Change is not an event, its a process and mentality (Jimmy Janlén, Crisp)

12012-08-31

Jimmy Janlén 2012 1

600+ people,35 teams,5 countries

Soarian®

• A g i l e / L e a n C o a c h• S c r u m M a s t e r• A g i l e T e s t i n g• C o u r s e s• S e m i n a r s

J immy J an l én

332012-08-31

Jimmy Janlén 2012

442012-08-31

Jimmy Janlén 2012

52012-08-31

Change Change Change Change isisisisnot not not not an an an an single event,single event,single event,single event,

it’s a it’s a it’s a it’s a process process process process and and and and a a a a mentalitymentalitymentalitymentality

92012-08-31

KaizenKaizenKaizenKaizen≈

Continuous Improvement

102012-08-31

Improve for improvements’ sake, endlessly.

122012-08-31

The The The The Red QueenRed QueenRed QueenRed QueenEffectEffectEffectEffect

132012-08-31

“In the future standing still will be lethal to any brand.”

Scott Bedbury

Global Branding Expert(Nike's "Just Do It”)

“The Red Queen Effect”

142012-08-31

“The Red Queen Effect”“If you want to get somewhere else, you must run at least twice as fast as that!"

152012-08-31

Improve for improvements’ sake, endlessly.

172012-08-31

ChallengeStatus Quo

202012-08-31

ChallengeStatus Quo

222012-08-31

ChallengeStatus Quo

232012-08-31

ChallengeStatus Quo

242012-08-31

ChallengeStatus Quo

262012-08-31

ChallengeStatus Quo

272012-08-31

ChallengeStatus Quo

292012-08-31

ChallengeStatus Quo

312012-08-31

ChallengeStatus Quo

322012-08-31

Challenge Status Quo

“I don’t know… That’s how things are done around here.”

“That won’t work, we’ve already tried it.”

332012-08-31

ChallengeAssumptions

342012-08-31

“We are not allowed to do pair programming.”

ReallY?

Challenge Assumptions

352012-08-31

Challenge Assumptions

“We can release a new feature

within two days!”

”test 2 days? How do you dare to

release code that often of unknown

quality?”

362012-08-31

372012-08-31

Where to

begin?

382012-08-31

Pain Boringtasks

Delays

Bottlenecks

Frustration

392012-08-31

# 1 - Never be to busy for improvements…

402012-08-31

Make sure to KISS

412012-08-31

Trust your feelings luke!

Don’t ask for permission…

422012-08-31

Automated TalkingScrum Wall

Don’t ask for permission…

432012-08-31

also…The bigger the immediate proposed change

- the stronger the resistance.

442012-08-31

let thePAIN guide you

452012-08-31

Soarian®Let the pain guide you

Setup dev. env.- 5 days (novice)- 2 days (expert)

Gerilla scripts and automation� 4 hours

Hmmm…

462012-08-31

Soarian®Let the pain guide you

Setup dev. env.- 5 days (novice)- 2 days (expert)

Gerilla scripts and automation� 4 hours

Did calculationsand presented for head of IT…

Teams x Hours� Cost

Spent 1 monthoptimizing, re-factoring,automation,scripts,

Setup dev. env.- 30 minutes

+ ContinuousIntegrationconfigurable in5 minutes with XML (with automatic deploy)

472012-08-31

Try visualizationto revealthe Truth

492012-08-31

Why aren’tWhy aren’tWhy aren’tWhy aren’twe makingwe makingwe makingwe making

progress ONprogress ONprogress ONprogress ONSystem Testing?System Testing?System Testing?System Testing?

Why isn’t this on the System test environmentalready?

Is this ready for system testing?

The acceptance testers wants higher quality delivered…

I don’t knowWhat to dotoday…

502012-08-31

512012-08-31

522012-08-31

532012-08-31

Fail Early.Fail Fast.Fail Often.

542012-08-31

Don’t be afraid toexperiment

552012-08-31

Problem: Too few stakeholders bothered to go to the sprint demo.

Adam KillanderBlixttal: Krydda din demo med rollspel

Theory: The demos are boring

Experiment:Making the

Demos more fun

“Drama Driven Demo”

562012-08-31

Don’t panicif you don’t see

immediate improvements

572012-08-31

The Improvement Curve

582012-08-31

602012-08-31

612012-08-31

The Riderand the Elephant

622012-08-31

632012-08-31

“The Elephant”- Emotional- Instinctive- The Doer- Short term

“The Rider”- Rational- The Planner- Thinker- Long-term

Powerful together, but if the rider has to control and master the elephant, the elephant eventually

always wins… 1) Direct the rider2) Motivate the elephant3) Shape the path

642012-08-31

Set clear Motivating

652012-08-31

“Poor respect/care for quality”

Huge defect-list legacy(avg. age ~ 100 days)

Long time between releases(~2/year)

25 people. 3 teams. 1 product.

Long Test phase

Delays opened upfor Scoop creep…

672012-08-31

“Higher respect/care for quality”

Less Defect-legacy(avg. age 30 days)

More frequent releases(4-6/year)

Release everySprint!

Joint Testing Bug alarm

Strategy?Re

RotatingResponsibility

Jimmy Janlén 2012

692012-08-31

Joint testing - Release race:

During two days, all three teams helped out with testing, packaging,

defects, documentation, etc.

All work tasks were put up and then they were up for grabs.

712012-08-31

722012-08-31

Evolution with

KanbanRevolution through

732012-08-31

Making changesStick

742012-08-31

Change don’t spread through Wikis northrough Lessons-Learned-Reports

Lessons Learned

752012-08-31

Change is like a virus, spreading through people

822012-08-31

The Adoption Curve/Lifecycle

Who are theY?

How can the leaders help?

Find your allies!

How do you reach the early majority

How do you transfer it INto a virusvirusvirusvirus?

832012-08-31

Daily Kaizen

842012-08-31

Daily Kaizen

852012-08-31

87872012-08-31

Jimmy Janlén 2012

882012-08-31

Thank You!

892012-08-31

Blogg: Den Scrummande Konsultenhttp://jimmyjanlen.wordpress.com

Jimmy Janlén @ Online

LinkedIn: JimmyJanlenhttp://se.linkedin.com/in/jimmyjanlen

Twitter: JimmyJanlenhttp://twitter.com/#!/jimmyjanlen

Email:jimmy.janlen@gmail.com

YouTube: JimmyJanlenhttp://www.youtube.com/user/JimmyJanlen

Crisphttp://www.crisp.se/konsulter/jimmy-janlen

902012-08-31

Change is not an event, its a process and mentality (Jimmy Janlén, Crisp)

Education

Download de Mentality-brochure

Norwegian Mentality

The Plantation Mentality

Art Marketing Mentality

MOVE - don't sit still (by Jimmy Janlén)

The Transformation of Social Mentality of Economy: … - 7 - Christos... · The Transformation of Social Mentality of ... The Transformation of Social Mentality of Economy: Hellas

MAXIMIZING MATH MENTALITY

Mob Mentality

Victims of slave mentality

The Sniper Mentality

Beyond Funnel Mentality

Spiritual Weight Loss Mentality

Bunker Mentality Catalogue SS2013

Terrorist Mentality

Soviet Mentality 2007

New Mentality Guelph

Flow through VISUALIZATION - SASTsast.se/q-moten/2018/q3/2018-q3_janlen.pdfJimmy Janlén, Crisp Maintain flow Limit input to the roads capacity . Max 10 cars on the road Have enough

Mindset, Mentality and Mental Toughness · A. Reclaim your mentality and winning mindset B. Reprogram your mentality and winning mindset C. Reactivate your mentality and winning mindset

Thug Mentality Exposed

THE FOUNDER’S MENTALITY - AmCham · PDF filePraise for THE FOUNDER’S MENTALITY “The concept of the ‘founder’s mentality,’ and in particular our ‘ownership’ culture,