decisions, or use technology to overcome our inherent shortcomings.” The Truth about Relativity – Why Everything Is Relative – Even When It Shouldn’t Be  Examples: House Shopping, Vacations,  Observations: keeping with our nature to size something relatively to something else The Cost of Social Norms – Why We Are Happy to Do Things, but Not When We Are Paid to Do Them  Example: AARP, Employer/Employee monetary bonuses vs. recognition and appreciation The Problem of Procrastination and Self-Control – Why We Can’t Make Ourselves Do What We Want to Do  Example: Vehicle Maintenance, E-mail  Experiment:

Risk The presence of uncertainty is the simple reason why Agile approaches work better than plan-driven approaches—it is also the reason why a good IT leader will often have to make “wrong” decisions cost-effective to do so. We can take this as yet another definition of what it means to be Agile. Why do people feel like there is risk in an Agile approach? They are worried about the schedule for delivering accomplishing the business outcome for which it was intended. Fail often, fail fast—but fail well. Why in the Agile world do we talk about the need to fail and to fail often? This is a linguistic ambiguity—we

outcomes the team is trying to achieve? What kinds of activities do they think will achieve them? Why are those outcomes valuable to the business? I want to make sure that the team has a clear vision Risk: The presence of uncertainty is the simple reason why Agile approaches work better than plan- driven approaches—it is also the reason why a good IT leader will often have to make “wrong” decisions

We presented to Our Very Own Star Chamber the proposed outcomes and budget, some justifications of why we believed it was plausible, and just enough description of the execution team and its process to Risk: The presence of uncertainty is the simple reason why Agile approaches work better than plan- driven approaches—it is also the reason why a good IT leader will often have to make “wrong” decisions

IT projects 3. Changes 4. Unplanned work “What can displace planned work? Unplanned work. That’s why Erik called it the most destructive type of work. It’s not really work at all, like the others. The most of the time, the drop down boxes for ‘applications affected’ don’t even have what I need. It’s why I’ve stopped even putting in change requests.”  “I have to manually type in hundreds of server names

predicted demand actually exists.” ii. How to build a feature: 1. Ask, “Should we build it, and why?” 2. Perform cheapest, fastest experiment possible to validate whether the feature will achieve desired explanation of the thought process behind the change 2. Good pull requests – sufficient detail on why the change is made, how the change was made, and identified risks and resulting countermeasures

developer to learn anything when someone yells at them for something they broke six months ago—that’s why we need to provide feedback to everyone as quickly as possible, in minutes, not months.” e. The

the problem as the system as imagined rather than the system that actually exists 4. Focus on – “Why did it make sense to me when I took that action?” 5. Brainstorm on real, implementable countermeasures

addressed v. Changing human behaviors and incentives is more challenging than the technical aspects n. WHY WE NEED TO PULL THE ANDON CORD i. If not, it becomes increasing difficult to get back to a deployable