always done it”) is not the same as common sense. Accounting rules and the way we measure are some of the most pernicious constraints. We have the tools and the obligation to change the system, to enable our companies and people to realize their full potential.

People do not resist change, according to Goldratt. People resist changes that are unclear, that threaten them, that might harm them or that bring no clear value to them. Resistance is your cue to realize that your proposal is not fully worked out and that your explanation is not clear.

Goldratt’s call to arms can be summarized as: “Get of your asses and start using your brains!” I thought this was an excellent, inspiring and thought-provoking keynote. I left the auditorium with a renewed resolve to create meaning and value.

Lean

We participated in an excellent exercise led by Olivier Pizzato and Christian Daniel about using Lean techniques to solve IT project challenges. We worked in small groups on different scenarios. For each scenario we defined three approaches to solve the problem; listed the three biggest obstacles/objections to the most promising approach; searched for a way to overcome the biggest obstacle. After a group presented their analysis, Christian linked the solution back to Lean principles and techniques.

What I like about the session are the exercises and the short (15 min) timeboxes. To make this session perfect I would provide participants with more structure and guidance about Lean, so that they can apply the techniques to the exercises.

We attend part of the session about how Google will revolutionize the development of IT systems. Bernard Notarianni and Didier Girard pair-presented the session in a very relaxed style. Portia thought it looked like a French game show. The session gave examples of web design principles that can be applied to internal IT systems. The resulting systems, often using a RESTful style, are simple and easy to integrate. We had to leave before the end to prepare for our next run of the Bottleneck Game.

Goulots d’étranglement, take three

After Goldratt’s keynote interest for our session is very high, the room is packed full. Seven volunteers come forward to play the role of the “workers”; the other participants are the “consultants” who observe and give improvement tips to the workers. They all get paid in Belgian chocolates and British sweets.

After one round of play we go through the “5 focusing steps”:

0. Define the goal of the system
1. Find the bottleneck
2. Exploit the bottleneck, get the most value out of the constrained resource
3. Subordinate all decisions to the bottleneck
4. Elevate the bottleneck when it has been exploited fully and all decisions have been subordinated
5. GOTO 0. Don’t let inertia become the constraint

The team makes some improvements to their process and plays a second round. The decision to subordinate to the bottleneck wasn’t fully implemented. The team had planned to put a buffer of work in progress before the bottleneck. They failed to keep it filled, which led to an idle bottleneck and reduced output of the system. The players used their idle time to ‘learn’ so that they could help the bottleneck in the next round.

Changing the system, breaking through constraints

Warning: don’t read this section if you want to play the game with an open mind!

The game is filled with arbitrary constraints:

  • players are very specialized and can’t help each other
  • the two customer representatives sit far apart
  • the layout of the table makes it difficult to get an overview and to communicate with the other team members
  • testing is done at the end. Nobody but the tester knows the acceptance tests

In the third round we make the players think about the assumptions and rules built into the game. They get to change their system. The most powerful thing they can do is to re-arrange the tables. As you can see in the picture, the team has a better oversight and can communicate more easily when they sit around the tables.

In the end, this team didn’t produce as much as the previous team on the first day of the Université du SI. I think this is because this team tried to be too sophisticated. Instead of simply implementing an optimisation as agreed, they kept discussing and tweaking their way of working. The DO part of Plan-Do-Check-Act shouldn’t be skipped.

Running this session in 90 minutes is exhausting. Time for a break before the closing keynote.

Man from the moon

OCTO brought Neil Armstrong to Paris for the closing keynote. As a little kid I read a lot of science fiction, fascinated by the tales of wonder and limitless possibilities. I devoured everything about the “Space Race”. These people were making science fiction a reality. By the time I was old enough to understand what was happening, the space race was already over; interest for space exploration was gone. We had stopped looking outward.

Armstrong’s keynote was humorous, enthralling and humble. These teams achieved wonders with the technology of that day (e.g. on-board computers with a few K of memory) and took enormous risks. The American and Russian space programs are a testament to what we can achieve if we really set our mind to it.

I was thoroughly inspired by these two keynotes by my heroes. Armstrong showed us what we can achieve; Goldratt exhorted us to achieve our potential, starting NOW.

The end. Or the beginning?

The conference is over. Our visit to Paris is over. Thank you to Octo for organizing this conference and for inviting Portia and me. We left Paris buzzing with ideas and energy.

Apr
10

(Un) Common sense

Toyota Product Development SystemFrom the “Toyota Product Development System” p15

“[What is the scret of Toyota’s success?]. Did Sakichi Toyoda pilfer some ancient Samurai secret? […] Executives at Toyota reduce it to three words: ‘common sense engineering‘. Unfortunately, what seems like common sense to Toyota often does not seem so common outside of Toyota.”

When someone accuses me of peddling “nothing more than common sense”, I wear that as a badge of honour.

Of course, what I think when someone tells me that “it’s just common sense!” is: so why don’t you do it?

When someone tells me “that’s just common sense”, I respond: “Exactly! You’ve really understood what I said. So… Let’s do it!” 😉

Dedicated to friends with common sense. You know who you are 🙂

Apr
05

Dangerous ideas

Darwin’s dangerous ideasI’ve finished Daniel C. Dennett‘s “Darwin’s Dangerous Idea“, for the fourth time. Or is it the fifth? Writing this entry made me re-read the book one more time.

Dennett begins by saying: “Let me lay my cards on the table. If I were to give an award for the single best idea anyone ever had, I’d give it to Darwin, ahead of Newton and Einstein and everyone else. In a single stroke, the idea of evolution by natural selection unifies the realm of life, meaning and purpose with the realm of space and time, cause and effect, mechanism and physical law. But it’s not just a wonderful scientific idea. It’s a dangerous idea.

I agree.

As a philosopher of science, Dennett first clarifies the idea, discusses some of the challenges to it, looks into the reasons for many people’s (including scientists’ and biologists’) unease with the idea and finally looks into the consequences of this idea for philosophy and morality.

So what’s the big idea, then?

Pre-Darwin, philosophers like Locke and Hume supposed that MIND was required to create DESIGN out of ORDER and ORDER out of CHAOS. Dennett calls this the Cosmic Pyramid. As William Paley asserted, if you should find a watch, look for the watchmaker who made it.

Darwin turned the whole thing on its head. As an anonymous attack on Darwin said: “In the theory with which we have to deal, Absolute Ignorance is the artificer; so that we may enunciate as the fundamental principle of the whole system that in order to make a perfect and beautiful machine, it is not requisite to know how to make it!

Exactly.

The dangerous idea is this: we, and our minds, are the results of billions of years of mindless algorithmic processes. Dennett gives plenty of examples and explanation of what he means by algorithm.

Applying the idea

Dennett explains how this idea is applied in evolution and biology. He likens biology to engineering. We reverse engineer, we assume that each adaptation has a reason, that it made the organisms that contained the feature more fit. Sometimes, these adaptations are just accidents of history, just like in real engineering. For example, why do insects have 6 legs, while mammals have 4? Sometimes, the same adaptation will be arrived at by different species independently. For example, eyes are such a “Good Trick”, such a good answer to the environment’s questions, that they have evolved in different species independently.

These algorithmic processes are not limited to DNA and genes. Dennett goes back in time to discuss how early single-celled organisms might have evolved in to multi-cellular organisms. Or how the first amino acids got built. There is less evidence left from these early evolutions, but these hypotheses can be tested in the lab. There’s even a section on how the laws of physics might have evolved. This is the most speculative and weakest part of the book.

Looking forward, there’s the phenomenal effect of culture. Culture works a lot faster than evolution, and it keeps accelerating. Darwin’s dangerous idea can be applied to culture in the form of memes. Like the selfish genes, they ‘care’ about nothing more than their own propagation.

Attacking the idea

After all these examples of Darwin’s Dangerous Idea at work, we are confronted with the idea’s critics. We’re not talking crackpot creationists here. These are respected biologists, philologists, philosophers and mathematicians, well-known scientists like Gould and Chomsky. Dennett deals with each of their “rebuttals” or rejections of Darwinism in turn. The rebuttals are shown to be wrong or to be part of Darwinism, to the irritation of their proponents who feel as if Darwinism is a constantly moving target. On the contrary, their criticism strengthens the theory because it exposes (small) weaknesses or introduces new mechanisms, new algorithms.

The rejections are more troubling. For example, where does language come from? Is there some innate Language Acquisition Device (LAD)? Where did it come from? Did it evolve or did it suddenly appear? Where does our mind come from? All of these rejections boil down to it is currently unknown how these phenomena work, and the way they work is unknowable. I can agree with the first statement, but not the second. It’s as if these people are shouting “Don’t look behind the screen!” You never know what you might find there, but that shouldn’t stop us from looking. They reflect, as Dennett puts it metaphorically, a yearning for sky-hooks. We can lift things in two ways: we can build cranes (and cranes to build cranes which build cranes…) on solid ground; or we can hope for the appearance of hooks that hang free-floating in the sky.

The evolution of meaning, morality and ethics

Then Dennett explores meaning, morality and ethics from an evolutionary standpoint. How could they have evolved from our humble meaningless beginnings? What does it mean to “do good” or “do no evil”? Dennett looks at several theoretical models, but finds them all wanting for daily, practical use. As Dennett summarizes:

“Ethical decision-making, examined from the perspective of Darwin’s dangerous idea, holds out scant hope of our ever discovering a formula or an algorithm for doing right. But that is not an occasion for despair; we have the mind-tools we need to design and redesign ourselves, ever searching for better solutions for the problems we create for ourselves and others.”

Our daily moral and ethical dilemmas aren’t simple to solve. We have to solve them with very limited resources and time. As Dennett shows with a few effective thought experiments, the practical limits on our reasoning force us to take shortcuts and leave lots of consequence unthought-of. Lots of unintended effects can arise from the noblest of intentions. Or, as the song says: “No good deed goes unpunished”.

I can’t say “I do no evil”. The best I can promise is “I try not to do evil”.

Principles and values can help us make choices. I’m lucky, no, I choose, to work with people who live these values.

Unweaving the rainbowThe basic problem is that of the subtitle of the book: “Evolution and the meanings of life“. If we are the result of mindless, meaning-less algorithms, are our lives meaningless also? I don’t think so. I’m perfectly at ease in a materialistic, deterministic, existentialist world. I don’t see what indeterminism and mysticism could add. Like Dawkins argues in “Unweaving the rainbow“, our greater understanding of nature only increases my awe and respect of it.

See also: