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Author Archive for Michael.Klynstra

The Predictable Mindset Test by Geneca

20 Questions Every Software Development Professional Should Ask

Pencil-Pot-Dave-NicholasDo you have a predictable mindset? That is, can you consistently deliver without surprises?

Some teams deliver on time or on budget, but this alone is not predictability. Being able to deliver exactly what the business needs with no surprises each and every time — that’s a predictable mindset.

Whether you take this self-assessment test alone or with your team, take it with an open mind and be brutally honest with yourself. Your score will tell you how well your team is set up for success. Answer each of the questions either “TRUE” or “FALSE.”

Note: If you’d like to take this test online and have your score calculated for you, visit: http://www.geneca.com/mindset

Relationship With the Business T F
I won’t start a project until the business stakeholders can clearly articulate their objectives for the project.
I am confident that the business stakeholders on my project are in sync with each other on the organization’s strategic business objectives.
I make it a priority that my entire team understands the strategic business objectives for the project.
I make sure that everyone on my team knows when their part of the project satisfies the organization’s business objectives.

A “common vision” of success with the business goes way beyond sharing the same status reports. Predictability requires practices that get different business areas on the same page with regard to organizational goals. These goals must be clearly articulated to the delivery team and serve as their compass.

Clearly Defined Roles & Responsibilities T F
I look to the business to define what needs to be in the project solution.
I make sure everyone on my team understands the roles and accountabilities of the project.
I hold my technical teams accountable for determining the effort to deliver the solution.
I have a single point of accountability for ensuring that the capabilities required by the business are delivered.
I have a single point of accountability for the design and performance of the technical solution.
My project managers are accountable for escalating material changes to the health of a project as soon as they know about it.

For many organizations, clarity around roles and accountabilities is frequently an underlying source of project frustration and even failure. Even the slightest ambiguity here can hurt an entire team’s ability to perform. When responsibilities are clear, our colleagues can drive forward, deliver, and truly create a win for themselves and their team. Ensure you have individuals taking pride in their pillar of delivery: technology, functionality, quality, and leadership.
Predictability happens when the business is held accountable to “define” its need and IT is accountable for delivering a solution that supports it.

Defining Requirements T F
I make sure that requirements are built interactively (with the business) and driven by dialog between ‘us’ and the business.
I always discuss with the business what functionality must be in the first release, using their definition of success as the key criterion.
I make sure project estimates are based on a thorough analysis of how required business capabilities are translated to technical components.
I am always crystal clear with the business about what is out of scope.
I make certain that my team is committed to the project schedule based on a clear understanding of scope.

Before specification begins, ensure your requirements are defined. In other words, Business and IT have worked together to establish the goals of the project and agree on what is and is not in scope. The business can take ownership of the technical estimation when components are in their language and clearly tied to business outcomes.

Managing Requirements & Changes T F
My project team manages change in terms of how it affects revisions to business functionality.
I make sure that the business stakeholders understand the relationship between change requests and the effort needed to make those changes.
I make sure that Quality Assurance and User Acceptance play a role throughout development – not just at the end of a project.

When Business and IT have defined requirements and have worked together on estimates, they no longer feel scope management is done to them. Important decisions around change can be made smartly together.

Metrics that Make Sense to the Business T F
I make sure that my team has a common, transparent method for communicating progress for all project stakeholders … before development begins.
I make sure that project status reports show progress in terms of the business capabilities promised.

When the project is done, it is the business functionality that matters. So why should progress be measured and reported any other way? Agree on milestones and how progress is to be reported, before that reporting begins.

Score Interpretation: Give yourself five points for each TRUE answer and add up your score.

80+ Outstanding. You’re doing a number of great things to set your teams up for success and predictability deliver business value.

60+ Good. Refinement of your requirements processes, people roles, and metrics should eliminate any unexpected occurrences that interfere with your success.

<60 Poor. You are likely finding that your teams are not working predictably. It’s time to take a close, hard look at the obstacles that are interfering with the success of which your teams are capable.

If your score wasn’t what you hoped, the good news is that predictability is “learned behavior” and can be managed like a process with clearly defined best practices, roles and responsibilities, and performance metrics that make sense to all the players.

Take the test. Let us know if these questions stir up some new ways to improve your team’s performance.

If you’d like to refer colleagues to the test, you can pass along the link to this post, or to our Predictable Mindset test online at: http://www.geneca.com/mindset

Photo Credit: David Nicholas

Do you have an opinion on why some software projects fail to deliver?

Survey Says!

If you have an opinion on why some software projects fail to deliver, then you’re invited to participate in our online survey.

Take just 5 minutes  and we’ll send you a $5 Amazon gift card (details on the survey site)!

Start now: http://www.surveymonkey.com/s/geneca-mytwocents

100 Missed Learning Opportunities a Day: Trim the Fat from “Knowledge Management.”

fireflies-in-jar-smOn teams of all sizes many lessons are learned each day, some big, some small. An “I-wouldn’t-do-that-again” happens here, or a “who-knew-it-would-be-so-easy-if-done-that-way” happens there.

These little lessons are fleeting and likely often go unnoticed even by those experiencing them. Like fireflies, they flash and they’re gone. When and where another insight will flash next is anyone’s guess.

The Benefits of Shared Wisdom

Many of the the “whys” of capturing and sharing lessons learned are obvious:

  • Leverage the expertise of people across the organization
  • Facilitate and organize the innovation and organizational learning process
      Help solve huge problems
  • Manage intellectual capital that may otherwise sit (and stay) in key individuals

Think of the most useful tool or method you’ve discovered for getting yourself organized. Now, realize that everyone else on your team has learned something similar, or better, or even synergistic making the value of your combined ideas a huge intellectual asset for the entire organization.

If teams could get to the point where identifying and sharing these bits of value became second nature, and it could be done at little or no cost, wouldn’t it be worth a try?

You know when you find it
In your darkest hour, you strike gold
A thought clicks, not the be-all end-all
Just another lesson learned…
— Alice in Chains, “Lesson Learned”

Why Capturing and Sharing Seems so Hard (And How to Overcome The Barriers)

Over the years I’ve been to many Project Retrospectives. Some resulted in useful information leveraged in future endeavors while others resulted in nothing but bellies full of pizza. So what makes some of our efforts stick and others not?

Sabotage.

The way we think (or not think) about lessons learned often keeps us from identifying, sharing and leveraging them. To better understand how to get to the point where sharing ideas becomes natural, let’s look at some typical mindsets about knowledge sharing and what we can do to change them:

1. “I haven’t really learned anything here.”

Obstacle #1 in capturing and sharing a lesson learned is not seeing the lesson in the first place. If we wait for light bulbs to shine and sirens to wail, we’ll continue to hum along in our own worlds and keep all the good stuff to ourselves.

How can we start seeing the small stuff? Try this exercise. Keep a notepad next to you (dedicated to this task) for a couple days and take notes:

  • If you’ve been stuck and suddenly are making progress, think for a moment what got you rolling.
  • If you’ve had anxiety and suddenly feel relief, note what allowed for your change in state.
  • If you’re feeling particularly excited, motivated or happy about your work, note what it is you’re doing and think how you can bring that perspective to other areas of your work.

2. “My lessons learned aren’t new or unique.”

Individuals often neglect the unique perspective they bring to their work and therefore the inherent value in their particular learning process. The path down which we travel toward discovery can be as enlightening to others as the discovery itself.

  • Think about what you do outside of work that engages, excites, and motivates you (eg. fishing, tennis, video games). Now, think about how those activities influence the work you do. Write that down. Share it with someone.
  • Don’t censor. Write down all your lessons learned, your insights, your ideas. Others are likely to find value in more of those insights than you think.

3. “No one really cares about or has time for these.”

Most people enjoy learning and sharing what they know. But when teams assemble to do important work, people get busy. If a task isn’t considered critical to the activity at hand, that task is very unlikely to get any “CPU cycles” dedicated to it.

  • Get everyone on your team to do these exercises for three days. At the end of those three days, share the results with each other.
  • Do it again.
  • Then, work together to identify a means by which you can make this a part of your routine. Put it on the weekly meeting agenda, or make it part of your Daily Stand-Up Meeting.

4. “Why bother?”

We’ve all seen great initiatives kicked off with great intentions and high energy. However, without the right leadership, tools or motivation, the initial fire that burns strong and fast will soon fade to a hint of smoke that reminds us of its one time existence.

A vision for growth, development, and learning at an individual, team and organizational level is important, but it requires support and nurturing.

  • As leaders, encourage your teams to do these exercises. Take part in them as well. Repeat.
  • Share the results of these exercises with those around you, and ask other teams do the same.
  • Identify tools that may make this easier. They them. If a tool isn’t easy or can’t be incorporated into your routine, discard the tool and try another.

5. “I learned something, but at the result of screwing up. I’m not sharing this!”

Lessons learned are often born out of mistakes. It takes a very safe environment not only to share the lesson learned, but to bring to light a mistake large or small that may otherwise go unnoticed.

  • As a leader, create the safest environment possible. View mistakes as investments in education. Encourage the sharing.
  • As a team, aggressively identify obstacles. These obstacles are a safe context in which others can offer prior stumbles and associated lessons learned.

Making it Happen

Understanding this wisdom management as a two-step process can keep it simple for you to get off the starting block. The two steps are to Produce (identify and share) lessons learned and Consume (leverage) lessons learned.

In order to successfully Produce, there are two ingredients:

  1. Immediacy – Get in the habit of identifying lessons learned and make it easy to capture them as they happen.
  2. Motivation – Make it part of the routine and an expectation of each other.

In order for Consumption to occur, the two ingredients are:

  1. Visibility – Find a highly trafficked place online or off-line to collect the lessons learned.
  2. Relevancy – Group them, highlight them, revisit them regularly, identify where they have relevance to the work you’re doing today.

I hope this gives you a handful of ideas to get started on leveraging collective wisdom – ideas that don’t require an expensive knowledge management tool.

Photo Credit: Bryan Rosengrant

What practices do you employ on your team to identify and share lessons learned?

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