Back from the Islands

Island VacationThe 2012 Huether Island Vacation has come and gone. To use it as an opportunity to grow, I wanted to do things outside my comfort zone.  What qualifies?  Let's start with everything that has anything to do with relaxation.  I'm a "let's do stuff" kind of guy.  My wife is a "let's relax and unplug" kind of gal. And, our son is a "Mom, have you seen my Trapper Keeper" kind of kid. My wife thought I was a little crazy when I proposed going on a cruise to remote islands with little or no technology. But, we did it! So, what did we do to make everyone happy?  We went on a cruise and also rented a private bungalow on a small island.  We did crazy stuff like race horses (bareback) on Grand Turk [I have pictures] and went swimming with dolphins. We ate 3+ meals a day as a family and listened to our son grind his teeth every night.

I will admit, I kind of wanted to poke my eyes out after the first day at sea. Seriously, sit in the same chair IN THE SUN all day long?  Fortunately, they had all-you-could-drink coffee and a decent gym.  Getting on a boat with really bad Internet and a wickedly short list of television channels forces you to do weird things like talk with your family.  I think we did pretty well.  I wasn't constantly checking my phone.  I wasn't thinking about work. I was interacting with my family.

As a family, we did discover one thing we all missed.  We missed being able to look up strange facts any time we wanted.  Our son wanted to know what a Trapper Keeper was. My wife wanted to know if that Peter Max painting should really cost that much. I wanted to know why we couldn't bring Cuban cigars back into the United States.  Certainly, I could write a lengthy blog post about feedback loops and flow of the lines through Customs.  Instead, I just wanted to say what I did on vacation.

I am now fully charged and ready to get back to work. Get ready for some exciting news in the coming week.  The technology fast is officially over.

Image Credit: Pictofigo

Sneetches and Agile Training

star upon thar

This morning I read a tweet offering a 100% guarantee to pass the corresponding Agile exam.  Offering such a guarantee is such BS and insulting to our craft.  Reading the tweet sounded something right out of a Dr. Seuss book.I’ve come here to help you.I have what you need.And my prices are low. And I work with great speed.And my work is one hundred per cent guaranteed!

That is a quote from The Sneetches.  The two main characters of the original Dr. Seuss story are the Sneetches and Sylvester McMonkey-McBean.  If you don't know the story, I have it below.  The original text is listed in blue.  My commentary is in black.

I understand there are those who are eager to get a new Agile certification to add to their email signature or resume (Sneetches) and those willing to provide training and help them part with the money in their pockets (Sylvester McMonkey-McBeans).  But when I offer an Agile Certified Practitioner workshop, the primary goal is not to teach attendees to pass an exam (though they will as a by-product).  Rather, my primary goal is to introduce learners to multiple concepts and practices that can be leveraged later.

Are trainers primarily trying to help people be better at their craft or are they just trying to make fast money?  I'm quite certain people will get value from attending an Agile training class.  As someone who may be interested in getting a certification, what does a trainer have to do to pass your Sylvester McMonkey-McBean sniff test?

Image Source: Pictofigo "Star"

Now, the Star-Belly Sneetches had bellies with stars. The Plain-Belly Sneetches had none upon thars. Those stars weren’t so big. They were really so small. You might think such a thing wouldn’t matter at all.

But, because they had stars, all the Star-Belly Sneetches. Would brag, “We’re the best kind of Sneetch on the beaches.” With their snoots in the air, they would sniff and they’d snort “We’ll have nothing to do with the Plain-Belly sort!” And, whenever they met some, when they were out walking, they’d hike right on past them without even talking.

I’m going to introduce another character into this story.  His name is Sylvester McMonkey-McBean, an entrepreneur who offers hope to the plain-bellied Sneetches by offering them the use of his star-on-machine.

Then ONE day, it seems while the Plain-Belly Sneetches Were moping and doping alone on the beaches, Just sitting there wishing their bellies had stars, A stranger zipped up in the strangest of cars!

“My friends”, he announced in a voice clear and clean, “My name is Sylvester McMonkey-McBean. And I’ve heard of your troubles. I’ve heard you’re unhappy. But I can fix that, I’m the Fix-It-Up Chappie.

However, it soon becomes clear that Mr. McMonkey-McBean is no champion of the Plain-Belly Sneetches; in fact all he cares about is making money.  He is quite happy modifying the machine to remove stars from Sneetches who want to stand apart again.

I’ve come here to help you. I have what you need. And my prices are low. And I work with great speed. And my work is one hundred per cent guaranteed!”

Then, quickly, Sylvester McMonkey McBean Put together a very peculiar machine. And he said, “You want stars like a Star-Belly Sneetch? My friends, you can have them for three dollars each!”

“Just pay me your money and hop right aboard!” So they clambered inside. Then the big machine roared. And it klonked. And it bonked. And it jerked. And it berked. And it bopped them about. But the thing really worked! When the Plain-Belly Sneetches popped out, they had stars! They actually did. They had stars upon thars!

Then they yelled at the ones who had stars at the start, “We’re still the best Sneetches and they are the worst. But now, how in the world will we know”, they all frowned, “If which kind is what, or the other way round?”

Then up came McBean with a very sly wink. And he said, “Things are not quite as bad as you think. So you don’t know who’s who. That is perfectly true. But come with me, friends. Do you know what I’ll do? I’ll make you, again, the best Sneetches on the beaches. And all it will cost you is ten dollars eaches.”

He encourages the Sneetches to continually go from the star-on-machine to the star-off-machine and back to the star-on-machine.

All the rest of that day, on those wild screaming beaches, The Fix-It-Up Chappie kept fixing up Sneetches. Off again! On again! In again! Out again! Through the machines they raced round and about again,

Changing their stars every minute or two. They kept paying money. They kept running through until the Plain nor the Star-Bellies knew Whether this one was that one or that one was this one. Or which one Was what one or what one was who.

Eventually, Mr. McMonkey-McBean vanishes once the Sneetches run out of money.

Then, when every last cent of their money was spent, The Fix-It-Up Chappie packed up. And he went. And he laughed as he drove In his car up the beach, “They never will learn. No. You can’t Teach a Sneetch!”

Fortunately, in the end, the Sneetches have no idea who is who and both Star-bellied Sneetches and Plain-bellied Sneetches learn to live together.

But McBean was quite wrong. I’m quite happy to say. That the Sneetches got really quite smart on that day. The day they decided that Sneetches are Sneetches. And no kind of Sneetch is the best on the beaches. That day, all the Sneetches forgot about stars and whether They had one, or not, upon thars.

How my Zombie PM Book Survived

It's been over a year since I published my book, Zombie Project Management, to the Amazon Kindle store. It was fun writing it and discovering the process of publishing a book.  So, you can image my surprise when Amazon sent me an email a few days ago.

During a review of your catalog, we found that one or more of your titles contain content that is freely available on the web.  Copyright is important to us – we want to make sure that no author or other copyright holder has their work claimed and sold by anyone else.

Zombie Project Management (ASIN:B004V1GWFQ)

If, in fact, you are the sole owner of the publishing rights for the books listed above, please provide the URLs for all websites where you have previously published this or any other Kindle content. Please respond within five business days with the requested URLs so we can verify you have the sole publishing rights, or the books will be removed from sale in the Kindle Store. If the content of your book(s) are in the public domain, please confirm this and include the information you used to make this determination.

I promptly sent them a link to The Critical Path blog. I stated the origin of my book content was from my blog (which I am the sole owner of) and I had granted syndication rights to Talking Work.  I claim to have sole publishing rights to the content in the book.

The response took just a few days

Hello, Thank you for your cooperation in providing the requested information. The following book(s) will continue to be available in the Kindle Store. Zombie Project Management (ASIN:B004V1GWFQ) If you have any questions regarding the review process, you can write to us at ...

Best Regards, Aaron W. Amazon.com

I have three takeaways

  1. Don't plagiarize. We all have something to say, write, or do.  Let your work stand on its own.
  2. If you are in the right, you fight!  Don't be shy about it.
  3. Amazon was quick and they were fair.  It was a good experience.

To close, I'm going to quote Seth Godin from one of his blog posts.

Go, give a speech. Go, start a blog. Go, ship that thing that you’ve been hiding. Begin, begin, begin and then improve. Being a novice is way overrated

Image Source: Pictofigo

Oh the Places You'll Go!

travel

My nephew just graduated from college. As I enjoyed a bottle of "Graduation Ale" home brew, at his graduation party, I noticed a quote from Dr. Seuss printed on the label.  This quote is applicable to so many of us.  Are you a new graduate or a long-standing member of an empowered team? Give it a read.

You have brains in your head. You have feet in your shoes. You can steer yourself any direction you choose. You're on your own. And you know what you know. And YOU are the one who'll decide where to go...

Image Source: Pictofigo

What is Fist of Five?

Fist of Five

Why

It doesn't matter if I'm teaching a class or coaching a team.  When the moment comes, I need a quick way for a team to come to a decision.  Why should the team decide and not me?  From the seven standard leadership styles, I see consensus as the most appropriate for an empowered team.  If the team is not empowered, they are not an Agile team.

How

When a decision has to be made, ask the team to do a fist of five. All the team members raise one hand to vote with their five fingers (unless they've suffered an accident in shop class).  I depicted in the Fist of Five Pictofigo drawing, member votes range from a fist to five fingers.  The term fist to five and fist of five are interchangeable.

Explaining the Details

  • I see a fist as a blocker. This individual is in complete disagreement and further discussion is required.

  • One finger (preferably not the middle one) has minimal support to the request at hand. Again, discussion is required.

  • Two fingers. Not happy with the current proposal. Should discuss as a group to try and resolve disagreements.

  • Three fingers. Luke warm response. May go along if the rest of the group is voting three, four, or five.

  • Four fingers. Pretty much agree with the request. There is some apprehension but you can't expect everyone to be all in all the time.

  • Five fingers. Full support. They drank the Kool-Aid

Certainly, the success of this strategy is going to depend on the team employing it.  There will be some who just like to hear themselves talk and will throw up a fist, one, or two every time.  Hear them out!  You'll also have those who don't like to commit to anything.  They will generally put up three fingers.  Whatever the outcomes, try to keep a strict timebox for discussions.  Remember, this was to be a quick way for a team to come to a decision.

I would be curious to hear when you use fist of five, your successes, and your failures.

Image Source: Pictofigo

PMI-ACP Numbers So Far

PMI ACP NumbersTomorrow, the June 2012 edition of PMI Today will be formally available.  Before that happens, I wanted to give a progress report on the PMI Agile Certified Practitioner numbers.  Since the certification was launched back in January, the number of certification holders has grown from 542 to 758.  Though this may be perceived as a slow start for number of people holding the credential, it has already surpassed the PMI-SP and will surpass the PgMP next month.  Let's not forget, these certifications have been out for a few years, not a few months.  I'm not trying to minimize the value these certifications hold.  Rather, I believe the Agile community is responsible for the ACP number reaching these milestones as quickly as they have. Based on informal polling of learners from my classes, people are taking the exam within two months of taking a class.  Though I don't expect to see the certification rates to rival the PMP any time in the near future, I'm excited to see an upward trend in the ACP adoption rate.

Data Source: PMI Today

Retrospective Shades of Gray

The Retrospective

I love retrospectives.  It doesn't matter if it's an informal process that occurs naturally as team members interact or it is a formal process that occurs at the end of a meeting, an iteration, or a release.  It's an opportunity for the team and organization to make things better.  It most certainly is on the minds of others today.  I've read about the goals of a retrospective on George Dinwiddie's blog and also retrospectives - wronger and righter on Bob Marshall's blog.

I honestly believe we should be constantly looking for things to start doing, stop doing, do less of, do more of, or keep doing to improve the things we do.  I have been a part of projects where a Lessons Learned meeting was part of the Project Closeout activities.  What good is it then!?  We should constantly be learning and constantly trying to make things better.

Shades of Gray

Depending on the team, I may use the four-quadrant grid, starfish retrospective diagram (or both) to capture ideas. I love the format of the four-quadrant grid, in that the team can communicate what is working, what isn't going so well, any ah-ha moments they've recently had, or appreciations they would like to note for their teammates. Unfortunately, just as some organizations or teams think of writing documentation as an afterthought, I see them doing the same with retrospectives.  Retrospectives are a critical component of any process.  Without them taking place, you are pretty much guaranteed to make the same mistakes twice, a third time, ad nauseam.

retrospective starfish

retrospective starfish

When to do it

Don't wait until the end of your current iteration, release, or project to document and improve.  On a team board or flip chart, draw a circle.  Segment the circle into five quadrants: Stop Doing, Do Less, Keep Doing, Do More, Start Doing.  Please note that these are merely recommendations.  The content and order are not retrospective commandments.  Have a stack of Post-It notes and a Sharpie nearby. Encourage the team to add notes to the board when the mood or event strikes them.  Don't wait!

If you struggle to get cards on a regular basis, perhaps a facilitated retrospective is in order.  The act of collecting ideas is not just to make people feel better.  Notes captured on this board are all candidates for conversion to action items.  If you have the fortunate problem of having too many ideas on the board, use a consensus strategy like fist of five or dot voting to identify the most valuable action items.

Keep Doing (=): Capture good things that are happening. As a facilitator, ask the team what they would miss if something was taken away from them.

Do Less (<): Anything that might need a bit more refining or that is simply waste.  Is there something that adds value but not as much as something else could?

Do More (>): Are there value-add activities the team may want to try more of but are not necessarily taking full advantage of?

Stop Doing (-): What are some things that are not very helpful or not adding much value?  My prime target is long formal meetings.

Start Doing (+): Suggest new things!  You read or heard about something that helped others like you.  What do you have to lose?