Author Archives: Steven Thomas

About Steven Thomas

Steven Thomas an independent Agile Programme Manager.

Side Bets and Sweeties in Organisational Change

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People don’t resist organizational change! – People resist being changed!

The Communication Toolbox

My current programme is using new, bespoke software to drive organisational change. So I need people to change what they’re doing. A lot of people. As a first step I need them to adopt our new software. So I am always looking for ways to push the software roll out. In an earlier post I described one approach we use for encouraging adoption: Foot in the Door Technique. In this post I look at two other methods – which we call "Side bets" and "Sweeties".
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Reinforcing Success in Products and Projects

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A fundamental military axiom is to reinforce success.

Reinforcing success is a strategic concept used in many areas of decision making and management. Originally a military doctrine, the term is also used in theories related to parenting, business and other fields. It is essentially a selection criterion, or a prioritizing principle. A course of action is selected from various options on the basis of previous results of similar actions. The basic idea is: if it works, keep doing it; if it doesn’t, don’t invest more in something that’s failing.

Wikipedia: Reinforcing Success

I believe businesses should apply this principle to projects, products and product features. So not surprisingly I apply this as a guiding principle in my own work as an agile programme manager.
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Requirements: State the Problem not the Solution

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We all do it. Even those of us, like myself, who should know better do it occasionally. But it is wrong. Or if "wrong" is too strong a word, then it is at least misguided.

What is it? It is the habit of stating a solution when we should be explaining the problem. This habit isn’t confined to a specific role; I’ve seen all members of the team do this … users, product managers, project managers, business analysts, technical architects, developers, user experience designers, testers, and management stakeholders.
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Case Study: Motivating a team using Agile practices

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A while ago I did some consultancy with an Israeli company that was kicking off a large, complicated and challenging project. They wanted advice on how to motivate the team so I looked in my toolkit – both Agile and general management – and suggested a few things.

It is worth emphasising that the company’s sole concern in this case, and the reason for my engagement, was "motivation" and not Agile per se.
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Two Types of Post Implementation Review

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Recently people at work have been asking my advice on how to run post implementation reviews of major programmes so I thought I’d write up my thoughts. I believe there are two types of post implementation review and I recommend doing both. The first type happens in Project Closure and the second happens after the project has finished, i.e. Post Project.
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Managers v Leaders: Are Managers Plodders and Leaders Cool?

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I consider myself a good manager and a passable leader. This should be okay but there is a certain anti-manager trend in the business world that is particularly prevalent in the Agile community. For example it has been common for Agilists to say "We don’t need no stinking managers " (Esther Derby: Rethinking Managers Relationship with Agile Teams).

It seems that leaders are somehow more cool than managers. Conventional wisdom says "Managers do things right; Leaders do the right things" (Buckingham & Coffman, 2001). And Jim Highsmith (2009), one of the Agile gurus, makes it clear that Leader = Agile and Manager = Non-Agile. Ouch.

Agile leaders lead teams, non-agile ones manage tasks.

Highsmith (2009) cited by Scrum Expert

All of which makes self-labelling as a "manager", particularly an "Agile manager", rather risky. But before I go off to find a job as a leader, for which I’m possibly under qualified, I thought I’d take a look at the differences between leaders and managers and assess whether common wisdom is, after all, very wise at all. To do that I’ll outline what a couple of other people say about managers and leaders and how that marries up with my own view.
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Foot in the Door Technique

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My four year old daughter is an master social psychologist, or just a natural manipulator. Here’s an example:

Daughter: Can I go over to Lilia’s house to play?

Dad: Sure

… some time latter …

Daughter: Can I stay for a sleep over?

Dad: Um, I guess so.

My daughter doesn’t know it but she is using what social psychologists call the "foot-in-the-door" technique (Brehm & Kassin, 1993). The same technique is applicable when rolling out new software.
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Declaration of Interdependence

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In 2004 some people met to define what agile project management should mean. In February 2005 they published a statement called the “Declaration of Interdependence” (DOI). According to David Anderson (Kanban and the DOI), one of the signatories, the intent was to:

  • define a value system by which modern 21st Century project managers should live and
  • galvanise a community around general application of agile project management

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Putting all your eggs in one basket

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A common English phrase is:

Don’t put all your eggs in one basket

English proverb

This is sensible advice and is really suggesting a risk mitigation strategy (see Risk Management). The proverb, fairly obviously, means don’t put all your resources (money, time, energy) into the same activity, just in case that activity fails. Or, put another way, avoid single points of failure. Or, to use another common phrase, keeping your options open.

This advice applies in many situations and at many levels. For example:

  • Royal succession
  • Personal investments
  • Infrastructure
  • Portfolio management
  • Programme or Project contingency
  • Technical design

The Royals apply this advice in their efforts to have an "heir and a spare" to ensure succession.
At a more mundane level a sensible share portfolio has diverse investments to reduce the risk of failure of any one.

As my main interest is programmes, portfolios and projects I’ll concentrate on the last examples.
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Migrated site and blog to WordPress

Aside

I have moved the website and blog from Joomla to WordPress. WordPress is simpler, with a cleaner user interface, yet has better functionality out-of-the-box. Apologies if anybody has any bookmarks which are now broken.