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What helps the Narwhal teams beat the incumbent DW team? It seems like they just blaze past them by sheer intrinsic brilliance with little explanation of how they achieved this success. "Moreover, the Data Warehouse teams still haven't reconciled the different definitions of product, inventory, and customer from the physical stores and e-commerce stores. The newly created Narwhal teams were already way ahead of them." Is it that the teams who develop and run the systems are responsible for cleaning and publishing reporting data, or they avoid trying to reconcile the differences, or overcome the reconciliation barriers through team work and positivity? I'm an incumbent central [failing] Data Warehouse developer trying to reconcile our two key CRM systems for years. I've recently seen a lit team of developers solve a problem I'd been struggling with by myself for a while - is that what's happening here?
<!here> Hello book club! The call with Douglas Squirrel and Jeffrey Fredrick, the authors of Agile Conversations, is starting soon. Wednesday, January 22 @ 7am PST — https://zoom.us/j/310122668 About a year ago, Erik Reid emailed them and asked if they were available for a video chat with Parts Unlimited CEO Steve Masters. Apparently that call was quite an eye-opener! It became clear that in order to address the necessary cultural transformation, there needed to be a conversational transformation. See you in there.
<!here> Hello book club! The call with Douglas Squirrel and Jeffrey Fredrick, the authors of Agile Conversations, is starting soon. Wednesday, January 22 @ 7am PST — https://zoom.us/j/310122668 About a year ago, Erik Reid emailed them and asked if they were available for a video chat with Parts Unlimited CEO Steve Masters. Apparently that call was quite an eye-opener! It became clear that in order to address the necessary cultural transformation, there needed to be a conversational transformation. See you in there.
Which employees working at Parts Unlimited display Pathological behaviors? AKA preoccupied with "personal power, needs, and glory."
Which employees working at Parts Unlimited display Pathological behaviors? AKA preoccupied with "personal power, needs, and glory."
Define/publish needs and criteria for conference locations so when we gather everyones input, we're all on same page.
Thanks for very good info! You talked about the transformation at Parts Unlimited. The organisation has 3 main parts: business, manufacturing and technology (aka IT, DevOps etc). Can you describe differences and similarities between Parts Unlimited and companies like Tesla, Boeing etc? Tesla & co have big departments for: R&D with mechCAD, PLM etc to develop products. That is also technology, can be called Industrial DevOps, systems engineering, CPS/cyber physical systems etc.
Thanks for very good info! You talked about the transformation at Parts Unlimited. The organisation has 3 main parts: business, manufacturing and technology (aka IT, DevOps etc). Can you describe differences and similarities between Parts Unlimited and companies like Tesla, Boeing etc? Tesla & co have big departments for: R&D with mechCAD, PLM etc to develop products. That is also technology, can be called Industrial DevOps, systems engineering, CPS/cyber physical systems etc.
Great reference for Gatherings - https://www.amazon.com/Art-Gathering-How-Meet-Matters/dp/1594634920a
One question I have is do you have any information on how FAANG has these conversations compared to Parts Unlimited?
One question I have is do you have any information on how FAANG has these conversations compared to Parts Unlimited?
What is the role of human centered and service design in digital transformation? In my experience I've seen it's a combination of Culture, People, Process, and Technology? Empathy for our users and one another? How does the role of Empathy factor into this conversational transformation?
What is the role of human centered and service design in digital transformation? In my experience I've seen it's a combination of Culture, People, Process, and Technology? Empathy for our users and one another? How does the role of Empathy factor into this conversational transformation?
This ladder talk is reminding me of "Getting to Yes" by Fisher, Ury and Patton. Do you have any other book suggestions?
This ladder talk is reminding me of "Getting to Yes" by Fisher, Ury and Patton. Do you have any other book suggestions?
@US8HBGQJ1 happy to share some of our recommendations • Roger Schwarz, Eight Behaviours for Smarter Teams whitepaper is one of my favorite recommendations, and one of the eight behaviors is directly from Getting to Yes. His book The Skilled Facilitator is aimed at using the skills with groups, and his book Smart Leaders, Smarter Teams is like an expanded version of the whitepaper • Argyris, Skilled Incompetence is a great quick read https://hbr.org/1986/09/skilled-incompetence Other common recommendations from us include: • McLain Smith, The Elephant in the Room • Martin, The Responsibility Virus • Edmondson, Teaming
When the Spanish speakers will have the Spanish version of TPP, TUP and The Devops Handbook? 😀 That's a question for @genek to be answered not in this session 😀
2When the Spanish speakers will have the Spanish version of TPP, TUP and The Devops Handbook? 😀 That's a question for @genek to be answered not in this session 😀
2I'll do some research, too 🙂 I think TPP and likely devops handbook are both in spanish already.
I didn't have luck finding those. If you could help me with some links that would be awesome
I am looking for TPP, TUP and DevOps books in Japanese and Thai. I tried to search online but I haven’t seen one yet. I am going to recommend the books to my colleagues.
Test of a genuine question: "would the answer change your mind?" :first_place_medal:
Awesome stuff. I can use this today for a situation I'm facing. I'm wondering if you have heard of the drama triangle [victim, rescuer, persecuter], and if it's awareness might support this activity. Thoughts? E.g. https://www.td.org/insights/how-to-avoid-the-drama-triangle
Awesome stuff. I can use this today for a situation I'm facing. I'm wondering if you have heard of the drama triangle [victim, rescuer, persecuter], and if it's awareness might support this activity. Thoughts? E.g. https://www.td.org/insights/how-to-avoid-the-drama-triangle
That sounds like something from a book I started to read, I believe they mentioned the name as well. Games People Play by Eric Berne, M.D.
I think there is a direct relation @UNJMHHH8Q - It’s an extremely powerful construct to be aware of and can be of great use so long as focus remains on yourself and the role you’re playing. Just as Squirrel and Frederick said, we must remain focused on our part of the conversation as that is the only part we can individually control. Another way to look at it - the victim doesn’t take responsibility, the rescuer takes too much responsibility and the goal is get off the triangle by taking 100% responsibility. No more, no less, and always be careful not to jump to the persecutor position!
Thanks everyone who joined the webinar! I’ll be checking back to see if anyone has follow up questions or comments.
Thanks everyone who joined the webinar! I’ll be checking back to see if anyone has follow up questions or comments.
Really enjoyed the "consulting with Parts Unlimited" angle - fun way to present a lot of great content!
Question for @genek, and interested in everyone's experience. What have been the most successful approach addressing technical debt. I have seen both creating a Hardenning Sprint/Iteration every now and then or release, or reserving velocity dedicated to this in each Sprint/Iteration. Any other options? Pros and cons? Appreciate anyone's thought.
Question for @genek, and interested in everyone's experience. What have been the most successful approach addressing technical debt. I have seen both creating a Hardenning Sprint/Iteration every now and then or release, or reserving velocity dedicated to this in each Sprint/Iteration. Any other options? Pros and cons? Appreciate anyone's thought.
In my experience (and preference), the concept of improving current work over current work should be built into a team’s culture. So during sprint/iteration planning, there should always have capacity reserved for tech debt/continuous improvement.
<!here> Hello! Earlier today, Jeffrey and Squirrel taught us about all their successful work at Parts Unlimited. They showed us how changing culture starts with a conversational transformation, how misunderstandings are caused by the Ladder of Inference, and tools for doing your own conversational analysis (The Four Rs) so that you can start improving daily conversations immediately. If you missed it, here's the link to watch the recording: https://youtu.be/NkhS6hGIr9w, and here's the link to download the slides: https://itrevolution.com/wp-content/uploads/2020/01/Parts-Unlimited-Conversational-Transformation.pdf. I highly recommend checking it out. Next, we'll sit in on a call with Dominica DeGrandis, author of Making Work Visible. Thursday, January 23 @ 1pm PST (Link: https://zoom.us/j/863323710) Surveying Parts Unlimited, one of the top replies as to why work isn’t completed on time is that, “there is simply too much work to do”. The Phoenix Project isn’t done yet because people are drowning in work, largely due to Unplanned Work and Conflicting Priorities. Dominica DeGrandis, the foremost expert in Kanban Flow within the IT industry today, has been called in to help them implement the 3rd Ideal, Improvement of Daily Work. Read the preview of her presentation: https://itrevolution.com/making-work-visible-for-parts-unlimited/