20. assumptions as questions
what if our backlog was things to learn?
what if learning and executing were the
same?
what if we prioritize learning based on the
value we think it leads to?
how might we…
27. closed questions
as a call center support technician
i want search fields for name and zip code
so that I can quickly get the caller's account
info
can we more quickly get account info
for call center support techs
by asking clients for a name and zip code?
28. avoid known answers
can we add a new workflow state
by adding it to the state table and
creating a workflow in the transitions
table?
can we allow users to edit states
by creating an admin utility?
29. answerable questions
as an Engineer
i want code coverage of 80%
so that our product quality will be improved
can we Improve product quality
by increasing code coverage to 80%?
can we reduce reported issues by 50%
by increasing code coverage to 80%?
34. open & close to craft better questions
it is difficult to talk to bob.
why is it difficult to talk to bob?
is it difficult to talk to bob?
why is it difficult to talk to bob, for me?
35. open & close to craft better questions
we want better quality.
do we want better quality?
why do we want better quality?
can we reduce late night calls,
by regression testing every release
candidate?
49. my life as a vb6 engineer
control triplets for pick lists
can we make this better by using a control?
lots of code to bind UI controls to data fields
can we link controls to data fields by adding properties to
controls?
copy paste code to call stored procedures
can we automate server code by generalizing the logic?
copy paste modules for new features
can we automate workflows by using modules & classes?
53. avoid the perfection trap
too much perfection (six
sigma) can cause us to miss
big opportunities (kodak) and
avoid new ideas (unsolved
problems)
can we […] by […]
a 2006 Fortune assessment found that 91% of companies that had implemented lean six sigma, had failed to keep pace with the S&P 500 in the years after adopting the program
http://www.npr.org/sections/health-shots/2014/05/05/308349318/you-had-me-at-hello-the-science-behind-first-impressions
After the first word you speak, you can be assessed on 10 dimensions and will be measured with shocking consistency
Innovation can get stalled when people don’t know what to do
Innovation can get stalled when people give up too easily because they don’t know the next step
using answers (stories, specs, etc.) will only help you to do more of what you already know
using questions can help you try new things and be ahead of the curve
What we know is a liability as much as an asset.
Question where we are and how we’re doing it to figure out what’s next
Ask "what if" to find our hypothesis
Ask "how might we" to find a starting point
No learning for learnings sake.
Not, ”I saw this in a blog”
If you haven’t applied it and proven it, there is no definitive answer.
At the end of a sprint, the core question is not "what did we finish", it is "what did we learn"
Getting an answer of "no" is not the same thing as failure - it is a perfectly valid answer. The trick to a "no" is that it should probably result in a new question that has been refined by what we learned.
Failing forward
Ask more questions
Prioritize
Iterate
For each question you do (or don’t) answer, you may find yourself making several more.
This pattern allows you to keep going deep where warranted rather than just trying to keep moving along.
Ask more questions
Prioritize
Iterate
For each question you do (or don’t) answer, you may find yourself making several more.
This pattern allows you to keep going deep where warranted rather than just trying to keep moving along.
If the team plans growth, they can help each other grow
turn a few items into questions see how much learning is there
write retro items as questions - in the next retro, look at what answers (or new questions) have emerged
http://about.me/andrewpirkola
Mischel, Walter (2014-09-23). The Marshmallow Test: Mastering Self-Control (p. 184). Little, Brown and Company. Kindle Edition.
We've become experts at evaluating our ability to deliver. I've been in many a conversation about such metrics, or about these topics and there is one theme that never comes up.
What did people learn?
What skills are we developing?
Are we preparing the team to be able to do what we aspire for?