1. Its not your fault Francis Fish FJF/DI/DM consultancy http://fjfdidm.com Engage! FJF/DI/DMFJF/DI/DM Engage! Love what you do & do it wellLove what you do & do it well Wednesday, 2 October 13

2. Who? 30 years a coder, team leader, senior consultant Once had job titles of Agile XP Coach (whatever that means) and Development Manager (hmm ...) Member of the humanist wing of the agile movement Qualied sports coach Wednesday, 2 October 13 3. https://leanpub.com/unicorns Wednesday, 2 October 13 4. ? The Normal distribution What it means for you How to stop the pain Discussion Conclusions Wednesday, 2 October 13 5. Deming Wednesday, 2 October 13 6. Deming Statistician Credited with the ideas behind the post-war boom in Japan The Toyota Way is built on his ideas. Particularly the obsession with continuous improvement and respecting where the work is done. Wednesday, 2 October 13 7. Wednesday, 2 October 13 8. Wednesday, 2 October 13 9. Things: Calls, products, sales, software, blah blah Wednesday, 2 October 13 10. Things: Calls, products, sales, software, blah blah Measurements Wednesday, 2 October 13 11. Things: Calls, products, sales, software, blah blah Measurements Wednesday, 2 October 13 12. Wednesday, 2 October 13 13. Random? Wednesday, 2 October 13 14. Random? There is a pattern Wednesday, 2 October 13 15. Random? There is a pattern Predicts what MAY happen, likely Wednesday, 2 October 13 16. Random? There is a pattern Predicts what MAY happen, likely Not what WILL happen Wednesday, 2 October 13 17. Random? There is a pattern Predicts what MAY happen, likely Not what WILL happen (Aside: The fallacy of models) Wednesday, 2 October 13 18. Random? There is a pattern Predicts what MAY happen, likely Not what WILL happen (Aside: The fallacy of models) (Aside: Teenagers random) Wednesday, 2 October 13 19. So ... Wednesday, 2 October 13 20. So ... Its not your fault! Wednesday, 2 October 13 21. Wednesday, 2 October 13 22. 95% Wednesday, 2 October 13 23. So what? If the "system" ( business, call centre, sales team ... etc) is performing correctly then 95% of variation in results comes from the system itself Maybe (maybe) 5% is down to the individual The rest is the constraints of the training, tools, processes and environment Wednesday, 2 October 13 24. Wednesday, 2 October 13 25. Its not your fault! Wednesday, 2 October 13 26. It is all nonsense .. Wednesday, 2 October 13 27. It is all nonsense .. Performance reviews Wednesday, 2 October 13 28. It is all nonsense .. Performance reviews Targets Wednesday, 2 October 13 29. It is all nonsense .. Performance reviews Targets Performance related pay Wednesday, 2 October 13 30. It is all nonsense .. Performance reviews Targets Performance related pay Annual reviews Wednesday, 2 October 13 31. It is all nonsense .. Performance reviews Targets Performance related pay Annual reviews Quarterly gures Wednesday, 2 October 13 32. It is all nonsense .. Performance reviews Targets Performance related pay Annual reviews Quarterly gures If you cant change the conditions of the system you can affect maybe 5% of the outcome. Most of the time what you do will be swamped Wednesday, 2 October 13 33. Wednesday, 2 October 13 34. Wednesday, 2 October 13 35. Wednesday, 2 October 13 36. Wednesday, 2 October 13 37. Its not your fault! Wednesday, 2 October 13 38. Demings 14 points Wednesday, 2 October 13 39. Demings 14 points The 14 points have one aim, make it possible for people to do their work with joy and pride. Wednesday, 2 October 13 40. Demings 14 points Wednesday, 2 October 13 41. Demings 14 points 1. Constancy of purpose 2. Adopt the new philosophy ... 8. Drive out fear ... 10. Eliminate slogans 11. Eliminate management by objectives 12. Remove barriers to pride of workmanship Wednesday, 2 October 13 42. By what method? Wednesday, 2 October 13 43. Improvement Wednesday, 2 October 13 44. Improvement Who is in control of the 95%? Wednesday, 2 October 13 45. Improvement Who is in control of the 95%? Because weve made promises to our investors we need 6% more sales in EMEA next year ... Wednesday, 2 October 13 46. Improvement Who is in control of the 95%? Because weve made promises to our investors we need 6% more sales in EMEA next year ... If we knew how to do that wed have done it already! Wednesday, 2 October 13 47. By what method? Wednesday, 2 October 13 48. Targets are wishes Wednesday, 2 October 13 49. Targets are wishes They are wishing, just like forecasts Wednesday, 2 October 13 50. Targets are wishes They are wishing, just like forecasts Forcing improvement instead of striving for it Wednesday, 2 October 13 51. Targets are wishes They are wishing, just like forecasts Forcing improvement instead of striving for it Shirking of responsibility Wednesday, 2 October 13 52. Targets are wishes They are wishing, just like forecasts Forcing improvement instead of striving for it Shirking of responsibility If numbers are used to manage objectives they become objectives - disconnected with reality - and they get gamed if they are unrealistic Wednesday, 2 October 13 53. Targets are wishes They are wishing, just like forecasts Forcing improvement instead of striving for it Shirking of responsibility If numbers are used to manage objectives they become objectives - disconnected with reality - and they get gamed if they are unrealistic Your spreadsheet has no value if it doesnt connect with the work Wednesday, 2 October 13 54. Targets are wishes They are wishing, just like forecasts Forcing improvement instead of striving for it Shirking of responsibility If numbers are used to manage objectives they become objectives - disconnected with reality - and they get gamed if they are unrealistic Your spreadsheet has no value if it doesnt connect with the work You ... ? Wednesday, 2 October 13 55. Comfort? All the institutions you were brought up with were designed to work with fear and conformity School College University ... If the only model you have is a brutal hierarchy that uses blame then thats what you will use. You dont know any better Wednesday, 2 October 13 56. Comfort? All the institutions you were brought up with were designed to work with fear and conformity School College University ... If the only model you have is a brutal hierarchy that uses blame then thats what you will use. You dont know any better Wednesday, 2 October 13 57. Wednesday, 2 October 13 58. Its not your fault! Wednesday, 2 October 13 59. But ... Everyone is doing their best Blame is no use Violence is how we get things done What can I do? Wednesday, 2 October 13 60. Hierarchy Wednesday, 2 October 13 61. Hierarchy Control Wednesday, 2 October 13 62. Hierarchy Control Responsibility Wednesday, 2 October 13 63. Brains Wednesday, 2 October 13 64. Brains One brain expecting obedience Wednesday, 2 October 13 65. Brains One brain expecting obedience Lots of brains working on the work Wednesday, 2 October 13 66. Brains One brain expecting obedience Lots of brains working on the work Whos going to succeed? Wednesday, 2 October 13 67. Brains One brain expecting obedience Lots of brains working on the work Whos going to succeed? Helpless children or adults? Wednesday, 2 October 13 68. Lean thinking Wednesday, 2 October 13 69. Lean thinking Go see Wednesday, 2 October 13 70. Lean thinking Go see Ask why Wednesday, 2 October 13 71. Lean thinking Go see Ask why Show respect Wednesday, 2 October 13 72. 6 Number fetish Wednesday, 2 October 13 73. 6 Number fetish Look up 3M drop six sigma Wednesday, 2 October 13 74. 6 Number fetish Look up 3M drop six sigma Top down - kills innovation and ruins morale Wednesday, 2 October 13 75. 6 Number fetish Look up 3M drop six sigma Top down - kills innovation and ruins morale Continuous improvement - Go see/Ask/Respect Wednesday, 2 October 13 76. 6 Number fetish Look up 3M drop six sigma Top down - kills innovation and ruins morale Continuous improvement - Go see/Ask/Respect Not worshiping numbers Wednesday, 2 October 13 77. 6 Number fetish Look up 3M drop six sigma Top down - kills innovation and ruins morale Continuous improvement - Go see/Ask/Respect Not worshiping numbers Can we do it differently with less waste Wednesday, 2 October 13 78. 6 Number fetish Look up 3M drop six sigma Top down - kills innovation and ruins morale Continuous improvement - Go see/Ask/Respect Not worshiping numbers Can we do it differently with less waste Efcient is short term, no slack Wednesday, 2 October 13 79. 6 Number fetish Look up 3M drop six sigma Top down - kills innovation and ruins morale Continuous improvement - Go see/Ask/Respect Not worshiping numbers Can we do it differently with less waste Efcient is short term, no slack Effective is long term Wednesday, 2 October 13 80. 6% better next year? Wednesday, 2 October 13 81. 6% better next year? Engage with the people doing the work Wednesday, 2 October 13 82. 6% better next year? Engage with the people doing the work What are we doing that holds you up? Wednesday, 2 October 13 83. 6% better next year? Engage with the people doing the work What are we doing that holds you up? What are we not doing that could help? Wednesday, 2 October 13 84. 6% better next year? Engage with the people doing the work What are we doing that holds you up? What are we not doing that could help? Do you have any suggestions we can try? Wednesday, 2 October 13 85. 6% better next year? Engage with the people doing the work What are we doing that holds you up? What are we not doing that could help? Do you have any suggestions we can try? How do we agree a measure for improvement? Wednesday, 2 October 13 86. 6% better next year? Engage with the people doing the work What are we doing that holds you up? What are we not doing that could help? Do you have any suggestions we can try? How do we agree a measure for improvement? Respect - transparency and honesty - no excuses Wednesday, 2 October 13 87. 6% better next year? Engage with the people doing the work What are we doing that holds you up? What are we not doing that could help? Do you have any suggestions we can try? How do we agree a measure for improvement? Respect - transparency and honesty - no excuses Lots of constant, small, tangible improvements to celebrate Wednesday, 2 October 13 88. Numbers Wednesday, 2 October 13 89. Numbers Are we improving? Wednesday, 2 October 13 90. Numbers Are we improving? When its stable again, do the gures show an improvement? Wednesday, 2 October 13 91. Numbers Are we improving? When its stable again, do the gures show an improvement? Before the fact - no wishing, no wishing for a particular number Wednesday, 2 October 13 92. Numbers Are we improving? When its stable again, do the gures show an improvement? Before the fact - no wishing, no wishing for a particular number What does success look like? Wednesday, 2 October 13 93. Numbers Are we improving? When its stable again, do the gures show an improvement? Before the fact - no wishing, no wishing for a particular number What does success look like? You will need to make value judgements, and own them - scary Wednesday, 2 October 13 94. Numbers Are we improving? When its stable again, do the gures show an improvement? Before the fact - no wishing, no wishing for a particular number What does success look like? You will need to make value judgements, and own them - scary Numbers are servants, not masters Wednesday, 2 October 13 95. Tech management The main reason we tend to focus on the technical rather than the human side of the work is not because its more crucial, but because its easier to do. Wednesday, 2 October 13 96. Tech management Wednesday, 2 October 13 97. Tech management Numbers are just easy technology - dont hide behind them - get out from behind that desk Wednesday, 2 October 13 98. Tech management Numbers are just easy technology - dont hide behind them - get out from behind that desk No heart! Wednesday, 2 October 13 99. Tech management Numbers are just easy technology - dont hide behind them - get out from behind that desk No heart! Work thats t for humans Wednesday, 2 October 13 100. Tech management Numbers are just easy technology - dont hide behind them - get out from behind that desk No heart! Work thats t for humans People are not algorithms or automata - nothing that easy Wednesday, 2 October 13 101. Im sure its not 95% Wednesday, 2 October 13 102. Im sure its not 95% Really? Wednesday, 2 October 13 103. Hands up if ... Wednesday, 2 October 13 104. Hands up if ... Youve ever been cooked or frozen because the air conditioning was maintained by the cheapest contractor Wednesday, 2 October 13 105. Hands up if ... Youve ever been cooked or frozen because the air conditioning was maintained by the cheapest contractor You work or have worked in open-plan rabbit hutches Wednesday, 2 October 13 106. Hands up if ... Youve ever been cooked or frozen because the air conditioning was maintained by the cheapest contractor You work or have worked in open-plan rabbit hutches You were situated next to the sales team who are on the phone all day Wednesday, 2 October 13 107. Hands up if ... Youve ever been cooked or frozen because the air conditioning was maintained by the cheapest contractor You work or have worked in open-plan rabbit hutches You were situated next to the sales team who are on the phone all day Your time is treated as an innite resource Wednesday, 2 October 13 108. Hands up if ... Youve ever been cooked or frozen because the air conditioning was maintained by the cheapest contractor You work or have worked in open-plan rabbit hutches You were situated next to the sales team who are on the phone all day Your time is treated as an innite resource You cannot settle down and concentrate unless you come in really early or stay late Wednesday, 2 October 13 109. or ... Wednesday, 2 October 13 110. or ... Your dev team are still running on 5 year old machines with XP on and you deploy to linux Wednesday, 2 October 13 111. or ... Your dev team are still running on 5 year old machines with XP on and you deploy to linux You have no idea who to contact when you want to deploy a release, and the ops team are managed separately so you have different denitions of urgent Wednesday, 2 October 13 112. or ... Your dev team are still running on 5 year old machines with XP on and you deploy to linux You have no idea who to contact when you want to deploy a release, and the ops team are managed separately so you have different denitions of urgent Your organisation uses spreadsheets to manage faults Wednesday, 2 October 13 113. or ... Your dev team are still running on 5 year old machines with XP on and you deploy to linux You have no idea who to contact when you want to deploy a release, and the ops team are managed separately so you have different denitions of urgent Your organisation uses spreadsheets to manage faults You have a lot of re ghting heroes in your company Wednesday, 2 October 13 114. or ... Your dev team are still running on 5 year old machines with XP on and you deploy to linux You have no idea who to contact when you want to deploy a release, and the ops team are managed separately so you have different denitions of urgent Your organisation uses spreadsheets to manage faults You have a lot of re ghting heroes in your company Someone insists you all listen to Radio 2 all day Wednesday, 2 October 13 115. even ... Wednesday, 2 October 13 116. even ... Project oversight insist on meetings less than a day after youve started because the book says so Wednesday, 2 October 13 117. even ... Project oversight insist on meetings less than a day after youve started because the book says so You have to account for your time in 15 minute increments Wednesday, 2 October 13 118. even ... Project oversight insist on meetings less than a day after youve started because the book says so You have to account for your time in 15 minute increments You cant move people around your teams without permission from HR Wednesday, 2 October 13 119. even ... Project oversight insist on meetings less than a day after youve started because the book says so You have to account for your time in 15 minute increments You cant move people around your teams without permission from HR You need purchase orders for everything over 20 Wednesday, 2 October 13 120. even ... Project oversight insist on meetings less than a day after youve started because the book says so You have to account for your time in 15 minute increments You cant move people around your teams without permission from HR You need purchase orders for everything over 20 You are measured on some arbitrary number that you cant do much about ;-) Wednesday, 2 October 13 121. The system always wins Wednesday, 2 October 13 122. The system always wins Wednesday, 2 October 13 123. True empowerment Wednesday, 2 October 13 124. True empowerment Accountability ows up - keep the blockers out of the way Wednesday, 2 October 13 125. True empowerment Accountability ows up - keep the blockers out of the way There are no forbidden questions or topics Wednesday, 2 October 13 126. True empowerment Accountability ows up - keep the blockers out of the way There are no forbidden questions or topics Join the dots - an environment thats quiet, comfortable, with plenty of room for thinking and collaborating will pay for itself many times over Wednesday, 2 October 13 127. True empowerment Accountability ows up - keep the blockers out of the way There are no forbidden questions or topics Join the dots - an environment thats quiet, comfortable, with plenty of room for thinking and collaborating will pay for itself many times over One brain or many brains? Wednesday, 2 October 13 128. Ask yourself: Are we victims of our work or response able for its improvement? Wednesday, 2 October 13 129. Wednesday, 2 October 13 130. francis@fjfdidm.com @fjsh Images from openclipart & wikipedia Engage! FJF/DI/DMFJF/DI/DM Engage! Love what you do & do it wellLove what you do & do it well Wednesday, 2 October 13