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Who am I? by Mind Map: Who am I?

1. Introduction

1.1. nicknames

1.1.1. Shanban

1.1.2. Kanban boy

1.1.3. Bruce

1.1.4. Krusher

1.2. previous lives

1.2.1. researcher MDD publications

1.2.2. small startup: online gaming and AI (Snowie) developer team lead/project manager

1.2.3. business school team lead/project manager

1.2.4. startup focused on a single product (Nexthink) scrum master / agile coach

1.2.5. Suncorp agile coach

1.3. agile heretic

1.3.1. history

1.3.2. assumptions

1.3.3. mindset

1.4. favourite quotes

1.4.1. top 3 "If you want to build a ship, don't drum up people together to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea.” Antoine de Saint-Exupéry The brick walls are there for a reason. The brick walls are not there to keep us out. The brick walls are there to give us a chance to show how badly we want something. Because the brick walls are there to stop the people who don’t want it badly enough. They’re there to stop the other people Randy Pausch "A journey of a thousand miles starts with a single step" Lao Tzu

1.4.2. runners up "Teams today are all too often feature factories, with little regard for whether the features actually solve business problems." Marty Cagan “It’s not the customer’s job to know what they want." Steve Jobs "Scope doesn’t creep; understanding grows" Jeff Patton “It ain’t what you don’t know that gets you into trouble. It’s what you know for sure that just ain’t so.” Engineering isn't about perfect solutions; it's about doing the best you can with limited resources. Randy Pausch “In product development, our greatest waste is not unproductive engineers, but work products sitting idle in process queues.” Donald G. Reinertsen “You have to decide what your highest priorities are and have the courage pleasantly, smilingly, and non-apologetically — to say “no” to other things. And the way to do that is by having a bigger yes burning inside.” Stephen Covey There will always be more good ideas than you have the capacity to execute

1.5. my responsibilities at WM

1.5.1. my mandate support project delivery from scoping stage onwards define a roadmap for improving project delivery capability and way of working understand the gaps propose a model for scaling the operating model towards world domination examples propose training/coaching opportunities

1.5.2. what I would like to be renowned for: help increase the capability of the groups to solve their own problems => I don't want to be the bottleneck support the groups and help them remove blockers/impediments from their way ensure work flows swiftly through delivery making our customers awesome

2. Vision "The North Star"

2.1. i.e., what does the 'endless immensity of the sea' look like?

2.2. We make our customers awesome

2.2.1. our customers treat us as trusted advisers For example: rather than asking us: we are sufficiently trusted so that WE can ask them: This means: we are trusted to deliver to our commitments we maximise the amount of work NOT done by spending much less time: we are not just a service provider, but we co-create a solution with our customer that is significantly more valuable than their initial idea

2.3. Each group:

2.3.1. has fun 'I want to' versus 'I have to' outlook

2.3.2. works at a sustainable pace

2.3.3. shares ownership of the customer outcomes

2.3.4. understands their capacity for capacity planning

2.3.5. visualises their work progress, setbacks, unvalidated decisions/risks, etc.

2.3.6. limits their Work In Progress (WIP) Not doing too many things to be effective

2.3.7. seeks to maximise their learning My belief: the speed with which you learn is the BIGGEST constraint in projects Thought experiment: if you go to end of a project and 'start again' how long would it take you to do it again? Studies show 1/4 to 1/2 time

2.3.8. has a capability development and recovery plan has a plan to grow their capability has a plan B and C for mitigating single points of knowledge/capability

2.3.9. contributes to making our codebots platform awesome

2.3.10. embraces a craft ethic around technical excellence

2.3.11. pursue high quality through pride of workmanship

2.3.12. looks to move towards a continuous delivery model increased capability according to 4 metrics deployment frequency lead time for changes mean time to fix bug change failure rate

2.4. The team:

2.4.1. celebrates it's successes and it's learnings

2.4.2. has plenty of opportunities to learn from each other

2.4.3. makes fact-based decisions actionable metrics to support decision making

2.5. Individuals

2.5.1. care and collaborate deeply ask for help seek to help

2.5.2. are willing to take small steps and seek feedback in the spirit of: incremental and iterative delivery and creating the simplest possible thing that works

2.5.3. are adaptable

2.5.4. willing to work outside their core expertise as part of a group