Tag Archives: leadership

GDPR, Forget Me and Human Connection


Last week, the first of many sweeping data privacy laws went into effect in Europe:  The General Data Protection Regulation or GDPR.  If you’ve ever traveled abroad or given your email address to a company that does business in Europe, you’re likely to be peripherally familiar with the legislation that has far-reaching implications globally and regulates what types of identifying data that companies can keep about you.  Without going in to detail, (a reasonable read on the subject is found at https://tinyurl.com/ycw8ec3z among others,)  people must explicitly renew and opt-in to continue to receive emails from corporations and services. Companies have spent hundreds and thousands of hours pulling together new policies about how they store and keep data about customers/subscribers.

Individuals under GDPR can also ask to “Be Forgotten” – to which corporations must remove ALL DATA EVER STORED ABOUT AN INDIVIDUAL (including previous names, email addresses, and other data.)  GDPR will change how the world at large views and saves personal data, and, that’s a good thing.

This falls on the heels of the latest issues with Facebook and Data Privacy Breaches where Mark Zuckerberg faced the US Congress, and later  revised their privacy practices (which, hopefully will cause other social media sites to also change.)

With the rise of identity theft and other wrongdoing based on negligent (and sometimes fraudulent) handling of personal data, these new requirements are good provisions. Corporations and their officers should be safeguarding the data they collect at our expense or face financial penalties for non-compliance. It’s going to be interesting to watch in the coming months as lawsuits start to amass… just speculating.

Sidenote: On a related topic, the regulations don’t help to allay the fear about what ‘Big Brother’ (government and corporations) do with the video and audio they collect on me (and everyone else) as we go about our everyday lives.

Am I the only one who finds it a little too intrusive when Google asks me “Have you recently been to Starbucks on xxx St ?” and then asks me to rate the experience to help out other visitors? (Note to self: turn off the Location setting on my cell phone.)

is keeping in touch out of vogue – can we reconnect?

Personally, I think it is disconcerting to see how disconnected we truly are today — despite the seemingly increased digital connectivity of social (and other) media.

Over the past 30 years as a consultant and speaker, I’ve met tens of thousands of people whose email addresses are scattered across various pieces of hardware (some long obsolete!)  I have so many fond memories of people I’ve met and places I’ve traveled; the stories and snippets of life we’ve shared (part of what makes conferences and consulting so worthwhile!)

I wonder about the people I’ve met and lost touch with (maybe even you!) and regardless of whether we shared a moment or a month, there was a connection.  I recall warm handshakes at the end of a presentation, smiles and shared conversations over coffee and dinners, solving problems with strangers (with corporate challenges,) and, of course, the goodbyes at the end of a class or a contract.  (Yes, I love my work!)

Every email address in my databases equals at least one human being with whom I’ve crossed paths with, and most likely lost touch. I wonder about your news and your kids and your experiences since we last met (or correspondence or chatted) – and, if you’re interested, I’d love to reconnect.

I’ll go first (to give an update):  I’m still actively presenting new ideas about measurement, agile, and leadership at conferences, still consulting and teaching workshops on function points (the square foot measure of software size) in new environments (especially agile!), as well as developing new courses to enrich corporate health through leadership, project management and metrics.  I’m passionate about cultural diversity (Hofstede and Trompenaars), the Heart of Agile (thank you Allistair Cockburn!), EI (emotional intelligence) and transforming our workplaces/workforces to be inclusive of people, technology, and fresh ideas.

I’m still the same energetic, optimistic, curious female engineer and consultant you met somewhere on some occasion, and as with every consultant, I’m always open to new / renewed client engagements where I can help you to streamline your operations (with great leadership and Project Management initiatives) and add measurement to demonstrate your department’s value! (I hope you’re okay with this shameless plug, I am taking on new clients at this time. Call or email me…)

Forget me….

On the opposite side, the Forget Me concept is interesting… considering the high percentage of flawed and incorrect data stored about all of us.  (Case in point – have you ever done a vanity search of your name in Google and found your name associated with the current address of exes and family members at locations where you’ve never lived?  Or done a public records search where identity results show records of invalid and incorrect data?  Data are gathered from disparate and diverse public and private databases – with little data validation.)  I wonder how corporations will actually be able to guarantee data removal when so much of the stored information is flawed.

Compounding the situation are purposely errant data (mis-entered by applicants who mistype their email address or falsify identifying information to avoid later spam, when registering on a site) – I’m curious how companies will be able to make sure that all data are removed on request. “Forget me” – what an interesting concept in a world that wants to be appropriately connected.

It’s probably time for a full EMAIL dataBASE refresh

I read a perspective piece in this past Sunday’s Tampa Bay Times newspaper “One man is updating his own privacy policy” by Konstantin Kakaes – it was an  interesting article that opened with

“Dear everybody who has sent me an email since  April 23, 2004, the day I got a Gmail account…”

The three column, half page piece addressed every type of email communication (from family to friends to generic spam to subscriptions to group lists,) 13 different groups in all, and outlined how he plans (tongue-in-cheek) to use the various pieces of data he’s retained on his various laptop incarnations and storage devices.  An interesting approach to cleaning out (or at least contacting) everyone in his email database.

P.s., watch this space for news about an exciting Powerful Presentations and Corporate Engagement workshop (I’m developing it now) – set to launch in the autumn of 2018.  Interested in knowing more (we’re targeting Sept in Napa Valley, CA!) – drop me a quick note!

Blogging is the ultimate “broken telephone” so, if you’ve read this far, do me a favor and shoot me a quick email (dekkers@qualityplustech.com) or drop a comment and let me know that you’re out there…  

p.s. Is anyone there?  Did this post resonate with you? Was it too long/just right/boring/fun?  LMK (Let me know…)

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Function Points (Software Size) come of Age: Mature, Stable, and Relevant


It is with pride and honor to share with you news about the upcoming Sept 13-15, 2017 celebratory (and educational) conference: ISMA14 (International Software Measurement and Analysis) – and its happening in just 4 weeks in Cleveland, OH, USA!

It’s the 30th anniversary of the International Function Point Users Group (IFPUG) – a not-for-profit user group I’ve been a part of for over 25 years.

We’re also celebrating 2017 as the International Year of Software Measurement (#IYSM).  It’s a great year for YOU to get involved (or more involved) and gain the benefits of measurement for software and systems projects!

As the Director of Communications and Marketing for IFPUG, I am excited that IFPUG is now mature (age 30!) and at the same time venturing in new directions with non-functional sizing (SNAP.)  We have much to celebrate, AND we also have more work to do (to publicize how Function Points and SNAP points provide objective measures of software size!)

The time is now!

No longer does your organization need to “fumble around in the dark” to find standard, reliable and objective software sizing measures.  Certainly there is an abundance of available units of measure (story points, use case points, source lines of code, hybrid measures, etc.) — BUT, only Function Points are supported by  ISO/IEC world standards and provide consistent, objective and technologically independent assessments of software size based on “user” requirements.  (Soon, the Software Non-functional Assessment Process – SNAP points for non-functional size will also become an international standard.)

Isn’t it time that your company adopts function points as a universal standard for software size?  YOUR timing is perfect because in less than 5 weeks, International Software Measurement and Analysis (#ISMA14) will be in Cleveland and you will have the opportunity to learn from industry experts in an intimate (less than 200 people) setting. (p.s., I’m one of the main conference speakers so you’ll know at least 1 person there!)

FUNCTION POINT proof is “in the pUDDING” (so to speak)…

We have an English proverb “the proof is the pudding”

The modern version of “The proof is in the pudding.” Implies that there is a lot of evidence that I will not go through at this moment and you should take my word for it, or you could go through all of the evidence yourself. Source:  http://tinyurl.com/5uc7eq3 

I can espouse the benefits of function points, as can IFPUG insiders and supporters such as the world-respected author/guru Capers Jones (whose 17 published books use Function Points as a universal software sizing measure). But, when the mainstream media features articles on Function Points – it’s a call to action for senior executives and IT professionals to take note! Here’s a recent example: (click on the image to read the full story!)

Need help selling your boss on the benefits?

I’ve written up the top 10 reasons to attend ISMA14 with us- won’t you join me (and a ton of other measurement professionals) in Cleveland on Sep 13?

Carol Dekkers, CFPS (Fellow), AEC, PMP, P.Eng.
President, Quality Plus Technologies, Inc.
IFPUG Director of Communications and Marketing

 

Trust and Verify are the (IT) Elephants in the room


As a party involved in some aspect of software development, why do you think projects are so hard?  Millions of dollars in research work to solve this question, with the result being new models, agile approaches and standards, all intended to streamline software development.

What do you think is the core reason for project success or failure?  Is it the people, process, requirements, budgets, schedule, personalities, the creative process or some combination?

Sure, IT (information technology) is a relatively new industry, plagued by technology advances at the speed of light, industries of customers and users who don’t know what they want, budgets are preset, schedules are imposed, scope is elusive, and, ultimately computer scientists and customers still speak their own language.  Some people argue that it boils down to communication (especially poor communication).  After all, isn’t communication the root cause of all wars, disputes, divorces, broken negotiations, and failed software projects?

I disagree.

I believe that TRUST and VERIFY are THE TWO most important factors in software development

These two elements are the IT elements in the room (so to speak!) I could be wrong, but it seems like the commonly cited factors (including communication) are simply symptoms of the elephants in the room – and no one is willing to talk about them.  Instead, we bring in new methodologies, new tools intended to bring customers and suppliers together, new approaches, and new standards – and all of these skirt the major issues: TRUST and VERIFY.

Why are these so critical?

Trust is the difference between negotiation and partnership – trust implies confidence,  a willingness to believe in (an)other, the assurance that your position and interests are protected, and the rationale that when life changes, the other party will understand and work with you. A partnership means that there is an agreement to trust in a second party and to give trust in return.  Trust is essential in software development.

BUT… many a contract and agreement have gone wrong with blind trust, and that is why VERIFY is as important as trust. Verify means to use due diligence to make sure that the trust is grounded in fact by using knowledge, history, and past performance as the basis.  Verify grounds trust, yet allows it to grow.

President Ronald Reagan coined the phrase “Trust, but Verify” – but I believe it is better stated as “Trust and Verify” because the two reinforce each other.  This also suggests the saying:  “Fool me Once, Shame on You… Fool me Twice, Shame on Me.”

Proof that Trust and Verify are the Elephants in the Room

Software development has a history of dysfunctional behavior built on ignoring that Trust and Verify are key issues. It is easier for both the business (customers) and the engineers (suppliers) to pretend that they trust each other than address the issues once and for all.  To admit to a lack of trust is tantamount to declaring war and accusing your “partners” of espionage.  It simply is not done in the polite company of corporate boardrooms.  And so we do the following:

  • Fixed price budgets are set before requirements are even known because the business wants to lower their risk (and mistrust);
  • Software development companies “pad” their estimates with generous margins to decrease their risk that the business doesn’t know what they want (classic mistrust);
  • Deadlines are imposed by the business based on gut-feel or contrived “drop dead” dates to keep the suppliers on track;
  • Project scope is mistakenly expressed in terms of dollars or effort (lagging metrics) instead of objective sizing (leading metrics);
  • Statements like “IT would be so much easier if we didn’t have to deal with users” are common;
  • Games like doubling the project estimate because the business will chop it in half become standard;
  • Unrealistic project budgets and schedules are agreed to to keep the business;
  • Neither side is happy about all the project meetings (lies, more promises, and disappointment).

Is IT doomed?

Trust is a critical component of any successful relationship involving humans (one might argue that it is also critical when pets are involved) – but so too is being confident in that trust (verify).  Several promising approaches address trust issues head on, and provide project metrics along the way to ensure that the trust remains.

One such approach is Kanban (the subject of this week’s Lean Software and Systems Development conference LSSC12 in Boston, MA).

Kanban for software and systems development was formalized by David Anderson and has been distilled into a collaborative set of practices that allow the business and software developers to be transparent about software development work – every step of the way.  Project work is prioritized and pulled in to be worked on only as the volume and pace (velocity) of the pipeline can accommodate.  Rather than having the business demand that more work be done faster, cheaper and better than is humanly possible (classic mistrust that the suppliers are not working efficiently), in Kanban, the business works collaboratively with the developers to manage (and gauge) what is possible to do and the pipeline delivers more than anticipated.  Trust and verify in action.

Another promising approach is Scope Management (supported by a body of knowledge and a European based certification) – a collaborative approach whereby software development effort is done based on “unit pricing”.  Rather than entertaining firm, fixed price, lose-lose (!!!) contracts where the business wants minimum price/maximum value and the supplier need to curtail changes to deliver within the fixed price (and not lose their shirts), unit pricing actually splits a project into known components can are priced similarly to how home construction can be priced by square foot and landscaping priced by the number of trees.

In Scope Management (see www.qualityplustech.com and www.fisma.fi for more details or send me an email and I’ll send you articles), the business retains the right to make changes and keep the reins on the budget and project progress and the supplier gets paid for the work that the business directs to be done.  Project metrics and progress metrics are a key component in the delivery process.  Again TRUST and VERIFY are key components to this approach.

What do you think? 

Please comment and share your opinion – are TRUST and VERIFY the IT elephants in the rooms at your company?

P.s., Don’t forget to sign up for the SPICE Users Group 2012 conference in 2 weeks in Palma de Mallorca, Spain. See www.spiceconference.com for details!  I’m doing a 1/2 day SCOPE MANAGEMENT tutorial on Tuesday May 29, 2012.

Walking on Eggshells – a Normal part of Business?


We have all been there – walking on eggshells to avoid outbursts from  a boss, co-worker, or client.  So we skirt the issue, pretend the bad behavior doesn’t exist, ignore the problem, and spend extra time planning how to present an issue so that the person in question doesn’t explode.

While I know that this type of behavior is rampant in business (I’ve experienced it more than once!) – it has serious (and expensive) consequences in the IT industry.  The repercussions stemming from having to “walk on eggshells” to avoid the potential wrath ranges from minor  “oversights” to full scale project failure.

The Challenger disaster is one such failure where group-think and avoidance of conflict ended up costing lives and millions of dollars.  A video chronicling the group think behavior depicts the group-think behavior and steps are taken in companies to address such behaviors. This is all good.

The Walking on Eggshells “syndrome”

Aside from the pressures of group think that encourages teams to conform and cooperate with a single mindset, the “walking on eggshells” syndrome is seldom documented or even discussed.

We all know at least one offender in our workplace!  The offending person may be a narcissist, a control freak, a bully or just plain immature. No matter the clinical diagnosis, our boardrooms and our production labs suffer greatly from their presence.

How much time and money could be saved by confronting these people and addressing the cost of their ‘verbal diarrhea’? Here’s the type of situations I mean:

  • Not raising issues:  “How can we possibly bring up the design flaw for this software now?  The project sponsor will yell and rant if the project is late. Remember how he “freaked out” at the status meeting last month?  Keep going and we’ll address this as an enhancement.”  Cost: could be significant.
  • Cutting corners: “There is no way we can finish the project within the approved budget.  We had no idea that xxx would be so complex, but the steering committee will fire us if we ask for more money. Let’s just cut testing so we can finish the project.”  Cost: could be critical if public safety is at stake.
  • Perpetuating the myth that project plans are right:  “The project plan was based on incomplete data that seemed right six months ago. Now we know more, but with a fixed budget and schedule, we’re stuck. The client will explode if we bring up that the plans were flawed. Let’s just do what we can.” Cost: Corporate learning will never happen (Einstein: insanity is doing the same things over and over and expecting different results.)
  • Skirting accountability: “We messed up on the schedule because we had to program that module 3 times.  I couldn’t understand what they wanted until this time, but we can’t tell Bob because you know how he gets.  I hate it when he yells in a staff meeting.” Cost: could be significant to minor.
  • Wasting time and money: “This project is doomed – the users told us they won’t use the system even if we finish it. The rationale and vision for the project are no longer correct (it’s a dog!) but if we tell the boss about it, you know how she will blame us. I don’t think it is even worth trying to explain it.  Just keep going.”  Cost:  priceless – time and money could be better spent on REAL work!

What a colossal waste of time, money, energy, and morale “walking on eggshells” is to a business!  It is not an easy situation to fix or address – especially when we are talking about people in power who behave badly.

Walking on eggshells should never be part of the way of doing business!  What is the solution?

If YOU were the king of your IT kingdom, what would YOU do?  I’ll publish a summary of responses – add your comments below – or send them privately to me by email to dekkers (at) qualityplustech (dot) com.

Have a productive week!

Carol

Common-sense Leadership: Respond not react…


A big benefit to teaching leadership and communication workshops to adult professionals is continuous learning: every time I teach a class, new revelations come into focus.

One such “aha” moment (where one realizes something that may not have been obvious before) is that Leadership is really about learning to Respond to a situation or stimulus instead of automatically Reacting.  Why is this important?  Responding is the thought intensive process of actively listening, pausing, and then gathering ones “thoughts” before speaking.  Gathering of one’s thoughts involves the neocortex (center) of the brain whereby we override the reptilian (instinctual) brain and the limbic (emotion-induced) brain, and hopefully create a response less prone to immediate and autonomous reactions (based on instinct or emotion).

Considering how eastern cultures (such as Japan) seem to habitually pause before asking questions at a conference or before coming to an agreement gave me “pause” to reflect on how this practice conveys power and respect – and is one often used by practised politicians at press conferences.  This results in less “eating one’s premature words” and less damage control as opposed to when one speaks too hastily or without due thought.

This is a common-sense tip on how to practice better leadership in your own workplace no matter your position:  remember and practice active listening (if you are thinking of what you are going to say – you are not listening!), pausing, gathering your thoughts (and perhaps even saying “please give me 15 seconds to gather my thoughts”) and then thoughtfully responding.

Food for thought – what do you think?  Could this be helpful in your workplace?

Carol

The Most Critical Skills in the 21st Century – are they Hard or Soft?


The past few months I’ve found myself instructing a series of Leadership and Communication workshops for adult professionals across the United States, together with delivering a series of Keynote Conference addresses in Europe on similar topics.

At one particular address in Dublin, Ireland, I emphasized that the beauty of modern software development approaches (such as Kanban) is that the development team can lay bare their work pipeline and ultimately collaborate (through effective leadership and communication skills) with the business. After a series of illustrative exercises (yes, at a keynote address!), attendees by and large embraced the principles of collaboration along with the concept that we need to refrain from treating each other as “machines” at work (formulated along the lines of Margaret Wheatley‘s ideas.) By treating each other as human beings from the kickoff meeting (at least), projects can achieve resounding levels of success.

One particular conference on Quality Assurance and Testing featured not only my keynote (A Soft Skills Toolkit for Testers!) on Leadership and Communication,  but at least three others of similar slant: presentations that emphasized teamwork, respect, and collaboration.  I believe that these are essential components to the success of any project!

One key point I bring home in all of my training and keynotes is that as engineers and computer scientists, we tend to minimize the emerging importance of soft skills such as leadership and communication (I have an entire 16-piece toolkit for this) as “fluff” in favor of what we often see as superior technical “hard skills”.  As an engineer myself, I see the pitfalls of a technically competent workforce that cannot talk outside of its own niche – and many others agreed.

But, it came to fully illustration the evening after one keynote.  A group of us had gathered at a local pub to sample the local beverages when the wife of a conference chair (a science based PhD herself) approached me to comment on what she had heard about my morning keynote:

“Carol, I heard that you gave an entertaining keynote presentation today, “

she started,

“…but it was “entirely without substance.”

What she was in fact saying was that my keynote, in her and her husband’s opinion, had some redeeming entertainment value, but the lack of research-data based charts and advanced equations, rendered it “entirely without substance.”

I did suppress my inclination to applaud and say “thank you for illustrating my point so eloquently” when she said this because I realized it might be a futile discussion.  Instead, I simply smiled, thanked her for her comment, and turned back to the business and beverage at hand.

Now that I am contemplating a series of workshops for future conferences (technical software engineering and quality conferences) to continue the discussions on Leadership and Communication, it occurs to me that calling these skills “soft” may actually diminish their importance – regardless of proof that Leadership, Communication and Collaboration are some of the most important and hardest skills to teach our industry leaders in the 21st century.

What do YOU think?  Are Leadership skills (such as managing to relationships, emotional intelligence, cultural intelligence, diversity, and working with teams and people) considered more as Soft Skills or as Hard Skills (akin to programming in dot net or Java) or a mix of both?

As a technical professional – how important do you think are Leadership and Communication skills to the success of your projects?

I will be awaiting your comments!

Happy holidays!

Carol

p.s., Send me an email if you’d like to see more about the Soft Skills Toolkit for Testers presentation I did in October. I would love feedback and recommendations.

Communicating Quality in a Heavily Wired World – Presentation Slide Share


I’ve been on hiatus (so to speak) since mid-May, but I’m back with miles traveled, countries visited (Canada, France, Ireland), and lots of tech experiences in between – to share with you!

A Gift for you and a Favor…

I spoke as the finale speaker for our Institute for Software Excellence (ISE) conference within a conference (part of the American Society for Quality‘s International Conference on Quality and Innovation in Pittsburgh in mid-May – the topic was the subject line of this post above- which I also affectionately named – No More Death by Powerpoint!

As a presenter, I’m pleased to share with you the link to my slides (yes, with tips for using PowerPoint using PowerPoint slides themselves!) and coordinated audio.  This is my gift to you and I’d be interested in your comments – please let me know what you think!

Here’s the abstract for the presentation:  Quality professionals are passionate about the value and benefits of quality in their work, but when it comes time to present the proof to executives, communicating the value can be a challenge. We are all so busy and overcommitted that we often lose the message in the media. This session takes a look at and offers remedies to common presentation missteps such as “death by PowerPoint,” “tilt- slide overload,” and “duh?”

Now, here’s the link to the full presentation:

Now the favor – can you please fill out the poll below?

I am working with an editor to publish my ebook about Communication for Technical Professionals (Project managers, engineers, scientists, IT) using some of these blog posts –  and I need YOUR help to select a title. Will you help?

Thank you!!!

Have a great week,
Carol

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Whose job is IT anyways?


The title was a purposeful play on the acronym “IT” (information technology) because there is often no one person who takes responsibility for failed IT projects. In addition, it is not as if there are not project failures everywhere.

Notwithstanding one of my least favorite (but often quoted) research studies, the Chaos Report cites that about one-third of projects are successful when it comes to IT.  What gets in the way of project success?  Lots of circumstances and lots of people!

When a software intensive project fails, there is no lack of finger-pointing and blame sharing – yet seldom do teams stand up and confess that the failure (over budget and behind schedule and failing to meet user needs) was due to a combination of over and under factors, along with fears:

  • overzealous and premature announcements (giving a date and budget before the project is defined);
  • over optimistic estimates of how quickly the software could be built;
  • under estimation of the subject complexity;
  • assumptions that the requirements were as solid as the customer professed;
  • under estimation of the overall scope;
  • under estimation of how much testing will be needed;
  • under estimation of how much time it takes to do a good job;
  • under estimation of the learning curve;
  • under estimation of the complexity of the solution;
  • under estimation of the impact of interruptions and delays;
  • over anticipation of user participation;
  • over optimism about the availability of needed resources;
  • over optimism about hardware and software working together;
  • over optimism about how many things one can do at once;
  • risk ignorance (“let’s not talk about risk on this project, it could kill it”);
  • over optimism of teamwork (double the team size doesn’t half the duration);
  • fear of speaking up;
  • fear of canceling a project (even if it is the right thing to do);
  • fear of pointing out errors;
  • fear of being seen as making mistakes;
  • fear of not being a “team player”;
  • fear of not knowing (what you think you should);
  • fear of not delivering fast enough;
  • fear of being labeled unproductive;
  • fear of being caught for being over or under optimistic.

Therefore, I ask you, on a software intensive IT project, whose job is it to point out when there are requirements errors, or something is taking longer than it should, or it is costing more than anticipated. In traditional waterfall development because there’s so much work put into the planning and documenting of requirements, pointing out errors are  either no one’s job or the team’s (collective) job which really relates to no one’s job.

Often it is easier (and results in less conflict) to not say anything when the scope or schedule or budge go awry on a software project. Yet it is this very behavior that results in so much rework and so many failed projects.

Agile and Kanban projects are different

Several of the advantages to using Kanban and Lean and Agile approaches to software and systems development is that the methods address the very items outlined above.  Building better software iteratively becomes every developer’s job rather than no one’s:

  • Fear of pointing out errors is removed because the time that goes into a scrum is days and weeks not months (so participants don’t get defensive about change);
  • Over and under optimism remains but is concentrated on smaller and less costly components of work (i.e. days instead of months or years);
  • Risk is not avoided or ignored because we are no longer dealing with elongated and protracted development cycles (spanning seasons);
  • Assumptions come out with better and more frequent discussions;
  • Over optimism about how many things one can do at once is removed because Kanban limits the amount of work-in-progress;
  • Under estimation of the impact of interruptions and delays is minimized because such factors are addressed in Kanban;
  • Over anticipation of user participation is managed through direct user involvement.

What do you think?  Join us at the Lean Software and Systems Consortium conference LSSC11 from May 3-6, 2011 as participants and speakers address the best ways of advancing software and systems methods including Lean, Kanban, Agile and other exciting new ways to deliver high quality software more efficiently and effectively.

These newer approaches make it easier for everyone in IT to make it their job to build better software.

Wishing you a productive week!

Carol
@caroldekkers (twitter)

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The importance of Being There (at work)!


Did you know?

Only 26 percent of IT employees in North America are fully engaged at work, while 22 percent are actually disengaged, according to a global study by consulting firm BlessingWhite.

Being there…

At a time when unemployment is at an all-time high, only one-quarter of IT workers are fully engaged or Wowed by their work, while the remaining 75% just go through the paces or don’t care at all.  When you consider specific industries fraught with frustrations of rework (exceeding 40% in some areas) and impossible deadlines such as in waterfall development, I would bet the excitement factor of going to work is even less.

#Kanban, #Lean, and #Agile communities are exceptions

The Agile Manifesto recently celebrated its 10th anniversary last month, and Kanban, Six Sigma, Lean, and Agile methods now share space with waterfall as leading methods in the software and systems development space.  Agile (in my humble opinion) was one of the first to restore a sense of sanity in software development.  In earlier times, a group of  business customers with rapid fire changing requirements would challenge software developers (tired of the constant change and “jello” like demands) for amorphous software products.  The result too often – failure.

It makes sense, in this type of environment, to do iterative development.  It was illogical to do the opposite: long development cycles to produce products already obsolete before they hit desktop computers.

Approaches like Kanban, Lean, Agile, Personal Kanban and others continue to transform our industry and inspire software developers to become “fully engaged” in the work.

Less head banging… but you have to engage

Certainly there is head banging and more job satisfaction in this new world (if “tweet volume” is any indication, the Kanban/ Lean/ Agile communities are a happier lot!) but it takes commitment to show up and be part of the action.

I believe that the Kanban and Lean and Agile communities know the importance of really being present and engaging at work.  We also know it is critical to create a community of like-minded people who meet in-person – at conferences, local meetings, at social events.

LSSC11 is coming soon!

The landmark Lean Software and Systems conference is only 10 weeks away in Long Beach, CA on May 3-6, 2011.  Make your choice of conference to attend in 2011 the LSSC11 (especially if you can only attend one!)  See my related post Top 10 Reasons to attend LSSC11.

Join the movement of people who know the Importance of Being There in software and systems development: The Lean and Kanban and Agile communities.  I hope I will meet you at LSSC11!

Have a Wow! and engaging week at work,

Carol

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Pre-flight email checklist: THINK before you click…


I AM OVERWHELMED BY EMAIL!

There I said it, I am overwhelmed with email and I can’t stand it!

I thought I was the only one until I read Tim Tyrell-Smith’s post today: How to reduce the Quantity of Incoming Email and realized that there should be a pre-flight email checklist to save our sanity… and to encourage Thinking before Clicking!

Since joining the world of social media I realize my “connectivity” has grown exponentially, but not all in a good way. Even with my SPAM filters set to high, I get so much email that it is overwhelming!

I feel like I must have ADD (attention deficit disorder) because my day is interruption after interruption (sorry TweetDeck!) and I need help (and I know I am not the only one!)

Pre-flight email checklist (THINK before you click):

  1. If it takes longer to write an email (to one person) than it does to walk across the hall / call the person, don’t write an email. Pick up the phone or get up from your desk.
  2. If multiple people are involved and you need responses, consider whether a one hour meeting would work better than filling up in baskets with back and forth threads for the next 2 weeks.  If so, schedule a tight meeting and solve the issue in one fell swoop.  (Just because it doesn’t take paper doesn’t mean email is green — it can litter cyberspace!)
  3. If 1 and 2 are not possible, consider other options: Twitter or a blog post or an update at a staff meeting might be better than email.
  4. You’ve thought through 1,2 and 3 and decide your message needs an email.  Never negligently click “Reply all!”  unless you’ve gone through these same steps:Make sure you set aside a dedicated time (10 minutes minimum) to THINK before you click:
  • Consider your recipient: Walk for a moment in their shoes and think: what would be your response to this email? Make sure to emphasize the key points (i.e., make the reason for the email crystal clear). Do not “assume” that everyone shares your knowledge so give necessary background.  In the words of Peter Drucker:  It is important to state the obvious otherwise it may be overlooked.
  • If you expect/need a response, be clear about it. Tell recipients what you need from them (each), by when, and how (call, email, comment, decide…).
  • If it is an information only email, say so. No one has time to read your mind.
  • Consider using the subject line as a filing cabinet: Use tags to identify topics and intent. E.g., ABC Department meeting notice, Feb 17, prep material attached; or Dekkers: Blog Marketing draft – comments needed by Feb 20, 2011.  In this way, recipients can quickly find YOUR email from a pile in their in basket.
  • Consolidate information! If the email is about a meeting: include dial-in information (top and center for easy access!), meeting date and time, and  attach all preparatory material all together in a single email. There is nothing worse than having to pull up 3 emails to get ready for a single meeting!
  • Preview before sending: Spellcheck, attach files, check all recipients are included.
  • If there is emotion involved save the draft email and wait a full day (or at least an hour) before doing the doublecheck and send step below.
  • If it’s a regular email (non-emotional), take a one minute break – stand up, look out the window, anything to clear your head. Then go back and re-read your email, double-check attachments, recipients, bcc’s etc.
  • When you are sure it looks right consciously hit “send”. NEVER hit send when you are multi-tasking (i.e., on the phone). Once an email has been sent it is in cyberspace FOREVER (regardless of rescinds!)

I plan to follow this checklist starting today! What do YOU think? Do you have any additions?

p.s., DON’T forget to sign up for my Feb 17, 2011 (11am – 12:30 pm EST)  FREE Webinar:  Navigating the Minefield – Estimating before Requirements.

Register here: http://tinyurl.com/6flgjwr

To your increased productivity!
Carol

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