March 03, 2013

How to improve the relations within our family and contribute to the development of our children using agile?

@Agile family & Kids : it’s all in the agile kids Book.

It’s a modern world, we are living in a modern family; we have tons of tasks to complete, parents working long hours, and we don’t have as much time to talk to one another as we used to. We find ourselves using our most valuable time with our kids an family nagging over tasks, and actually that almost all we talk about. In nearly every family it exists in one way or another and every family chooses their way to deal with the issue. Anger, punishments, benefits, and performing our children tasks ourselves just to avoid that annoying tension of arguing with the kids over that.
 

What happened to a healthy dialog with my kids?  Will he ever tell me what bother him when all we do is talking about un finished tasks and chores? What happened to help him grow up as self organized healthy individuals?
Focusing on chores and on what went wrong, distract us from the really important issues. Our children .

So how agile can help us with that?

Operating agile practices with your family at home, is not just another neat and practical way of getting our family and kids tasks done. It is most about creating a healthy family dialog hart bit in an easy, practical and intuitive way. And it’s a great and easy way for learning and reaching kids empowerment.

The family state of mind affect your children outside world  as well. We believe that the family is a micro social environment of the outside world, through which we learn behavioral patterns. So by learning some agile techniques at home with our family we get to acquire important and vital tools to later use in “the outside world”.

So , use Agile at home as a mean to:

·         Teach healthy communication

·         Clean out all the tasks noise, and start getting things done

·         Elevate self-motivation  and Reach empowerment

·         Elevate improvement culture and learning. 

How do we do all of that?
Create  visibility. Visibility in turn creates security and control.
 
When we place our daily tasks on the board, we create visibility, that enables us to relate to each and every task. This creates balance. We don’t just relate to the problematic tasks that are stressing us out at that very instant, we relate to all of them.  For example, we need to brush our teeth NOW!, so that’s the only task we’ll talk and think about. 
Of course we use the task board at home as a way of managing the family tasks (which need to be done) , but it is not only about managing our daily tasks and chores as a family. It is also a good incentive for a family to start discussing those annoying tasks you never get around to doing, and more. The task board is just a tool, a tool that sets the discussion context.

Initiate the family dialog: We gather every day to talk about those tasks
We use a daily family gathering when we talk about tasks to create a period of quality time, where we can talk and be heard.
Talking about the tasks has a magical effect on the kids, sometimes just due to the fact that we dedicated time to talk about what’s going on with them at home, most importantly, because we, the parents, set aside time just to talk to them. Listening to the children is vital to succeed. Listening to what they have to say about their tasks during the daily meetings, giving them a place to be heard and to express them. When I speak, I’m learning and developing. When people listen to me and react to what I say, that strengthens the learning a thousand fold.
Even if it’s just 10 minutes, they are very efficient 10 minutes.

The daily meetings and the order they bring to the house, send out a message. A message of doing, of support from others when I get stuck. A message of ‘getting things done’.

Easy way to clearly set challenges and get things done.
It’s not the delivery of the house chores and kids tasks that matter (well, OK, they do, but they are not the goal), it is the ability of the child and family to understand the goals, to get feedback, to make mistakes and correct.
Our children put up everything on the board. They see what they are up against. It isn’t a vague in their heads. It is there, and belongs to them. They can see what is more and less important, it gives them a sense of control, reduces the confusion and leads them to succeed on doing. They can also see their progress.
Each child chooses their own tasks, and moves forwards at their own pace. The board belongs to the family, and each has his own tasks. We can also see where we can move forwards. We see others’ successes and failures, and the children talk to the parents during the daily or weekly meetings, and they learn from their experiences. When things are clear, it’s easier to improve. When we and our child know what’s expected from us, we will be able to complete the tasks and track our results. Defining the tasks with the child and placing them on the task board in plain sight will do the trick.
We are training our children to divide our tasks into doable actions. We are showing them the way. How a task is created, what happens during the progression, and how it ends? We experience successes (because we completed tasks), we saw the way, and we learned how to accomplish this.

We Focus on the important & Challenges . This way, instead of dealing with things that aren’t getting done, we focus on what’s really important, and have time to learn new skills.
 
We lead the way towards continues improvement mindset
By gathering every day and talk about our tasks we get to learn from our experience. In addition, the family will gather at the end of each week to retrospect over the last week performance. They will also plan the next week ahead and will be proud of what they achieved. I don’t have the space here to present all the details, but this cycle of communication that includes plan ahead ; look at yourself every day ; show your outcome ; retrospect and learn , it’s a significant  heartbeat  encourage feedback and lead to growth.
We help increase the Feeling of Success
Children don’t always know how to divide their assignments into tasks, and some learn slower and some learn faster. What’s important is the feeling of success. They don’t need large rewards to feel they were successful - all they need is a smile and to succeed at a small task. That’s enough for them.
The children aren’t just following instructions; they are also active participants, so it’s much easier to improve.  They don’t just talk about it, or are told that they have succeeded - they have tasks in front of their eyes that moved from one side of the board (‘To do’) to the other (‘Done’). And they were the ones doing the moving. It’s amazing how much this visible evidence of success delights them.
The more colorful and full the board is, the more they feel successful. Add to this the fact that we, the parents, are also there, seeing the effort and results, talking about it, showing our children how proud we are.
The task board creates a feeling of involvement. We are the ones building the board, and we are the ones using the tool to bring about change. Sometimes this is exactly why we recommend that you start by putting tasks on the board that are likely to be completed successfully. If your child is having a hard time at math, don’t start with that task. Start with something simple, like brushing their teeth every night. Build on that success, so that you can deal with the harder tasks later on.
If at first you don’t succeed, try again. Learn what did and didn’t work. Appreciate the effort and communication what you gain on your journey. The fact that it didn’t work the first time isn’t a reason not to try again.

We lead to Empowerment – Now this is a big issue and a very important one…
In one sentence, we can define empowerment as a process where the one with power (that’ll be you, the parent) gives up some of his power for another (your children), and at the same time he also maintains his limits and authority. This way BOTH sides grow and gain in strength. In fact, we change from a position of no control, to a position of relative control.
The empowerment process strengthens the self-confidence of the one being empowered, in his ability to function, make decisions and complete tasks. We will gain empowerment when the individual feels he can make his own mind, be part of something important, and gain the autonomy to choose, get healthy feedback and change accordingly.
And how do we do it?
Sometimes it’s much easier for us to tell our kids what to do, rather than let them decide for themselves. When to tidy their room, what’s wrong - instead of telling them how fantastic they are. Instead of feeling success, they just feel failure. When you come home, and just complain about the tasks they didn’t do, you don’t compliment them on the tasks they DID do.
Sometimes, it’s enough to strengthen the feeling of success to create the seeds of empowerment. In fact, from all the components of empowerment, the feeling of success is in my opinion the most important.
Setting these small goals, even from a young age, and enabling the child to see and choose their own tasks, is a big step towards empowerment. The ability, to place his own tasks and make his own decisions, is very important, and contributes a lot to his sense of ability and worth. It’s true that we, as parents, will place the limits, and ensure that tasks such as ‘only eat candy’ won’t be on the board, but within those limits - the child makes all the choices. The task board visibility enables control. Control strengthens our feeling of being capable. When we feel in control, even of something small, with time we can leverage that feeling to our weaker areas as well.

The family retrospective session enables forwards visibility, which gives children and us parents, a sense of security. The situation becomes less vague and enables the children to function and make decisions with more certainty. When I know that Daddy will be coming home late all next week, I can plan tasks just for us, or with Mummy, or understand why Daddy isn’t reading me a bedtime story.
 
It’s very important to use the board to create options to choose from, and discuss those options. There are many tasks on the board, and I can choose what to do. I am with my parents, and I discuss my choices with them. Standing in front of the board and telling your children what they are going to do next miss the whole point of Agile! You need to ask and guide your children. The task board is an excellent tool for this, as it focuses the conversation, and places all open issues in front of everybody, without singling out a specific family member or task as problematic.

We leads to better learning:
People learn best when they participate in activities that are perceived to be useful in real life and are culturally relevant. Practicing Agile at home, going over relevant day to day tasks, like the Morning Routine, or the Evening Routine, makes a good base from which to build other learning activities. These are highly relevant to the child’s day to day life and can be a good infrastructure to other learning activities along the way, which is also one of the reasons that it works so well at home.
The whole family takes part in the daily meetings. Experience the decision-taking process together. Learning is primarily a social activity.  Agile is primarily a social and team activity. The children have a chance to practice their social skills in safety before they go out into the real word. The family acts as a safe zone where kids can learn social activities and then to "try" them on in the real world.
We gather as a family, we learn to talk, to present ourselves, we learn to retrospect and we learn to interact with dignity and empowerment. The children learn very fast to introduce themselves, talk about what they did the day before, what they did today, and what they intend to do. They learn to focus on what’s important, and make decisions accordingly . And … The discussion itself enables growth.
Learning requires the active and constructive involvement of the learner. And we do just that in agile.We encourage the active participation of your kid in the daily gathering. They are the ones actively assigning, moving and taking ownership over tasks.
No one can stay passive.
The state of mind and messages that come from the family and the house affect your children outside world  as well
We believe that the family is a micro social environment of the outside world, through which we learn behavioral patterns.
For example, a singer’s son can become a singer with less effort than others. It’s not just the voice - you have to think like an artist as well, to know how to express your feelings, create, and so on, which is something that the child is immersed in at home every day. The same goes for doctors, or business people.
Now, just imagine that you immerse your children in empowerment. Every day, things that come naturally to them, will affect them in the future. Everyone agrees that it doesn’t matter HOW you raise your kids, it affects them a whole lot more than any courses they might take in the future. So isn’t it in our best interests to make sure they get confidence, empowerment, and the ability to follow tasks through?
Hugging and kissing ARE important. Without that, any improvement that you achieve will be temporary. This is not agile, this is parenting.
And … Agile is fun! Don’t forget to have fun along the way! Fun is always the best way leads to empowerment, learning and capability feeling.

Read more :
Resources:
Blanchard, Kenneth H., John P. Carlos, and Alan Randolph. Empowerment Takes More than a Minute. San Francisco: Berrett-Koehler, 1996. Print.
Stewart, Aileen Mitchell. Empowering People (Institute of Management). Pitman. London: Financial Times Management, 1994. Print.
Thomas, K. W. and Velthouse, B. A. (1990) Cognitive Elements of Empowerment: An 'Interpretive' Model of Intrinsic Task Motivation. Academy of Management Review, Vol 15, No. 4, 666-681.
Wilkinson, A. 1998. Empowerment: theory and practice. Personnel Review. [online]. Vol. 27, No. 1, 40-56. Accessed February 16, 2004.
Toyota Production System: Beyond Large-scale Production, Taiichi Ohno

 

February 22, 2013

Futurespective: “To-do & Not to do” these are the action items to get things done.

Futurespective is an incredibly positive perspective approach to get things done!
Not a lot of people are familiar with this method, although I personally find it to be one of my favorites.
I was introduced to this method a few years ago when I was wondering if I should take on a project or not, and I had to weigh the pros and cons, trying to figure out what I should do.
Usually when I start a personal coach or a team coach, I try to give the team/person a sense of control over the expected process and progress during the first few sessions, and to detect the gains and pains that the team or the person can use or over come in order to reach the project goals. It is also in my interest to set the team/person scoped into things he needs to attend that are directly related to the goal a head.
Futurespective can be a fantastic tool to serve this purpose (although we can use it for a lot more than that). It gives a good sense of control over the issues ahead and leads to practical action to enable better goals achievement.
Before we start
Some assumptions:
·         We assume that we have a team (or a person) with common interests and goals that they all want to achieve.
·         We assume that we are aware what project goals we need to achieve.
**Prepare sticky notes and a white board. After all, getting things done has a lot to do with visualization.
Let’s get practical:
 
1.       Ask the team to imagine a journey into the future where they are at the point of reaching their goals. Ask them to describe how this future looks like. What were the success factors that lead them to the point of success?  
**Tell them to ignore the execution phase for now. Give positive feedback and encourage the group to continue – don’t judge the ideas or the people!
 
a.       Write each success factor on a sticky note, and stick it on the board.
 
b.      Summary this session by understanding the factors that helped us get to this stage.
 
2.       Second phase: Ask the team to imagine they are at the point where they didn’t reach the goals.
The second phase may be the most important one in terms of making a point.
Why? What happened?
**Don’t get into solutions now.
a.       Write each unsuccess factor on a sticky note, and stick it to the board.

**Now you have a list of issues to do and not to do.
3.        Ask the team to look at the board.
 

 
a.       The ‘Goal Reached’ side of the board contains those issues we wish to keep.
These aren’t just issues; they can be policies, behaviors and rules. Following these may lead us to a better end. Keep this list visible. 
b.      The ‘Goal NOT Reached’ side of the board are those issues we wish to avoid, overcome, or deal with, a long time before they come happen.
 
4.       Draw action items: Ask the team/person to draw action items to keep/ avoid/deal. We can translate main pains and gains to action items as our backlog.
a.       Draw 1-3 actions items that need to be handled immediately, or assign team members to take those action items.
** Action items can be, for instance, create a list of policies, to avoid x and Y , to deal with issues and whatever.
5.       Now, all you have to do is just place your action items on your backlog and To-do list.
The techniques can be used for a lot of personal and professional issues. It can be used for example just before we initiate a new project, or just before we begin a personal journey; new work ; changes in life ; with our kids; just before a major turn over (new class, new year) and whatever we wish to tackle a head.
And as always, don’t forget to have fun while doing it.
 
 

February 09, 2013

Getting things done with user stories As actor stories.


By now you know that Agile isn’t restricted to software development. Neither are user stories. They can be used for personal goals setting or team work agenda outside the IT industry.

** In this post, when I am referring to a ‘team’ it may also be relevant to an individual applying agile.
 A user story is defined as a card with a short description of the users’ desired outcome, leading to a practical outcome, which is completed in a relatively short period of time.
User stories are simple, and provide small doable chunks of the whole project that need to be delivered. It makes sense what is expected out of it.
A user story is then divided into a list of practical tasks – ‘done’ or ‘not done’. Completing them completes the entire user story.
So basically, the concept of a user story can be used anywhere. We just need to understand the principle behind a user story, removing the whole ‘software development process’ for a while.
Think about the user story as a ‘goal’, and then add actors and an expected outcome that brings value to that actor. Now you can easily get things done faster and related to the initial intent (the actor desired outcome)
What is a user? A user can be anyone that is interested in an outcome, and requested it. It can be a student, a mother, a customer – anyone, anywhere. We’ll call the user an ‘Actor’ for now.
Let’s take an example from day-to-day life– baking a cake. Yes, ‘baking’ as in baking, and ‘cake’ as in cake. No metaphors involved.

This is taken from a conversation with a colleague:
  • Who needs this cake?
  • My mom. It’s her birthday tomorrow.

  • What kind of cake?
  • Well, it is her birthday, so it should be a special cake.

  • What does your mother think a special cake is?
  • I think she’d appreciate a cranberry cake.

  • hat kind of cranberry cake?
  • Wow, well, three layers. With tons of chocolate as well. She’d love that, and you know, she would appreciate the attention.

So my actor (user) story is: Bake a special, 3-layer, chocolate covered cranberry cake. Want to guess the definition of done? J
The user story is broken down into tasks – like so:
  • The ingredients
  • The recipe
  • The baking process

In the high-tech industry It is the product owner’s responsibility to create user stories so we can start working. But again , product owner is  just a role , of course, anyone can write them, as long as the ‘product owner’ is involved and approves.
Actor  stories can be written on a note or sticky notes and be ordered on a wall according to their importance to perform.

Actor story format should reflect the fact that we need to get inside the actors’ head, walk the path they will take, and set our goals accordingly.
In software development, user stories are treated more like goals. User story formatting changes according to the business needs at the time, but the principles of keeping track of whether our user story is “ready” are pretty much the same.

There are many debates about how a user story should be written. I don’t think that our goal is necessarily sticking to a certain format. Our goal is to follow the actor as he walks through the process, and understanding his needs. That will lead to a successful completion of the user/actor story.
So our thinking guidelines should be along these lines:
As an ‘Actor’ I would like ‘What’ so I can ‘Why’
For example: As a ‘Student’(Actor), I would like (What) ‘to be able to write in my textbooks’ (Why) so I can ‘avoid copying everything from my notes’.
Of course, not all Actor stories need to be formatted this way. You only need to be sure that the outcome is clear and we know what is expected. Remember, this isn’t a software development story so we may vary in the way we define it. But, we do need rules to define how we work with Actor stories, define them, and follow them.
The Actor story should be (Bill Wake):

  • I – Independent – so we can start and finish it completely as an item with independent value. We can also schedule and implement them in any order.
  •  N – Negotiable- it’s not a definite explicit call for order and command. It’s something we should talk about. It does not have to be detailed as long as we know the intent.
  • V – Valuable- reflects that value to the relevant ‘Actor’. It should include all the information to hold an end to end value.
  • E – Estimable – can estimate the effort to make it done, not in great detail, but enough to size it.
  • S – Small – small enough to complete it in a reasonable time. Usually no more than a week’s work.
  • T – Testable – We can verify that it is what we aimed to achieve, which is why every story should include a definition of done.

An Actor story can be split into smaller Actor stories, if they are too large, or the Definition Of Done is too big to achieve in relatively short time frame, or if the Actor story has more than one value to it, and so on.

Actor story - Definition Of Done :
Every story needs an ending. We aren’t telepathic – we don’t know what’s expected from us. We have to be told ‘this is when the story is done’. Every task or assignment needs to have some kind of a boundary that defines it as being done.
I’ve managed teams myself in the post, and I know that sometimes you need to be very specific, making sure that stories’ Definition of Done is clear.
It’s the team role to understand the story, as after all, it’s their job to deliver and perform.
A  good Definition of Done is one that is specific enough to understand what results are expected, and has rules, boundaries and surroundings to make sure that things get done.
For a good Definition of Done, ask yourself:
What is expected from us to show at the end of this Actor story?
How am I going to carry out this Actor story?

For example:
The Actor story is:
As a school principle I would like to understand what is the school teachers’ pain in their day to day activities with special kids so we will be able to present it to the board of committee.
What does ‘research teacher pains’ mean?
Does the outcome have to be a research?
Do we need to present our school view over the matter?
What will we see at the end when this user story is done?
Talk it over, understand what is expected.
 Remember: communication is a key.



Actor story information – the card:
Visualize your actor story on the board. When you can see it, you can address it and the probability of getting it done is higher.
How do we visualize an actor story?  Well, we can do it in several ways.

  • The Actor Story card usually contains : The subject.
  • It also contains the goal or “As an ”Actor” I would like “What” so I can ”why” .
  • Estimation/Size if needed.
  • Owner.
  • Due date if needed.
  • Priority – or ordered on the board according to the order of work.
  • Remaining effort vs. planned effort.
Remember – on one hand, the information needs to be presented clearly, so we can understand what we need to do, who and why, just by glancing at the card. On the other hand, you don’t want to swamp team members or yourself with too much information. Keep in mind that the team or you , gathers around the board every day so we want them to look at the cards and quickly understand them.

(Between you and me - it doesn’t matter. The main thing is that the user stories are visible, and that the team sees their name on the boards, and understands what they need to do. )
Other than the team, no one needs to understand the board, so put up the cards that make the most sense to you.





Ready Actor story:
A ready story is a statement where we know that or the team can start work on this story. It is a list of criteria that announces that this story is ready for work. It is a story written in a way where the team understands the expected outcome, negotiated around the story, and the Definition Of Done is clear. The principle is to be able to define and follow those ready criteria, understanding that eventually it will help the team to perform it better, faster and cheaper according to the value expected.
Each organization and related product defines ready above what mentioned before differently and add data to it differently.
There may be projects where stories require a sketch, or a sort of budget approval, or some other data before it can be considered ready.
Actor stories should be ready two sprints in advance, to allow the team to visualize their detailed scope in advance, understand what is expected in the context of what they are doing and see the big picture.

Ordering  an Actor story :
We’ll talk about it more when we deal with planning the sprint but to make it short and simple, Actor stories should be ordered according to the value they give. If you feel that everything is vital and super important at the same time (which never happens), just let the team pick up whatever they think they should complete first.
You can easily maintain a stack of ordered Actor stories by moving the cards around in the stack as appropriate. 



Accepting Actor stories.
Actor story should start and end within each sprint. Therefore, it is best to plan the strategic of having all of those stories accepted during the sprint. The best strategy will be to work on one thing at a time according to the team capabilities.
During the sprint, when the team completes each user story, the Product Owner has to accept them. This means that the team achieved the Definition of Done, and the product owner read and accepted the user story.





To sum this up :
  • A user story may be used outside the IT industry, and we suggest to refer to is as an Actor story.
  • An actor story is a card with a short description over the outcome desired from the eyes of the actor, leading to a practical outcome completed in a relatively short period of time.
  • Actor story format should reflect getting inside the ‘Actor’ shoes, walk the walk and set the goal.
  • It better be SMART.
  • Actor story should hold a definition of done (DOD) one that is specific enough to understand what results are expected.
  • Order  your stories. You can just order them on the board according to the order of value given.
  • Visualize the Actor stories on the board.
  • The Actor story card on the board should hold just enough information for the team to understand .
  • Make sure to have “ready” stories two sprints a head: a list of criteria announcing this story is ready for work.
  • Work on one user story at a time.
  • Accept stories during the sprint.

References :
Mike Cohn, "User Stories Applied", 2004, Addison Wesley, ISBN 0-321-20568-5
Mike Cohn: Agile Estimating and Planning, 2006, Prentice Hall, ISBN 0-13-147941-5