Monthly Archives: March 2011

Weekly – CW12

I usually exchange interesting articles, presentations and links with my friends in many different ways. I thought it would be better to use one simple way, so I’m going start a weekly series where I post articles, presentations and links I read during the week and find interesting. So here is the collection for calendar week 12, 2011:

  • Google was always famous for innovation. Patrick Copeland presented the eXtreme innovation approach – used by Google -, in his Keynote at QCon 2010. Pretotyping seems to be a good way for implementing only those ideas that really matter. It also helps not to spend time and money on ideas that people will hardly ever or never going to use.
  • My average e-mail inflow was approximately 90 e-mails per day and I read about 5 of them. I was happy to read an article about how to write e-mails effectively. If everyone who wrote to me, had read this article and had written mails as the author had suggests, I might have had the chance to read all of them.
  • Last but not least, here comes a great post about handling waste properly in lean systems. As usual, waste elimination is not black or white. A good lean/Kanban team (or team leader) should be able to recognize the nature of the waste, and eliminate what is really unnecessary.
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The Calm Period

We are about six weeks after pimping my team – let’s see what has happened since then. A massive change is usually followed by a calm period. During such a period the team adapts to the effects of the change (new environment and methodology) and only small additional changes are applied, something like fine tuning. This is what’s happened in our case, and I think it’s worth sharing these small things.

The team moved to a different part of our landscape where we could try out a new seating layout. First not everybody was happy with it, but now everybody likes the place, and I heard someone advertising it to other teams. So far so good. Unfortunately, we weren’t that successful with the methodology and our way of working. We started to work on a poorly designed feature on a fairly complex code base, while we did not make ourselves masters of the Kanban + XP methodology. However, we tried to solve the problem with a slight change of the board and our way of working.

Previously we were using items, but after watching the Single Piece Flow in Kanban presentation, we started to use and talk about MMFs (Minimum Marketable Feature). We broke the feature down to MMFs and did a release plan.

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Agile Seating Layout

A couple of weeks ago my team started to do things differently than before, and I promised I’d write about the effects of certain changes and new improvements. Effective and fluent communication is essential for an agile workspace, but unfortunately our former seating layout didn’t support either of that, so we changed it, inspired by an idea from Martin Fowler.

Have a look at the following seating layout (I modified the layout a bit due to privacy reasons):

At first sight, this is a regular seating layout, everybody can do their work in it, so far so good. Let’s have a look at it from the communication perspective. Communication is effective when there are no barriers, but unfortunately this specific layout is full of physical (the worst kind) barriers:

There are two borders (the red lines on the picture), which cut the team area into three separated isles (1, 2 and 3). A border can be a small wall or even a larger monitor. Sometimes the wall isn’t something physical; when someone has to stand up regularly in order to see something which somebody else is showing to her, then eventually she will stop standing up and communication between them will cease, because it is not convenient for her (for example in case of ‘H‘ and ‘C‘).

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