The majority of all IT projects fail. They ship too late, are over budget or come with a lack of quality. Studies show: They don’t fail because of missing technical knowledge. The failure is a consequence of missing communication and / or miscommunication. The requirements are unclear, the change requests are even more unclear. The team doesn’t discuss emerging issues properly. Some team members recognize errors and but they do not name them, because they fear suffering disadvantages. How can we establish an open conversation about the project aim and the progress of the project? What do I have to do? What should I expect from my team members? What are our first steps into an open and fair communication, so that we are able to deliver our projects with success?

1. BERATUNG
JUDITH
ANDRESEN
OPEN COMMUNICATION WINS
SESSION | AGILE ON THE BEACH
SEPTEMBER, 4TH 2014, PENRYN

2. JUDITH ANDRESEN
project coach
!
judithandresen.com
@judithandresen
BERATUNG JUDITH ANDRESEN OPEN COMMUNICATION WINS
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3. ROBERT C. MARTIN , THE CLEAN CODER
„The role of the professional developer is a
communications role as well as a
development role.“
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4. 70% of failed IT projects:
missing / misleading communication
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5. Decisions: only 20% conscious
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6. OPEN COMMUNICATION
Facts Gut feelings
Well-aimed
Communication
in Cooperation
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7. AGENDA
Classic / agile approach
Trust & Motivation
First steps into a open communication
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8. WHAT WE HAVE LEARNED SO FAR
We all have had the same experience. We
spent a lot of time there.
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9. Text
IMAGE SOURCE: FLICKR
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10. WHAT WE HAVE LEARNED SO FAR
We all have had the same experience. We
spent a lot of time there.
BE PERFECT!
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11. SCIENTIFIC MANAGEMENT
_ Replace rule-of-thumb work methods with methods
based on a scientific study of the tasks.
_ Scientifically select, train, and develop each employee
rather than passively leaving them to train themselves.
_ Provide "Detailed instruction and supervision of each
worker in the performance of that worker's discrete
task"
_ Divide work nearly equally between managers and
workers, so that the managers apply scientific
management principles to planning the work and the
workers actually perform the tasks.
WIKIPEDIA: FREDERICK TAYLOR
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12. „Human Resources“
„Human Being“
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13. I don’t want to be a number.
!
If there was a number,
I am the number one.
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14. P A S S I V E P A R T
of the Plan
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15. AGILE MANIFESTO
_ Individuals and interactions over
processes and tools
_ Working software over comprehensive
documentation
_ Customer collaboration over contract
negotiation
_ Responding to change over following a
plan
WEBSITE
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16. #HumanBeings
#TeamWork
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17. #Transparency
#Feedback
#SelfOrganization
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18. ORGANIZATIONAL CULTURE
ATTRIBUTES
Furnishing
Projects
Uniforms
VALUES
Nerds Conservative
TACIT ASSUMPTIONS
Flyers
Slogans
„This is how we work“
Nature Leadership Business
WIKIPEDIA: SCHEIN’S MODEL
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19. Am I allowed to talk?
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20. AGENDA
Classic / agile approach
Trust & Motivation
First steps into a open communication
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21. The effort for changing behavior is high
!
Am I rewarded for this effort?
Is the result worth it?
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22. What should I do?
What contribution is expected of me?
!
What can I not do?
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23. MOTIVATION
#Purpose
#Autonomy
#Mastery
DANIEL H. PINK, DRIVE
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24. TRUST IS BASED ON CERTAINTY
Self-actualization
Esteem
Love / Belonging
Safety
Physiological needs
MASLOW’S HIERARCHY OF NEEDS
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25. AGENDA
Classic / agile approach
Trust & Motivation
First steps into a open communication
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26. AN AGILE TRANSITION IS COMPLEX
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Complex
Emergent Practice
Complicated
Good Practice
Chaotic
Novel Practice
Obvious
Best Practice
WIKIPEDIA | DAVE SNOWDEN

27. AN AGILE TRANSITION IS COMPLEX
Disorder
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Complex
Emergent Practice
Complicated
Good Practice
Chaotic
Novel Practice
Obvious
Best Practice

28. Just some ideas,
not best practices
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29. We solve complex problems
in a team
1
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30. LISTEN & TALK!
1
_ Retrospectives
_ Post Mortem Analysis
_ Root Cause Analysis
_ Daily Stand Up Meetings: Impediments
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31. Do we follow
the old paths? 2
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32. INTROSPECT & TALK
2
_ Informal Meetings :-)
_ Company breakfast
_ Lunch Lottery / Time for Tea
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33. 3
ARE WE CERTAIN?
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34. HUNT THE ELEPHANTS & TALK!
3
_ „Management by wandering around“
_ Articulate your gut feeling
_ Articulate underlined feelings of the others
_ Talk about your own mistakes
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35. DO WE HAVE THE RIGHT ATTITUDE?
4
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36. LEARN & TALK!
4
_ Be a role model!
_ Take small steps!
_ Celebrate successes!
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37. JUDITH ANDRESEN
project coach
!
judithandresen.com
@judithandresen
BERATUNG JUDITH ANDRESEN OPEN COMMUNICATION WINS
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GOOD LUCK!