Category: personal touch

Ode to Eliot

The relationship you have with your web hosting service is a very special one. (Man, I should totally write Hallmark cards…)

Eliot is the one-man shop behind OK Public, a web hosting company. He is my web host. Well, was my web host, until he decided to evict this very peace-loving blog… along with all my hosted peace-mongering files… along with all his other peace-ambivalent customers, because he has decided to transition to a new stage of his working life, or something silly like that, which effectively meant a grave inconvenience to me for the past week, and this is why (plus two weeks’ vacation) I haven’t been blogging. Instead, I’ve been finding, then migrating, this very peace-hording blog to another worthy home.

And it’s been strangely emotional.

This guy Eliot, he’s known a part of me that very few have seen. He’s seen me grow from a green and experimenting webmaster (remember that term?) to somebody who puts ‘blogger’ on his business card. He’s seen me through romantic relationships (Hey, Eliot, now I’m getting married!), two academic degrees, several moves, shepherding me into an online presence by being ridiculously there for me, holding my hand like a guardian angel, and generally being the definition of excellent and personalized support.

And now I won’t have him.

With him leaving this part of my life, he takes with him a direct link to a me as… a newb.

…

OK, I think I’m done processing this. Thanks for bearing with me, Eliot. I wish you luck and I hope to meet you in person some day. Now I can transition to a new stage of my life.

Hunt for the Red September

I reached enlightenment. More on that, in a bit.

For about two weeks, I’ve been hanging out with this guy named Craig. My fiance is OK with this, though, ’cause she knows I’m only after him for his List, and oh what a list. We are out-growing our awesomely located one-bedroom in Boston’s Back Bay, and were looking for a two-bedroom in Cambridge, just across the river.

So, I start casually perusing this list for possibilities, making a collection of potential abodes. I email and/or call the associated realtors, asking to see what I think will be my next home. “Yeah, so, um, it’s taken, sorry,” I hear.

So, then I set aside some time to seriously eye-ball this list for my next home, keeping in mind we have already shared with our current landlord that we will not renew our lease at $150 more per month. We’re hearing horror stories from folks looking to make our current mini-palace their next home, those lucky bastards ducks, stories of how rent is going up 20% in Boston & Cambridge, and how good housing options are quickly disappearing. I set up appointments with realtors. “Yeah, so, um, the internet is out-of-date, I should’ve removed that post, it’s taken, sorry,” I hear.

So, now I’m not just eye-balling Craig’s List, I’m getting physical. I’m upping my game. I’m getting emails. I’m getting numbers. I’m looking over pictures. Like it’s my job. I am training myself to become a full-fledged artist and picking up my next place of shelter. Failure is not an option, I am not going home to a cold bed (…I need a roof over it).

This fire under my butt led me to thinking sleep was a waste of time. So was eating. So was work. I’m serious. As animals, we supposedly need food, clothing, and shelter, and to this end, my hunt for the September rental was all-encompassing.

(Stick with me, the enlightenment part is coming up!)

On Tuesday, I was lined up to see three places, blank check in pocket and prepared to sign a rental application. I saw the first place, and while the realtor essentially lied about what came with the apartment (c’mon, there either is or is not a dishwasher, big difference, don’t tease me like that) (…as you can see, I haven’t been able to let that one go), I liked everything else about it and took it off the market.

Put me on an aircraft carrier in a jumpsuit behind a podium: Mission Accomplished.

Bonus: on my way to fill out the rental application, I see that our favorite cafe/bakery is relocating to down the street from where we’ll live. ZOMGWTFBBQ. Too cool. Zeus is indeed smiling down on us from Mt. Olympus.

As I sit at a counter, waiting for my celebratory beer, I realize I have no thoughts. None. This scares me. I think hard. I’m looking for thoughts. Maybe if I start writing, thoughts will fumble out. This is what I am able to produce:

This is what.
This is what?
What is this?
No, this is… what?
I think I have nothing in my mind… have I reached enlightenment? I’m… flowing.
I’ve been wanting something fervently for so long, and now that I have it… I’m done… wanting?
What’s next in the flow?
So… just do that, without stress.
Just do ‘now’s.

This scares me a little more. Am I allowed to feel this free? Let’s get real, here: I searched for and found a rental apartment. Big whoop. Yet these past few days have been more… flowy, and less… stressed. That’s undeniable. I just identify what’s next on my daily backlog, and then… make that my ‘now’, do that ‘now’, be totally in that ‘now’.

And now, for the rest of my double cappuccino. It’s never tasted so damn good.

Kaizen Story

As I’ve worked with Scrum in a context that is not software development, I’ve come to define Scrum thus:

Scrum is a framework for getting stuff done that embraces change, while promoting transparency, inspection, and adaptation.

You get transparency from the Daily Stand-Up meeting (this is called the Scrum, too), and both the Sprint Burndown Chart and the Release Burndown Chart. Everybody starts the day on the same page, blockers are identified, and outside parties are privy to the progress during the Sprint and towards a release-worthy product; these are formats for easy sharing and digesting of Sprint-related information.

From all the data being laid out from the Burndown Charts, we can get inspection. The Sprint-end demonstration (part of the Review) also allows for a frequent check on the state of the software and acceptance of the stories done during the Sprint: inspection of the work. Inspection of the process is done during the Retrospective.

And the Retrospective is THE place where adaptation is determined. After inspecting the process, using methods I’ve mentioned in the previous two posts, we ideally get a somewhat prioritized list of stuff we either want to keep, stop, or start doing: a backlog of adaptation options.

Now, we pat ourselves on the back, go straight into Sprint Planning, and restart the Sprintly cycle.

And fail.

I mean, if we just come up with a list of ways we can get better, but don’t really do anything about it, then the Retrospective was a jolly ol’ waste of time. Does this sound like post-mortem meetings you’ve been a part of? Were they called ‘Lessons Learned’ meetings? See, I passionately dislike that term, ‘Lessons Learned’. You cannot say you’ve properly learned your lesson unless you repeat a situation and then exhibit ‘better’ behaviour, thus proving that you have indeed learned your lesson. Until then, you’re just talking about ‘how it all went’, an ‘Issues Encountered’ meeting, sharing what you’d do better next time.

The Retrospective is different.

At the top of the backlog of adaptation options, there must be an immediately actionable process improvement that can be implemented. How to ensure you do this? Make it a story for the upcoming Sprint: the Kaizen Story. Kaizen? Yeah, it’s Japanese:

Kaizen is a Japanese business philosophy of continuous improvement of working practices, personal efficiency, etc. Kaizen literally means ‘improvement’.

So, via Kaizen, we adapt. Via the Kaizen Story, a properly formed Sprint backlog item with points and acceptance criteria… and is independent, negotiable, valuable, ‘estimatable’, sized to fit, and testable… and is otherwise meeting a Definition of Ready for stories, the team is constantly working on improving the Scrum process, specifically using a measure uncovered and set by the team itself. (What’s that? At the back of the room… is that… is that the ‘self-management’ flag being waved? Why yes. Yes it is.)

I don’t have a clever way to end this post besides expressing how I think this idea is just so damn cool: Scrum becomes a framework for both getting stuff done and for improving how stuff gets done.

Genius.

Hot Or Not, Fist Or Five

If you’re in Boston, you know it’s, like, 105 degrees. Or 85 degrees, dipping into the 90’s, but we adamantly complain about this weather like it’s suddenly our jobs, so it might as well be 105.

(Attempt at a smooth transition in 3… 2…)

Moving to what we can control, and might equally have a few opinions about, Retrospectives are meant to, yes, get people thinking back and talking about the Sprint. You might read that at the end of a Retrospective, there is a meta-Retrospective: the team talks quickly about how that meeting went. One way to do this is via the ‘fist or five’ technique.

At the same time, so have some fun with it by counting down from 3, everybody sticks up a hand with the number of fingers representing how much they liked the meeting. Five fingers mean they really liked the meeting, got a lot out of it, thought it was a solid use of time, and they’re so happy, they want to make love to everybody, like Roberto Benigni.

No fingers is a fist, and this means they really did not like the meeting, are now dumber for it, thought it was a total waste of time, and they’re so unhappy, they want to conduct atrocities of great evil, like not commenting code.

I’ve started applying this neat little technique to not just the Retrospective, but to each artifact and ceremony of the past Sprint. Do this at the beginning of the Retrospective by listing Stand-up Meeting, Sprint Planning Meeting, Sprint Backlog, Product Backlog, etc., and getting the team to vote on each of these, tallying up the number of 0s through 5s for each Scrummy thing.

Et voila: the team opines on pieces of the process as a primer to providing pithy ponderings on the previous passage of purposeful participation.

Tying this back to the last blog post, we now have more to consider for how to adapt in the next Sprint.

Art of the Possible

In one of his Google Tech Talks, Jeff Sutherland, co-founder of Scrum, uses the term ‘Scrum-but’ to describe companies that incompletely implement the software development framework. When he consults, he’ll hear, “Yeah, we do Scrum, BUT…” and then some reason why they’re not a pure Scrum shop. In my head, they’re showing Sutherland around and at some point, flash-mob-style, folks congregate around the ping-pong table and sing it a la Annie:

It’s a Scrum-but life, for us,
It’s a Scrum-but life, for us,
Our velocity’s not – so – sweet,
But our process can’t – be – beat,
It’s a Scrum-but life!

And this is the reality of it. Here you are, introducing the new kid process on the block, leading the crew with a new philosophy as a ScrumMaster, or in ScrumOfOne land, at times competing with the existing processes or priorities of life. I like how Ken Schwaber, co-founder of Scrum, discusses it in his ‘Agile Project Management with Scrum‘ book:

…the ScrumMaster has to operate within the culture of the organization.

The ScrumMaster walks a fine line between the organization’s need to make changes as quickly as possible and its limited tolerance for change.

…sometimes these changes are culturally unacceptable and the ScrumMaster must acquiesce. Remember that Scrum is the art of the possible. A dead sheepdog is a useless sheepdog.

Back in ScrumOfOne land, the organization’s culture is… us. This can make it stressful, but it doesn’t have to be!

I used to hold my personal and formal 15-minute stand-up meeting at 5:31am. Past tense. My stories are not complex enough to be broken into tasks. I haven’t invested in any Sprint Burndown chart. I don’t have a formal demo for myself. I don’t always go through and clearly describe the acceptance criteria per story. I have tried each of these things, but none have stuck thus far.

So did I beat myself up for sucking at my own ScrumOfOne?

Yes.

I’d create stories to add more rigor to my personal development system, and then implement them. Slowly, through practice, I felt more and more in control. Not all processes would stick, though. And did I bet myself up for continuing to suck?

Yes.

At some point, I stopped feeling like a putz for seemingly setting myself up to fail. At some point, Schwaber’s words sank in with the deeper appreciation of that phrase: Art of the Possible. Via finding solutions that were good enough (better than perfect), and working with myself instead of against myself (tendencies, social pressures, bow tie affinity), I understood that this system is fully mine! I don’t have to be pure Scrummin’ if I am getting stuff done while promoting the principles of transparency, inspection, and adaptation.

So you start scrappy, but you’re getting stuff done, a la Jay-Z.