Last night I attended the first ever Lean Agile Dundee meetup at the offices of SolarWinds MSP, there were six of us—four Solarwinds employees, another chap and me.
Having attended a few Lean Agile Edinburgh events (the next one being next week at the Skyscanner offices), I was excited to learn there was a similar event starting in Dundee which is significantly closer for me.
Continue reading Impact mapping at the first Lean Agile Dundee
I am currently learning Russian and reminding myself of the integral importance that failure has in the learning process.
Continue reading The importance of failure (and of praising effort not intelligence)You can watch the recording of the live stream above.
Last night I took the train down to Edinburgh for my second Lean Agile Edinburgh meetup.
Started in June 2013, Lean Agile Edinburgh is an informal and social monthly meetup to discuss and share all things agile, lean, kanban, scrum, etc. At most meetups we have talks, workshops/activities or Lean-Coffee discussion sessions.
Yesterday’s meetup was kindly hosted by Royal London at their new offices at Haymarket Yards in Edinburgh, a short hop, skip and a jump from the railway station. Last month’s was hosted at the other end of Princes Street, in the Amazon Development Centre Scotland offices at Waverley Gate.
The evening began with an opportunity to network and chat with folks over pizza and refreshments, before we took our seats for three excellent presentations.
The first session was a very hands-on, get out of your seats and move about exercise lead by Kathy Thomson, a scrum master at Royal London.
We were each given a postcard and pencil and invited to answer the following question in either a word or short phrase: “What does agile transformation mean for you?”
I wrote something like, “Iterative change that is collaborated on by a team towards a shared goal”.
With our postcards completed we were invited to stand in a large open space to the near the presentation area, and turning to the person next to us explain our answers.
Next we were invited to exchange our cards with someone else, and then someone else, and so on until we had effectively shuffled the cards. I ended up on in the middle of the room. This was the ‘explore‘ part of the exercise.
And then again we were to pair up with the person next to us and explain to them the card we were holding. Which, obviously, was now not our own card. Interestingly, I felt less defensive about explaining this card. And I appreciated seeing someone else’s perspective on the same question.
Somehow, I ended up with two cards for this one! And I can’t remember either of them.
And then we were off around the room again, quickly exchanging cards, and pairing up to explain our new cards to one another. Mine simply said, “Pace”.
It was a really interesting and useful exercise, even with a room of about 60 people.
Returning to our seats, Krish Bissonauth, an Agile coach at Royal London, introduced us to the Control Influence Accept model (or CIA model).
This is a versatile problem-solving and stress-management tool that identifies three ways to respond to challenges:
I loved the Clarke Ching quote he finished with. It spoke about social comparison—why do your Facebook friends’ holidays and kids look so much better than your own? It’s simple: their lives are just like ours but they only share the good stuff. So it is with books we read and presentations we experience about Agile and DevOps: we see the good stuff and we feel bad.
His message: stop comparing yourself to the “Facebook” versions of Agile and DevOps, and start comparing yourself with how you were doing three weeks ago, three months ago, three years ago, and feel proud of the all the hard work you are doing and the progress you have made.
The final talk was by former Skyscanner product delivery director, and current Agile 4-12 consultant Greg Urquhart.
There was much in Greg’s talk that resonated with me, but it was what he called his “cut the Agile bullshit-o-meter” slide that I found most helpful. He had set himself the task of limiting his definition of what agile is to just five bullet points. This is what he came up with:
If you’re not doing these five things, he argued, then you’re not agile.
Towards the end of his talk he advocated for what he called scientific engineering (learning work) and argued that this more than lean and agile (knowledge work) would bring about the most effective and productive change.
This aligns with another talk I attended recently in Perth at the Scottish Programme and Project Management Group conference, where one of the speakers encouraged all the project managers and business analysts in the room to start to get familiar with big data and data analysis. It’s what the most valuable companies in the world are doing—Apple, Google, Amazon, Facebook. They are using data (massive amounts of data) to design and refine their products.
I walked away from last night’s meetup feeling encouraged and more animated. It has certainly given me a lot to consider, a couple more tools under my belt, and a little more clarity about the direction I want to take my career.
Thanks Lean Agile Edinburgh.
For the next few days I’m on a course at work looking at DSDM Atern agile project management. It’s certified, so I have exams on Wednesday morning (foundation) and Thursday afternoon (practitioner).
When I got home last night, after dinner, I decided to sneak upstairs and get about 45 minutes of study in before the boys had to go to bed.
It turns out Reuben, Joshua, Isaac and monkey had different ideas and came to ‘help’ me study.
For a few months we’ve been starting to use Agile, and specifically Scrum, methods in planning and managing our Web projects at work.
This week we adopted a new practice: planning poker.
Like many teams starting out with Agile practices we didn’t just jump in feet first and adopt every Agile method going; that would have been too much to take in. So we began with a few methods:
The photograph above, taken a couple of months ago, shows the planning board in our office — an information radiator — that shows us at a glance how many tasks are left to do, what’s currently being worked on, what’s in testing, what’s done and (unlike, I would guess, most other Agile boards) what we’re waiting for.