RailsWayCon 2010 Coding Dojo Tokonoma and Mission

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Michael Mahlberg

Business Entertainment & Humor

There are 100 closed Doors & 100 Monkeys

The ﬁrst monkey goes through all doors and
opens them

The second monkey goes through every 2nd
(starting with nr 2) door, and changes it (open
when closed, close when open)

The third monkey touches every 3rd (start with
nr 3) door

2

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More from Michael Mahlberg

Was, wenn der Prozess, in den man sich verliebt hat, nicht zur Organisation passt? Unternehmen umbauen? Prozess zurechtbiegen? Vernunftehe führen? Unreflektierte Nutzung des “bildhübschen Scrum” führt oft zu Kündigungswellen, Unzufriedenheit und Burn-out, ohne die erhoffte Glückseligkeit. Muss das so sein? Scrum ist manchmal die “passende Lösung” – aber kaum jemand beschreibt die Bedingungen dazu und es gibt wenig Aussagen darüber, wie man handeln könnte, wenn die Bedingungen nicht passen. Deswegen versuchen wir das mal.

Process-Tinder – Wenn ich mich nur nach den schönen Bildern entscheide…

Process-Tinder – Wenn ich mich nur nach den schönen Bildern entscheide…

Process-Tinder – Wenn ich mich nur nach den schönen Bildern entscheide…

Michael Mahlberg

Dürfen wir jetzt nicht mehr auf Lean gucken, nur weil die Kanban University den Begriff gestrichen hat? Wir meinen: Doch, gerade… Gerade die Wurzeln der Kanban Methode mit ihrem starken Fokus auf Change-Management und Empowerment liegen in der Arbeit von W. Edwards Deming und Tahichi Ohno – vielfach bekannt als TPS (Toyota Produktion System) oder ‚Lean‘. Will man die Kanban Methode wirklich für mehr benutzen, als nur Zettel über die Wand zu schieben, ist ein Blick auf auf Lean nicht nur hilfreich, sondern eigentlich unvermeidlich. Gerade aus ‚dem Lean‘ kommen viele der Ansätze wie - das Visual Management (als Ansatz zum Empowerment ), - die Improvement Kata (als Führungsmethode), - das Jidoka Konzept (das den Menschen über die Maschine stellt), und viele andere Change-Ideen, die wir in diesem Talk vorstellen und in den Kontext aktueller Change Ansätze (wie der Kanban-Methode, Scrum, SAFe, etc :-p ) bringen.

Was ist aus dem L-Wort (in Lean Kanban) geworden?

Was ist aus dem L-Wort (in Lean Kanban) geworden?

Was ist aus dem L-Wort (in Lean Kanban) geworden?

Michael Mahlberg

Jira ist für viele Kanbanista und Agilisten ein rotes Tuch – aber ist wirklich Jira das Problem? Und wie kann man Leiden mindern? Agile Konferenzen, Blogs, Twitter - wo auch immer Lean- und Agile-Leute zusammenkommen, ist es ein Leichtes, einen Tumult bei dem die Emotionen hochgehen zu entfachen, wenn man Jira auch nur erwähnt. Aber warum gibt es immer eine so starke Reaktion? Liegt es an der Qualität des Tools? Michael Mahlbergs Erfahrung nach nicht. Das Problem liegt in der tatsächlichen Umsetzung in vielen Organisationen und - um fair zu sein - ähnliche Punkte könnte man auch bei anderen Tools anführen. Dieser Vortrag wird sich mit den systemischen, soziologischen und organisatorischen Problemen befassen, die (einige) von uns jedes Mal zusammenzucken lassen, wenn wir hören, dass unsere Kunden Jira verwenden. Und er wird zeigen, wie man mit diesen Problemen umgehen kann!

Immer Ärger mit Jira - LWIPCGN#118 (2021)

Immer Ärger mit Jira - LWIPCGN#118 (2021)

Immer Ärger mit Jira - LWIPCGN#118 (2021)

Michael Mahlberg

Continuous Integration has become synonymous with CI-Servers and the concept of CI/CD-Pipelines. Unfortunately, you can have continuous delivery without continuous integration. Just as you can check in directly to 'production' without having trunk-based development. (And shouldn't trunk-based development should be called master based development nowadays?). This session aims to debunk several misconceptions about good engineering practices and proposes some ways to get from cargo-cult agile (aka in-name-only-agile) to tangible results today.

Continuous Integration - I Don't Think That Word Means What You Think It Means

Continuous Integration - I Don't Think That Word Means What You Think It Means

Continuous Integration - I Don't Think That Word Means What You Think It Means

Michael Mahlberg

Der “Lean Decision Filter” von Kanban sagt eher “Value creation vor Flow” (und Flow vor der Eliminierung von Verschwendung). In Summe ermöglichen die sechs Prinzipien und sechs Praktiken weitaus mehr als nur Flow-Optimierung. Vor allem Change! “Der primäre Grund, Kanban –oder besser: die Kanban Methode– anzuwenden ist Change Management. Alles andere ist dem untergeordnet.“ Wenn man diesem Zitat aus David Andersons 2010er Buch folgt, wird deutlich, dass Kanban für viel mehr eingesetzt werden kann, als nur für das Auffinden von Bottlenecks und Flussoptimierung. Gerade wenn man noch mal auf die Ursprünge im Lean Manufacturing guckt und die “6 x 6” (6 Praktiken und 6 Prinzipien) mit dem Filter “Was würde das aus einer ‘Lean’ Sicht bedeuten” zeigt sich deutlich, das Change-Management und kultureller Wandel zentrale Themen der Kanban Methode sind. So ist es auch nicht verwunderlich, dass die Regel “Value > Flow > Waste Elimination” jetzt mit dem Kanban Maturity Model und dem erneuten Fokus auf die Kanban Linsen nach vielen Jahren als “Lean Decision Filter” wieder einen prominenten Platz auf dem KMM-Culture-Poster gefunden hat. In diesem Talk gucken wir uns ein bisschen mehr von den Aspekten an, die die Kanban-Methode von einem einfachen Anwenden der Theory of Constraints aus den 1980ern mit dem reinen Fokus auf Flussoptimierung unterscheidet und den Change-Gedanken in den Fokus rücken.

Flow – DAS Ziel von Kanban?

Flow – DAS Ziel von Kanban?

Flow – DAS Ziel von Kanban?

Michael Mahlberg

"Anforderung = Story", stimmt das? Das Konzept der User Story scheint fest etabliert – als Anforderungsdokument, als Schätzgrundlage und als oft einzige Möglichkeit mit Anforderungen umzugehen. Der Ursprung des Konzepts Story hat viel mehr mit dem Vorgehen als mit dem Format einer Anforderung zu tun. Die noch in XP-Zeiten beschriebenen Phasen Card, Conversation und Confirmation (kurz CCC) beschreiben dabei viel mehr als nur die Entstehung einer Anforderung. In dieser Session werden die ursprünglichen Ideen hinter dem Konzept "Story" deutlich und wir durchleben verschiedene Ansätze, auch heute wieder gemeinsam sinnvoll(er) – im agilen Sinn – mit Anforderungen umzugehen.

What's in a Story? Drei Ansätze, um mit Anforderungen gemeinsam erfolgreich z...

What's in a Story? Drei Ansätze, um mit Anforderungen gemeinsam erfolgreich z...

What's in a Story? Drei Ansätze, um mit Anforderungen gemeinsam erfolgreich z...

Michael Mahlberg

Als das 'Manifest für agile Softwareentwicklung' 2001 geschrieben wurde, war es ein Zeitzeuge für eine Aufbruchsstimmung hin zu mehr Entscheidungskompetenz and den Stellen, an denen die Entscheidungen auch umgesetzt werden. Für die Aussenwelt wurde damit ein Wandel sichtbar, der schon Jahre vorher begonnen hatte und erfolgreiche Projekte gekennzeichnet hat. Mittlerweile aber hat sich ein stark vereinfachtes 'Agile' gerade im Umfeld großer Unternehmen zu einem Treiber für Stress und Frustration bis hin zur inneren Kündigung und zum Burnout entwickelt. Besonders trifft dies Funktionen, die Teamübergreifend agieren sollen und mit den (scheinbaren?) Widersprüche zwischen Selbstorganisation und Wohl der ganzen Unternehmung konfrontiert werden. In diesem Vortrag werden persönliche und organisatorische Ansätze gezeigt um diese Situation anzugehen und differenziert mit den Thema Agilität und Selbstorganisation im Konzern umzugehen.

Lwipcgn#110 2020-die agilekeuleueberleben

Lwipcgn#110 2020-die agilekeuleueberleben

Lwipcgn#110 2020-die agilekeuleueberleben

Michael Mahlberg

Agile conferences, blogs, twitter – wherever lean and agile people come together it is easy to stir up a tumult with emotions running high just by mentioning Jira. But why is there always such a strong reaction? Is it the quality of the tool? Not in my experience. The problem lies in the actual adoption in many organizations and – to be fair –similar points could be made about other tools as well. This talk will look into the systemic, sociological and organizational issues that make (some) of us wince each time we hear that our clients use Jira. And it will show how to deal with these issues! This is not meant to be a Jira bashing session, but a talk that aims to provide actual guidance for all agile initiatives challenged with centrally administered systems. After this talk participants will know (more) about - A better –and more objective– understanding on why so many people in the lean and agile communities object the usage of Jira - Some Approaches to succeeding with lean and agile initiatives despite centrally administered ticketing systems like the one mentioned in the title

The Trouble with Jira – TAG 2019

The Trouble with Jira – TAG 2019

The Trouble with Jira – TAG 2019

Michael Mahlberg

Michael Mahlberg - Leichtgewichtige Kanban-Metriken auf der LKCE 2018

Michael Mahlberg - Leichtgewichtige Kanban-Metriken auf der LKCE 2018

Michael Mahlberg - Leichtgewichtige Kanban-Metriken auf der LKCE 2018

Michael Mahlberg

Coaching – as the name implies – is an important part of the work of every Kanban or Agile coach. It also has different connotations in other areas of life. Professional coaches are primarily trained to facilitate people in growing their potential for problem solving and finding their own solutions. To a certain extend that also applies to sports and executive coaching – extended by domain area knowledge. A huge part of these approaches – be it from systemic coaching, solution focused coaching or even professional sports coaching – are also applicable for coaching in the context of Kanban initiatives. In this talk Michael Mahlberg provides an overview on different stances towards interaction: from consulting through teaching and mentoring to coaching. He shows how the conscious application of these stances and their related tools, like different questioning models for the coaching or mentoring stances, can make a huge difference. Especially in supporting the self-organization on Kanban or Agile change efforts. After this talk participants will walk away with new ideas on how to use different stances of interaction in their day to day work and find hopefully even inspiration which of their coaching toolsets they would like to enhance.

Stances of Coaching - OOP2018

Stances of Coaching - OOP2018

Stances of Coaching - OOP2018

Michael Mahlberg

[Originally held at Topconf Düsseldorf October 2017] Your agile process has become boring or ineffective? Those discussions about user stories have become old? That burn down chart that once provided guidance has become dull? We could go on about things that might have taken a turn for worse in some agile projects and will do so in this short talk. We will not only shed some light on those practices and their place in Agile environments, but also – and more importantly – introduce some alternatives that are still absolutely in line with agile processes (e.g. Scrum) and the agile mindset. Why the title? Well, that is a hat-tip to Scrum. One of the things that changed in the 2016 edition of the Scrum Guide was that the term "ceremony" has been replaced with "event" – reflecting a significant mind-shift and subtly hinting at the issues with cargo-cult agile. https://www.topconf.com/conference//duesseldorf-2017/talk/from-ceremonies-to-events-reducing-cargo-cult-and-improving-efficiency/

From ceremonies to events

From ceremonies to events

From ceremonies to events

Michael Mahlberg

Seit die Product Owner zu den Rettern des Projektes geworden sind, verlangt „die ganze Welt“ von ihnen, dass sie ohne genaue Aufgabendefinition (längst wird der Begriff ja auch außerhalb der Scrum-Welt benutzt) aufgrund diffus beschriebener Fähigkeiten Anforderungen auf magische Art mit allen Stakeholdern friedlich abgestimmt bekommen, sie den Umsetzern wie mit dem Nürnberger Trichter verständlich machen und nebenbei noch das Releasemanagement mit erledigen. Aber wo ist der Werkzeugkasten dafür? Ein Survival-Toolkit, das links und rechts der reinen Software-Welt Tools vom Morphologischen Kasten über Systemisches Konsensieren bis hin zur Deckungsbeitragsrechnung beleuchtet, wird in dieser Session feil geboten. Dass Kernthemen wie Story-Mapping, Backlog-Pflege, Buy-a-Feature, CCC dabei ebenfalls einsortiert werden, versteht sich von selber.

The Product Owner's Survival Kit - ein Überblick [DE]

The Product Owner's Survival Kit - ein Überblick [DE]

The Product Owner's Survival Kit - ein Überblick [DE]

Michael Mahlberg

What coaching stances can do for you in Kanban settings...

What coaching stances can do for you in Kanban settings...

What coaching stances can do for you in Kanban settings...

Michael Mahlberg

A3 thinking - background, process and examples

A3 thinking - background, process and examples

A3 thinking - background, process and examples

Michael Mahlberg

Lws cologne leansoftwaredevelopment

Lws cologne leansoftwaredevelopment

Lws cologne leansoftwaredevelopment

Michael Mahlberg

Team models-t4 at2015

Team models-t4 at2015

Team models-t4 at2015

Michael Mahlberg

Je häufiger und länger IT-Systeme geändert oder erweitert werden, desto teurer und riskanter wird ihre Wartung und Weiterentwicklung – weil ihre Architektur immer mehr degradiert. Der Grund: Wartungsprojekte investieren zu wenig in architekturelle Verbesserung. Als Abhilfe stellen wir Ihnen einige praxistaugliche methodische Werkzeuge aus Ökonomie und Software-Engineering vor, mit denen Sie Manager vom ökonomischen Sinn kontinuierlicher Architekturverbesserung überzeugen können – und Techniker in die Lage versetzen, diese erfolgreich durchzuführen.

Ökonomie und Architektur als effektives Duo

Ökonomie und Architektur als effektives Duo

Ökonomie und Architektur als effektives Duo

Michael Mahlberg

Arbeitsorga2014 06-25-welcher hammer-handout

Arbeitsorga2014 06-25-welcher hammer-handout

Arbeitsorga2014 06-25-welcher hammer-handout

Michael Mahlberg

More and more new words come up in the context of Agile, now that Agile itself has "crossed the chasm" and is accepted as the de-facto standard of software development. But even though a lot of these new terms fit under the Agile umbrella as defined in the "Agile Manifesto" it is sometimes hard to get to the bottom of these concepts. This presentation does exactly that - it goes to the bottom of Agile, Lean and Kanban. Without much ado we'll revisit the fundamental ideas behind Agile and then investigate Lean and the Kanban Method in comparison. Not only will you get introduced more closely to Kanbans, WIP-Limits and the pull principle, but I'll also share my experience how the different approaches fit together and complement each other in various settings.

Agile,lean, and kanban – friends or foes

Agile,lean, and kanban – friends or foes

Agile,lean, and kanban – friends or foes

Michael Mahlberg

The other team-models - beyond forming and storming

The other team-models - beyond forming and storming

The other team-models - beyond forming and storming

Michael Mahlberg

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Process-Tinder – Wenn ich mich nur nach den schönen Bildern entscheide…

Process-Tinder – Wenn ich mich nur nach den schönen Bildern entscheide…

Process-Tinder – Wenn ich mich nur nach den schönen Bildern entscheide…

Was ist aus dem L-Wort (in Lean Kanban) geworden?

Was ist aus dem L-Wort (in Lean Kanban) geworden?

Was ist aus dem L-Wort (in Lean Kanban) geworden?

Immer Ärger mit Jira - LWIPCGN#118 (2021)

Immer Ärger mit Jira - LWIPCGN#118 (2021)

Immer Ärger mit Jira - LWIPCGN#118 (2021)

Continuous Integration - I Don't Think That Word Means What You Think It Means

Continuous Integration - I Don't Think That Word Means What You Think It Means

Continuous Integration - I Don't Think That Word Means What You Think It Means

Flow – DAS Ziel von Kanban?

Flow – DAS Ziel von Kanban?

Flow – DAS Ziel von Kanban?

What's in a Story? Drei Ansätze, um mit Anforderungen gemeinsam erfolgreich z...

What's in a Story? Drei Ansätze, um mit Anforderungen gemeinsam erfolgreich z...

What's in a Story? Drei Ansätze, um mit Anforderungen gemeinsam erfolgreich z...

Lwipcgn#110 2020-die agilekeuleueberleben

Lwipcgn#110 2020-die agilekeuleueberleben

Lwipcgn#110 2020-die agilekeuleueberleben

The Trouble with Jira – TAG 2019

The Trouble with Jira – TAG 2019

The Trouble with Jira – TAG 2019

Michael Mahlberg - Leichtgewichtige Kanban-Metriken auf der LKCE 2018

Michael Mahlberg - Leichtgewichtige Kanban-Metriken auf der LKCE 2018

Michael Mahlberg - Leichtgewichtige Kanban-Metriken auf der LKCE 2018

Stances of Coaching - OOP2018

Stances of Coaching - OOP2018

Stances of Coaching - OOP2018

From ceremonies to events

From ceremonies to events

From ceremonies to events

The Product Owner's Survival Kit - ein Überblick [DE]

The Product Owner's Survival Kit - ein Überblick [DE]

The Product Owner's Survival Kit - ein Überblick [DE]

What coaching stances can do for you in Kanban settings...

What coaching stances can do for you in Kanban settings...

What coaching stances can do for you in Kanban settings...

A3 thinking - background, process and examples

A3 thinking - background, process and examples

A3 thinking - background, process and examples

Lws cologne leansoftwaredevelopment

Lws cologne leansoftwaredevelopment

Lws cologne leansoftwaredevelopment

Team models-t4 at2015

Team models-t4 at2015

Team models-t4 at2015

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Ökonomie und Architektur als effektives Duo

Ökonomie und Architektur als effektives Duo

Arbeitsorga2014 06-25-welcher hammer-handout

Arbeitsorga2014 06-25-welcher hammer-handout

Arbeitsorga2014 06-25-welcher hammer-handout

Agile,lean, and kanban – friends or foes

Agile,lean, and kanban – friends or foes

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RSA Conference Exhibitor List 2024 - Exhibitors Data

Exhibitors Data

Mondelez State of Snacking and Future Trends 2023

Mondelez State of Snacking and Future Trends 2023

Mondelez State of Snacking and Future Trends 2023

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Famous Olympic Siblings from the 21st Century

Famous Olympic Siblings from the 21st Century

Pharma Works Profile of Karan Communications

karancommunications

Covid has drastically changed the way people work. Nowadays, many individuals can work wherever and whenever they prefer. However, this shift requires a different strategy for securing your environment. By adopting the Zero Trust principles, based on the 'Never Trust, Always Verify' mindset, you can mitigate these new risks. This session will delve into the concept and provide examples of how various HCL products can fit into this framework, particularly when it comes to building a central user repository and securing your email message flow.

Ensure the security of your HCL environment by applying the Zero Trust princi...

Ensure the security of your HCL environment by applying the Zero Trust princi...

Ensure the security of your HCL environment by applying the Zero Trust princi...

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B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx

B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx

B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx

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RSA Conference Exhibitor List 2024 - Exhibitors Data

RSA Conference Exhibitor List 2024 - Exhibitors Data

RSA Conference Exhibitor List 2024 - Exhibitors Data

Mondelez State of Snacking and Future Trends 2023

Mondelez State of Snacking and Future Trends 2023

Mondelez State of Snacking and Future Trends 2023

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Famous Olympic Siblings from the 21st Century

Famous Olympic Siblings from the 21st Century

Pharma Works Profile of Karan Communications

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Ensure the security of your HCL environment by applying the Zero Trust princi...

Ensure the security of your HCL environment by applying the Zero Trust princi...

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B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx

B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx

B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx

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2. There are 100 closed Doors & 100 Monkeys The ﬁrst monkey goes through all doors and opens them The second monkey goes through every 2nd (starting with nr 2) door, and changes it (open when closed, close when open) The third monkey touches every 3rd (start with nr 3) door 2