February 26, 2013
Tonight, just a month after I got the news about Charlie Seashore passing away, I read that Edie Seashore had followed him. I did not know Edie or Charlie very well, but I did have the privilege of meeting them for a week in Cape Cod last summer where they taught the course “Strategies & Skills for Consulting, Coaching, Change”. The way they shared their experience and wisdom during that week made me feel like I had known them a lot longer though.
Edie and Charlie’s signature combination of wisdom with humor and a love for each other and what they taught made them seem inseparable. Both of them were strong individual personalities that made deep impressions on me but when they spoke in front of us it was clear that they weren’t only Edie and Charlie; they were Edie AND Charlie, a union so much more than its parts. As sad as I am to hear that Edie is no longer among us, it seems natural that the bond between them was this strong.
I am not a religious person, but I have no difficulty imagining Edie and Charlie still being together in a good place. I am so happy that I got the chance to learn from such wonderful persons. Thank you!
February 21, 2013
This morning it took me fifteen minutes to walk past my team and get to my desk…
But that was this morning, let’s back up one month. Middle of January my team had a team building activity. Now, I know that teams aren’t built during an activity but there were reasons behind us having this activity. Anyway, as a final exercise we all got to close our eyes, relax and try to visualize what it would be like if everything in the workplace was going as we wanted. We then got to draw our internal images and present them to each other.
My drawing had two parts to it. One part showing a kanban board where work was flowing smoothly, representing how we worked well together as a team. The second part pictured me high-fiving my co-workers on my way to my desk, representing us having a great time together.
What I saw before me was how it would take me fifteen minutes every morning to move from the entrance to my desk because I high-fived everyone along the way, stopping to ask how they were doing and generally enjoy being with awesome people.
Some background might be in place here. My desk is at the opposite end of the building from the entrance, which means that I have to walk by the entire team every morning as I walk to my place. The thing is, that I’m an MBTI introvert. I enjoy people and company like most other people but it’s exhausting for me. Having a good time with other people makes me physically and mentally tired. Because of this I’ve been taking a detour every morning in order to get to my desk without having to pass anyone I know, that way I could save my energy for “more important stuff”.
As I looked at my drawings I realized that the first part was what we’re struggling with together as a team, but that the only thing standing between me and my vision in the second drawing was myself.
The day after the exercise I stopped for a minute after entering our floor. I took three deep breaths and began the walk to my desk. Only a few team members were at their desks so I walked up to the one colleague who I knew would understand the idea. I raised my hand and immediately got a slap. It felt good and we discussed the exercise for a while. The day after I repeated the ceremony but stopped by two of my colleagues on my way to my desk.
Since then I’ve been adding people to my daily routine and this morning I walked around high-fiving everyone at their desks, stopping to chat for a while; both personal stuff as well as job-related. I timed the walk and it took me fifteen minutes to get to my desk.
What I’ve noticed is that most people’s faces light up as I walk by for the daily slap. The guy next to me was a bit upset though, he didn’t want to always be the last one to get a high five.
I believe in the idea that we are our feelings. If I act happy, then I will be happy and I will feel happy. If I start the day with a smile and a high five, I will get a better day. Fake it till you make it so to speak. The bonus is that people around have to start their mornings with a smile and a high five as well.
So as an introvert, does this procedure consume energy? You bet it does, I have to brace myself every morning before I walk into the room.
Is it worth it? You bet it is!
Disclaimer: Not everyone enjoys a high five in the morning, especially if they’re in the middle of something and that’s okay too.
February 15, 2013
Let’s pretend for just a second that we need estimates in order to perform our business. Some of you will say that we do and some will probably say that estimates are a big waste. But for the moment, let’s at least pretend that they have a place.
Usually we do estimation in order to provide some kind of predictability in our deliveries. It’s just that an estimate is not enough on its own. Knowing that something will take 6 man weeks to implement has no value unless we know that we have 6 man weeks at our disposal. We need to combine our estimate with some kind of capacity measure in order to get predictability. There’s a big difference if our team can give the task 6 man weeks worth of attention within the next two week iteration or if they’re overloaded with other work and need 4 calendar months to finish the requested 6 man weeks.
So we need an estimate AND a capacity in order for the estimate to have any value. The thing is that it’s not enough either. When we estimate, we also need to agree on what we’re estimating. We need to have the same view on the expected quality; both external and internal quality. Everyone involved needs to know how the solution is supposed to behave; if the customer expects a Lexus but a developer is about to build a go-cart, the estimate will have no value. Everyone involved needs to have the same view on the level of confidence for the internal quality; if the developer is ok with Windows 95 quality but the tester is expecting a pacemaker level of confidence, the estimate will have no value.
So now we need an estimate AND a capacity AND an understanding of quality in order for the estimate to have any value. The thing is that if we make an estimate and it’s wrong, the effects will fade over time (unless we’re dealing with systematic estimation errors). If a requirement was estimated to take 5 days but actually took 10 days (a 100% estimation error), the effect on a six-month project will be less than 4%. An error in capacity on the other hand will multiply if left to itself. If a team is working in two-week sprints and plans are made with a 10% error in capacity, this error will multiply for each sprint and for a six-month project, we’ll have to add another two sprints to the end in order to finish what we had initially planned. But even worse is the cost of poor quality. These costs tend to rise exponentially with time. The longer time a poor assumption or a bug goes unnoticed, the more code will get built on top of that error and either multiplying the instances of the actual error or at least building dependencies to the error.
Error in estimate – impact decreasing linearly with time
Error in capacity – impact increasing linearly with time
Error in quality – impact increasing exponentially with time
But where do people put their attention when plans fail? They usually address the estimate and way too often put blame on the teams for not doing good enough estimates. Apart from being unethical since estimates are nothing but guesses, it’s also a waste of time since any deviations from the plan are much more likely to come from errors in capacity measurements (or worse; capacity estimates) or a mismatch in the understanding of what quality (or functionality) was being estimated.
So if predictability is what you’re looking for, don’t invest much in your estimates, instead you should make sure that your capacity is known and that quality (internal as well as external) is well understood. And that’s why your estimates don’t really matter.
February 13, 2013
I was recently asked by a colleague to help with the format for a brainstorming exercise. The purpose of the exercise was to find new ways to reach an audience for the content our organization was developing. Both of us wanted to try something new and we really wanted the participants to start thinking outside of the so called box. What we came up with was a two part workshop that I’d like to share.
The first part was a traditional Post-it-exercise run for three different themes. First we asked the participants to list as many aspects as possible of the content we developed. They were asked to write it down on a certain color of Post-its using just one or two words. We then asked them to do the same thing on another color of Post-its but this time to list different cross sections of possible audiences; whom to reach out to. The target audiences could be sliced according to roles, geographical belonging, age or any other grouping. Finally the participants got to write down different channels for reaching out on a third color of Post-its. We got all kinds of fun suggestions; competitions, courses, lunch walks, blind dates, printed t-shirts etc.
For the second part we wanted to use an element of randomness to get the participants imagination going. Inspired by the game Clue; you know the detective game were you have a bunch of suspects, different murder weapons and a number possible crime sites. In the game, the players randomly combine a suspect with a murder weapon and a crime site by pulling one card from each pile. They then try to deduct which cards have been selected by questioning each other. Finally someone realizes that it was Coloner Mustard in the library with the candlestick.
In our workshop we now had three big piles of Post-its containing What, For Whom and Channels. We divided the participants into groups of two and asked them to randomly pick one note from each pile and try to concretize the mix of cards into an actual event. So if a group picked the cards Content A, redheads and blind dates; they then had to come up with an idea for how to sell Content A to redheaded people by arranging blind dates. The combinations that came up brought out a lot of laughter but it also generated tons of new ideas for how to market our stuff to different audiences. Surprisingly few combinations had to be completely discarded and people came up with really imaginative events from the random combinations they were dealt.
From this experience, I can really recommend trying an element of randomness when you need fresh ideas and have a problem that can be sliced in different dimensions like this.