ADDISON.WESLEY.THE.LEAN.MINDSET.2014

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.3.There should be an expectation that rules will be followedand that peers will monitor each other s behavior.We havefound that peer pressure occurs naturally when team membersbelieve the rules are appropriate (because they helped craftthem) and they care about the success of their work.34.See Robin Dunbar, How Many Friends Does One Person Need? (Harvard Univer-sity Press, 2010).32 THE LEAN MINDSET4.External authorities should respect the right of the communityto devise its own rules.The idea that there should be standardprocesses across a company is not compatible with this modelof local responsibility; instead, local groups are trusted to devisework practices best suited to their situation.Otto: You know, that sounds like the way things getdone in the groups I hang out with outside of work.M&T: Exactly.A good place to see how cooperationactually works is to watch it in action when participa-tion in an activity is optional.When people volunteer their time,leadership practices that foster cooperation are the only ones thatwork.Businesses can learn a lot about organizing work teams fromsuccessful volunteer organizations.Peter Drucker once suggestedthat managers should treat knowledge workers as if they were vol-unteers, because in fact they are volunteers.Case: When Workers Are VolunteersJoe Justice knows a lot about treating people like volunteers he headsup an army of them.An agile consultant by day, on nights and week-ends Joe spends his time trying to make a dent in the environmentalimpact of automobiles.He plans to do this with a car called WIKI-SPEED, a modular vehicle designed to be built in a garage with inex-pensive tools and materials, and to travel over 100 miles on a gallonof gas (that s 2� liters per 100 kilometers).3Joe discovered that the agile techniques he uses when working withsoftware teams are just the thing for organizing the WIKISPEED crew ofa couple of hundred volunteers spread around the world.He found thatScrum a set of agile practices gives him a way to establish distributedcollaborative teams very quickly and with little overhead, because itprovides the minimum set of tools to help team members work well to-gether.He uses Kanban an agile scheduling technique to optimize theflow of work within a team.He discovered that principles from ExtremeProgramming (XP) especially test-first development inspire technicalpractices that create top-quality work.And using principles from lean,WIKISPEED teams are able to maximize the amount of time spent cre-atively solving problems.Joe Justice did not learn about agile methods in his computer sciencecurriculum in college, but when he started his career, he got a job at anagile company. I didn t know what agile was; it was just the way work CHAPTER 1 THE PURPOSE OF BUSINESS 33was done, he said. Later, when I was coordinating deliveries withother teams, I was surprised to see how often they were working late oreven working weekends.The teams I was on were going home at fiveand the clients loved us! I started reading about project managementto understand what was so different, and I realized those teams werebeholden to a waterfall schedule agreed to years in advance while myteams had permission to iterate and plan incrementally.Joe Justice s first big project was writing the titling registrationsystem for the state of Colorado; his job was to encode in softwarethe regulations for road-legal vehicles.He liked this job because heloved cars; he enjoyed rebuilding cars to improve their performance.About this time, Joe heard about the Progressive Insurance Automo-tive X PRIZE a challenge with a purse of $10 million designed toencourage the development of highly efficient, commercially viable,road-legal cars.All that knowledge from his day job, combined withhis love of cars, added up to a simple conclusion: Joe knew he had totake up the challenge.He sent in his application and began buildinga car in his garage.Computer-savvy guy that he was, Joe posted his progress on a blog,and to his delight, he started getting help.Soon over 40 people fromaround the world were commenting on his designs and helping to buildparts.You would think that a distributed team building a car would bean unlikely crew, but Joe knew a thing or two about distributed teams [ Pobierz całość w formacie PDF ]

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