Agile Roles and Responsibilities - My Key Note from AGILE NYC Conf held on 11/17

I attended the NYC Agile Conf yesterday where Dan Mezick was talking about BART (Boundary, Authority, Role, Task)


This Topic in iteslf is very obvious given the fact that every book on agile (or any process) would say that you need to follow all rules to the T to make it work.
And of course, why not, the great minds behind the Agile Manifesto must have put loads of thought to write these responsibilites for different roles in an Agile world.

So now coming to the big question "what were the key take aways if the topic of disucssion was known".
I would say the the one thing I would like to write about after this session is to take a pause and "RETROSPECT".Let me explain.
When we kick off a project in SCRUM and put a team in place, we jot down a certain set of rules for the team to follow. The team then agrees to follow many of these rules and

takes up the responsibilities at will. They also start adhering to it religiously in the beginning. All good so far.

However down the line, there will be several instances when somebody in the team would drop the ball in doing what it takes for the team, given the responsibility he / she has.

And given our human nature there is this somebody who will back fill for this person and take up those responsibilities.
To give you an example there was this team where a senior team member, who was the tech Lead had taken up the task of facilitating all team meetings as the SCRUM Master (being

from the senior leadership) was not able to do that due to lack of bandwidth. Now such kind of instances are very common with every team, as we evolve and adapt to situations

and that is what we call team rythm in scrum.

So is such a kind of Rythm good or bad. Ofcourse like I earlier said, to make a process work, you need to follow every rule to the T.
The Verdict - We need need to avoid this as much as possible and if it is already happening to a great extent then we must plan to take corrective actions. But many a times we

just let it go because the team is delivering expected results and we are hesitant to make any changes fearing that it will reduce velocity. But if we just give this phenomenon

a deeper thought then it would make sense to put things in place even at the cost of a reduced velocity for a few sprints as it is bound to give better results later.

Well apart from this there was in teresting quote that came up during discussion in this Session.
" SCRUM Master is the Team's Mother". This topic in itself is so interesting and vast that I will be writing a separate BLOG to express my thoughts.
Till then Adios

- Nikhil

JUGAAD

I attended a seminar on Kanban ( A Japanese concept related to lean and just-in-time (JIT) production ) this week and was pretty much impressed by the Japanese way of Management. This made me think, if there are any business theorems that have originated in India . That is when LD told me about the "JUGAAD" theory that is currently brewing in business circles.
Wow !!! Interesting !!! That was my reaction when I first heard of it. I instantly mined the internet and I found an article published on Harvard Business Review

Below are the excerpts from the blog:
Frugal innovation is a hot topic today as post-downturn corporate America looks for ways to do more for less, while serving broader markets. This will require practicing the gutsy art of Jugaad. The Hindi term roughly translates as "overcoming harsh constraints by improvising an effective solution using limited resources". We call it the art of creative improvisation - within a framework of deep knowledge and experience.

Over the last five years, we have studied and interacted with scores of entrepreneurs in India and beyond who practice Jugaad to understand their mindset and innovation principles. We find that Jugaad-minded entrepreneurs turn adversity - such as widespread scarcity of natural and financial resources in India - into an opportunity to innovate and create more valuable products and services at less cost for more people.

Through our research, we have identified four operating principles or innovation rules:
Thrift not waste. This first rule - which promotes frugality - helps tackle scarcity of all forms of resources.
Inclusion, not exclusion. This second rule helps entrepreneurial organizations to put inclusiveness into practice - by tightly connecting with, and harnessing, the growing diversity that permeates their communities of customers, employees, and partners.
Bottom-up participation, not top-down command and control. This third rule drives collaboration. CEOs who tend to act as conductors must learn to facilitate collaborative improvisation just as players in jazz bands do.
Flexible thinking and action, not linear planning. This fourth rule facilitates flexibility in thinking and action. Jugaad-practicing firms are highly adaptable as they aren't wedded to any single business model and pursue multiple options at any time.

I kind of agree to all of the above but would give more weights to the last 3 principles. Here are my 2 cents on this theorem.
When I think of Jugaad the first thing that comes to my mind is "Socializing".When they use the term Jugaad in India, it refers to how better you use your Social contacts to get things moving at the time of a crisis situation. This refers to the second and third principles that if we can get all stake holders in a FIRM to collaborate, with a sense of ownership, given a situation, then there could be better ways you could think off to make the best of the situation. But in order to get this implemented, you need to identify a benefit for every participating stakeholder. This is what we say a "Win Win Situation" for all. and this can be achieved by "Flexible thinking and action". Getting all of this in place is very essential to get this model moving. And again "Jugaad" is an art that a person develops while handling adverse situations. It is the ability of an individual or a team or a company to come out smiling overcoming harsh constraints.

I am sure all of you will have more to add when they hear this term. Your thoughts / feedbacks / suggestions are welcome

MODENA

Method for Open Dynamic ENgineering of Applications

Characteristics

MODENA differs from SCRUM primarily in the following ways:

no Storypoints, estimations and plannings are done in PDs
no Sprints, the items are permanently prioritized in queues
There are still estimation meetings, retrospectives, reviews and a product backlog. And there are queues.
There might be several competing queues. It's the TeamMasters job to merge the results of the queues into one MODENA queue. The development team will start with a bunch of items (transferring them from the product backlog to the MightBoard=MODENA white board[2]) and implement them.
If an item is finished (that means specified, implemented, tested and documented), the next item will be started. If a bunch of items is finished, a new bunch of items is transferred to the white board. Items which are not approved will stay on the board.
If at any time (in any test stage) a bug occurs, the current work is stopped and the bug must be fixed before continuing.

Consequences
Implementing the method should have the following consequences:

Instead of starting and stopping the development process and energy for every sprint, the queue mechanism allows a continuous and flexible prioritization of items.
The implementation of items can be requested without the need to wait for one sprint-cycle to end. 3 weeks before a new release, the process is stopped to allow the final testing and documentation.
Items must be approved by the item owners as soon as they are finished by the development team. MODENA is supposed to lead to an easier synchronisation between the teams. The queue mechanism allows a continuous and flexible prioritization of items.

This method seems to be better suited for the ongoing development of applications, that are delivered as releases. For smaller projects or projects with a definite end-date, Scrum still seems to be the method of choice. In any case, Scrum is an established development method, Modena is younger and has to prove itself within the field.

In our environment I suggest the Support team can try adopting this approach for CI activities.

Data Archiving Strategy

Last week I was conducting a Brainstorming session with my team to identify continuous improvement opportunities.
In this meeting it was surprising to get to know that some of the Key Transactional Databases has never had a data archiving policy defined.

In my opinion data archiving strategy should be a part of preventive maintenance activity for any firm. Database archiving solves a number of seemingly unrelated issues like improving performance and availability of resources, managing data retention policies and preserving database as long as required.

some of the benefits I can quickly list down are

Technical Benefits

• Improvement in database performance post-archiving
• Reduction of database size
• Reduction in time taken for backups and refreshes (and thus quick resolution of some tickets too...)
• Cost reduction for storage

Benefits for the Business

• Performance improvement of all applications
• Fewer occurrences of issues related to data corruption
• Single source of data and no data reconciliation errors
• Lower maintenance cost for the applications

Database archiving is an ongoing, continuous process not the one that is done periodically as in DB clean up.
Archiving strategies require one to work in planning such as classifying data. The sooner an organisation gets started with such a process the better is the preventive maintenance.

COHESIVE INSPIRATION !!!!!!!!!!!

"It is literally true that you can succeed best and quickest by helping others to succeed" - Napoleon Hill

And the drive we just completed at my work place only proves the saying above.

I work with an IT consulting FIRM and lead a high performing team that excels in providing BI solutions to clients.
Work usually becomes really hectic for people working in a delivery model such that one does not have time to even catch up with personal activities on a given day. Also the rat race in the IT industry is such that it needs an IT professional to constantly upgrade his/her skill set.

So the question my team (like all other IT professionals) had is how do we achieve this and at the same time maintain the right Balance with Hectic Work Schedules?????

well the obvious and the simplest solution to this query is to keep reading and completing certifications as and when new technologies invade the market. And all this is expected to be done after work hours. BUt this is usually too taxing for an individual and it is seen that personal development always takes a back seat in the bargain. Not all individuals are motivated to invest extra hours for personal growth and at the end of the day some do it and some dont.

This leaves us with a bigger Question - How DO we Inspire all members in a team to constantly upgarde themselves such that the team as a single UNIT is pushed to the next level of Excellence?????

My answer to this would be "COHESIVE INSPIRATION" (as I call it).
Cohesive because the team bonds together to achieve a common Goal and every person in the team acts as an inspiration to every other person, in their march towards this goal to top the competency chart as an individual and together as a team.

The next Question we now need to answer is - How do we get this Mania kicking within the team ?????

To do this we started a small initiative within 2 teams where we asked every individual working on the same technology stack to enroll for a common exam on a chosen day. Surprisingly we had 19 individuals voluteering to pick on a certification of their interest (me inclusive). On grouping them we saw that there were atleast 6 individuals who had opted for a common exam and all on the same day. So this invariably created a "College Environment" after work hours. People started collaborating within sub groups to share their experiences and study together. All this made learning more fun like we did in school, THis is what I meant by "COHESIVE INSPIRATION" above where people gel together and motivate each other to achieve a common goal.

End result - On the given day all 19 members who had enrolled for their respective certifications came out with flying colors and this resulted in team (of course with individuals) upgrading to next level of competency.

This actully worked for my team. want to try it ?????

Leadership

Just finished reading this book "The Journey of the Accidental Leader" – Steve Gladis.

Here, the author tries to share his leadership experiences in the Marine CORPS in 10 simple Lessons. He has adopted a narrative story line where he explains these principles as an experience in the life of his protagonist Sam, who is forced to lead his father's consultancy Firm after his untimely death.

Though most of the Lessons listed in this book are known to most of us (consciously/subconsciously), it will help us reflect if we are able to follow it in our daily routine. Hence I Thought of listing down those 10 lessons here in my Blog along with other highlights I could relate to in this book.

 

• "Lesson number one in business: No one knows what they're doing until they try."
  

 

• "Lesson number two: You get what you give. So give a little first." As in if you want to get respect, you have to give it. If you want to get information from people, give them information. It's all about opening the door first.
  

  
   

  
   

• Lesson number three: Build trust (of the team for you) by character,
  competence, caring, commitment, and consistency."
  

  
   

  • Character - That boils down to honesty. If I can rely on what you say, that you do what you say you'll do, and if you don't, you'll make it right—then I say you've got character."
    
  • Competence - You have to be good at the basic business you're leading so that people will listen to you and have confidence in what you say. That means you have to master your profession to be taken seriously
    
  • Caring - needs to be central to anything you do when dealing with people. If people feel that you genuinely care about them and their families, there's nothing they wouldn't do for you
    
  • Commitment and Consistency - These two together because they're both about integrity—living up to promises. Look—if you're inconsistent or refuse to commit to a plan of action, people see you as unreliable at best, and nuts at worst.
    
  • Collaborte with Team. Be open to self feedback given by your team.
    

 

• Lesson number
  four: Change isn't easy, but if you do it right, everyone
  wins. People resist change as they are comfortable with what they are doing
  

 

• Lesson number five: You have to have a
  vision to make it come true . The vision thing. If you can stop yourself every now and then and check all your basic assumptions, you may find you've been doing things a certain way—and those things could certainly stand a re-Vision. Also take team opinion for their vision.
  

 

• Lesson number six: If you want to
  create a positive culture, show people by your actions
  what you believe in, don't just tell them
  

  
   

  • If ideas are bubbling up from people at every level, especially those charged with the responsibility for executing them—then the air is fresh. If people are not afraid to disagree—it's fresh. If people can try, fail, learn, and try again—then, the atmosphere is fresh
    

  
   

• Lesson number seven: Leadership is all about
  courage
  

  
   

  • if you do want to lead, you have to step up…and call hard shots.
    

 

• Lesson number eight: The long march begins with the
  first bold step.
  

 

• Lesson number nine: Change will
  happen—embrace it while sticking to your core principles
  

  
   

• Lesson number ten:
  Leaders have a passion
  for people.
  

  
   

  • Leaders value every person (employee and
    customer alike) as an individual
    
  • Leaders try to "fit" people into the right job, not
    fix them
    

 

Some Good Liners from this book:

• Respect everyone for the special gift each brings to
  the table.
  
  • That's what they (the team) do if they don't feel appreciated, respected, and valued for what they bring to the table. And if they can't fight back because you're the boss, they vote with their feet.
    

• People have got their issues. They are valuable and need to be respected. But respect doesn't mean a free pass.
  

 

• Make the customer's Problem your problem
  
• Give importance to start and end meetings on time. Don't let meetings wait for people.
  

Satire: How to get bankrupt ?

I haven't written this article myself, but came across it on net. Its an amazing must read.........


Funny but true:
Once there was a little island country. The land of this country was thetiny island itself. The total money in circulation was 2 dollars as therewere only two pieces of 1 dollar coins circulating around.
1) There were 3 citizens living on this island country. A owned the land.B and C each owned 1 dollar.
2) B decided to purchase the land from A for 1 dollar. So, now A and C own1 dollar each while B owned a piece of land that is worth 1 dollar.
* The net asset of the country now = 3 dollars.
3) Now C thought that since there is only one piece of land in the country,and land is non producible asset, its value must definitely go up. So, heborrowed 1 dollar from A, and together with his own 1 dollar, he bought theland from B for 2 dollars.
*A has a loan to C of 1 dollar, so his net asset is 1 dollar.* B sold his land and got 2 dollars, so his net asset is 2 dollars.* C owned the piece of land worth 2 dollars but with his 1 dollar debt toA, his net residual asset is 1 dollar.* Thus, the net asset of the country = 4 dollars.
4) A saw that the land he once owned has risen in value. He regrettedhaving sold it. Luckily, he has a 1 dollar loan to C. He then borrowed 2dollars from B and acquired the land back from C for 3 dollars. The paymentis by 2 dollars cash (which he borrowed) and cancellation of the 1 dollarloan to C. As a result, A now owned a piece of land that is worth 3dollars. But since he owed B 2 dollars, his net asset is 1 dollar.
* B loaned 2 dollars to A. So his net asset is 2 dollars.* C now has the 2 coins. His net asset is also 2 dollars.* The net asset of the country = 5 dollars. A bubble is building up.
(5) B saw that the value of land kept rising. He also wanted to own theland. So he bought the land from A for 4 dollars. The payment is byborrowing 2 dollars from C, and cancellation of his 2 dollars loan to A.
* As a result, A has got his debt cleared and he got the 2 coins. His netasset is 2 dollars.* B owned a piece of land that is worth 4 dollars, but since he has a debtof 2 dollars with C, his net Asset is 2 dollars.* C loaned 2 dollars to B, so his net asset is 2 dollars.
* The net asset of the country = 6 dollars; even though, the country hasonly one piece of land and 2 Dollars in circulation.
(6) Everybody has made money and everybody felt happy and prosperous.
(7) One day an evil wind blew, and an evil thought came to C's mind. "Hey,what if the land price stop going up, how could B repay my loan. There isonly 2 dollars in circulation, and, I think after all the land that B ownsis worth at most only 1 dollar, and no more."
(8) A also thought the same way.
(9) Nobody wanted to buy land anymore.
* So, in the end, A owns the 2 dollar coins, his net asset is 2 dollars.* B owed C 2 dollars and the land he owned which he thought worth 4 dollarsis now 1 dollar. So his net asset is only 1 dollar.* C has a loan of 2 dollars to B. But it is a bad debt. Although his netasset is still 2 dollars, his Heart is palpitating.* The net asset of the country = 3 dollars again.
(10) So, who has stolen the 3 dollars from the country ? Of course, beforethe bubble burst B thought his land was worth 4 dollars. Actually, rightbefore the collapse, the net asset of the country was 6 dollars on paper.B's net asset is still 2 dollars, his heart is palpitating.
(11) B had no choice but to declare bankruptcy. C as to relinquish his 2dollars bad debt to B, but in return he acquired the land which is worth 1dollar now.
* A owns the 2 coins, his net asset is 2 dollars.* B is bankrupt, his net asset is 0 dollar. ( he lost everything )* C got no choice but end up with a land worth only 1 dollar
* The net asset of the country = 3 dollars !!!?