My first job was in fast food…and it taught me a lot.

My first job was working in a fast food restaurant. I was still just 14. Legally I wasn’t even supposed to work there. My older brother was 18 and a manager so he got me the job.

At 14 I was shy and reluctant. The only real interactions I had at the time were with friends my own age. I never had to take orders from anyone – except my parents of course – and did not know what to expect. Most of the customers were nice and friendly but many were also mean and rude. Being yelled at by an angry customer was not fun but it taught me to be patient and to communicate exactly what was going on. I could not make the fries cook faster than what was possible and I had to be the one to tell them it would be another five minutes.

In almost four years of working there I went from being shy and quiet to open and outgoing. There was no time to be timid. It’s called “fast” food for a reason. You have to be quick and on your toes. You may have two or even three lines to serve – I had three. Two drive up windows and one inside counter. Also, at any one time there were no more than three or four people. Today I see some places with 5-10 people at a time and think “wow, they have it easy!”

At this restaurant you did it all – taking orders and handling money, cooking, and cleaning as well as opening the store at 6 am and closing at midnight. This was a good lesson in multitasking and also when I realized multitasking was very difficult. There were many moments you could only do one thing at a time no matter how frustrating that could be.

I think the most important lesson I learned was that there are a lot of bad managers and even worse employees. In all the time I was there I must have seen close to 50 employees and 7-10 managers come and go. In my time there I was by far the longest tenured employee – and I was only a teenager.

I saw people have literal meltdowns because it was just too stressful. I can’t count the number of times someone actually just walked out and left the job with cars and people waiting. I remember being scared at those times. Being only 14 or 15 during some of these instances I was left to pick up the mess that these older, supposedly more mature, people had left.

One time the executives were in from out of town doing a routine check up. They ordered food as any normal customer would. At the time I was handling ordering and was not cooking. The guy that was cooking was very nervous that they were there. After the order was up and they got the food, it wasn’t long after that one of them became upset, came up to the counter and said “My hamburger is basically raw!!” Needless to say it was very embarrassing. Even though I wasn’t the cook that day, I felt bad. We were a team and we let them down.

Another time a co-worker was caught stealing money right out of the drawer, placing it under the machine, and taking it while on break. Crazy stuff for a 15 year old to see and be a part of.

I have many more and even crazier stories but I’ll stop here. Working in a fast food restaurant is not glamourous. I made $6.25/hr and it was very stressful. However, I am thankful for those life lessons and learning experiences. I was tossed into a fairly crazy working environment at a young age and was able to see what not to do. Don’t be like many of these people. Don’t sweat the small stuff. Don’t make this a long term career!

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Facilitating

Like most, I used to be really scared to speak in front of other people. I still am at times but most of the nerves have gone away.

I think the key, and you may have heard this before, is to really know the material you’re speaking about. This way you don’t have to think but rather just know. You just know what you need to say. You know what slide is next. Some of it is memorization but most of it is preparation.

Here I am presenting at one of our PI planning sessions.

IMG_3144copy

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Agile / Scrum and Infrastructure

scrum_framework

It’s well known in the IT industry that companies just do not take an Agile / Scrum approach to the infrastructure organization. After all, those methodologies were written for software development, right!

Well, yes, but if you’ve read any general book on the subject, you’ll also know that people make the argument that you can “scrum anything.” I’ve heard of people scrumming their wedding, their home improvement projects, or simply daily tasks.

At my company, we did start scrumming in the Infrastructure organization and not just using “enabler” stories. We went the whole nine yards. With that said, it’s not 1:1 identical as software development. Over the last 10 months we had to bend and mold the framework to fit our needs. Here is a list of ways in which Agile / Scrum in Infra can be different. I call it the Infrastructure Agile & Scrum lessons learned.

p.s. Of all the line organizations to do Agile / Scrum, Infrastructure will probably be the most difficult and complex. You need real change agents to make it work. Don’t give up if it does not go well at first. Learn from you mistakes and makes changes as needed.

  • The product owner role is different in either one of the following ways:
    1. The PO is either the manager of the team OR
    2. The PO is a team/tech lead OR
    3. The PO is the business sponsor providing the requirements AND GENERALLY
    4. The PO writes fewer stories and the team writes more stories

This is because the diversity of systems in infra is much larger than software. In software, there is ONE application to maintain. Thus, the Product Owner owns that one system. In infrastructure, you may have a PO for network, server, and storage each being a different person. So, if your cross-functional team is composed of each of these three areas, you could have 3 PO’s.

Solution: Find someone above them (Director) who preferably has tie-ins with all three areas. However, this may not be totally possible. If not, you will have to go up another level until you can find a common denominator. i.e. Sr Director; SVP etc.

  • Engineering vs. Operations

The ultimate goal is to have a team that does nothing but projects (engineering) and another team that does nothing but production and operations support. When team members have to do both, their context switching is increased and their overall output decreased.

Solution: It is very unlikely that anyone would ever be 100% project oriented. The goal should be a minimum of 80% project and only support as necessary. You can do this by either increasing the size of the team or by out-sourcing initiatives that give additional leverage to the project teams.

  • Like it or not, we are “WaterScrum”

The nature of hardware is waterfall. There is a clear path to completing most hardware projects: order hardware, install, setup and configure, and implement into production. Because of this:

  1. More up front planning and requirements are generally needed. If a piece of hardware is not ordered up front for example, you could add several weeks to the overall timeline.
  2. You cannot do the firewall connectivity before the servers are built and you cannot build the servers until the hardware is installed.
  3. However, it is often the case that once the physical hardware portion is done, many projects require unique Features that are more Agile in nature i.e. a migration consisting of 100 URLs. These can be ordered and put into sprints which equals a release plan.

Solution: While the order of operations may be “waterfall”, there is nothing preventing us from loading the work into sprints. Each task can still be broken down as stories and planned in an iterative fashion which still allows for release and road map planning.

  • MVP’s are useful but not in the SAFe sense

In software development, it is possible to complete a project without finishing 100% of the planned features. If the Product Owner is happy, they can stop 60% of the way through and save 40% of the budget.

In infrastructure, nearly all MVP’s are required to be complete. Thus:

  1. MVP’s are less about scope and more about the order of completion

Solution: Utilize MVP’s as an ordering mechanism: MVP 1 is hardware installation, MVP2 is configuration, MVP3 is production implementation etc. This also allows for cross-train dependencies to be clearly communicated.

  • We release throughout the sprint, not at one time at the end

There is no single release time in infrastructure. The servers are built on production hosts, firewall rules are pushed into production and apps are installed and configured. This means that:

  1. There is not necessarily a “done” increment at the end of the sprint and thus
  2. There is generally no need for a sprint review

Solution: There is no need to have a sprint review because the PO/Sponsor has already realized the benefits of the system. If a test environment is built and finished midway through a sprint, the app teams start testing. If bugs are found they let us know. We don’t necessarily wait until the end of the sprint to show them the test system.

  • Scrum Teams, while they can be multi-skill set, are still fairly component-based

If a team is composed of a server person, a network person, a storage person, and an app person, each of those members can only do that one specialty. In the software world, you could have one person develop, test, QA, and implement into prod. It is not so in infrastructure because:

  1. Most Engineers specialize in one area. You very rarely see someone who knows networking, server, storage, OS, app, and database at a very high level.

Solution: While you don’t have some of the cross-skill set factor, you still gain a lot simply by having each member on the same team and in the same room. You decrease the communication barrier as well as the amount of hand-offs required. Another solution is to have your scrum teams sit in the same area. This is generally not done because server still sits with server, network still sits with network etc. This may only be possible once the division of Engineering and Operations takes place.

  • Scrum teams may NOT be long lived

Scrum calls for long lived teams – that is, teams that once they form stay together for a long duration of time – possibly a year or more. This is typically so that things like velocity stay consistent and don’t change based on newly added/removed team members.

Unfortunately, in Infrastructure, because teams are often built around projects, as old projects are closed and new projects are started, the team may change depending on the requirements.

  • Swarming and cross-training are mutually inclusive (paired programming)

Infrastructure teams generally do not swarm on projects. That is, they do not focus on one project at a time but rather many. This is due in part to the issue above (specialty skill set). If there are three people on a team, and all three have a different skill set, then naturally they’ll all be working on a different project.

Solution:  Support the idea of paired programming. That is, put two people with like skill sets together on one project. While one person is doing most of the work the others are learning a new skill set. Now you have two people to do the same work and you only worked one project (swarming).

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Just do it…even if it’s not right

One of my business pet peeves is not doing something when something needs to be done. There is a well known quote attributed to Einstein that reads: “The definition of insanity is doing the same thing over and over and expecting a different result.”

I’ve seen too many times where changes need to be made or resources need to be swapped but nothing happens. This lack of direction can be crippling to a business. The second part of this post’s title is “even if it’s not right.” I truly believe that doing something is better than doing nothing even if it turns out to be the wrong thing.

Doing something shows initiative and creativity. Doing nothing shows, well, no initiative. Sitting on your hands is paramount to keeping the car in neutral when it needs to be in drive to get off the train tracks. Obviously there are times when you can’t do anything due to regulations or business controls.

Doing something leads to new information and new strategies. Even if what you did fails you are able to learn from mistakes and take a new direction, or pivot, your newly discovered ideas.

Strategy: Always be in learning mode . Make mistakes. It’s the only way to get better. If a team member needs to be replaced – replace them. If head count is needed – add head count. Don’t wait until it’s too late either as there can be a point of no return for something to be effective.

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The better elevator

I’ve never seen an improved elevator. I’ve seen improved cars, trains, and planes. Never elevators though. You would think that there would be more to elevators today than simply up, down, and selecting buttons.

What does this have to do with anything? Well, I’m a stickler for efficiency and optimization. During our in-house Agile training class, we set aside time to play a game called “What’s your MVP”. This game allows people to get into teams and come up with either a real or made up product and come up with it’s list of MVPs.

Since I’ve played the game several times, mine is always elevator improvement. I mean, 10% of my day is riding up and down elevators. They are extremely slow and out dated. They may have new parts if they were recently built, but that’s it. So, if I owned an elevator company, these would be my improvements:

1.) First, there is no arrangement. People crowd in first come first serve, or if there are gentlemen, they will let the Ladies on first. Inevitably, though, people that end up in the back get off first pushing through others and people in the front get off last.

Solution: Create some type of “grid” or system where those that are getting off on certain floors stand in a certain place. For example, in a 9 floor building, floors 1-3 get stand in the front 1/3rd of the elevator; floors 4-6 stand in the middle; and floors 7-9 stand in the back 1/3rd.

2.) While there is a weight limit to elevators it’s just a maximum. You could literally let 15 people on and still meet the limit; yet the elevator would be extremely overcrowded. Still, even if the capacity was full (not the weight limit) the elevator will still stop on floors assuming more people could get on thus wasting time.

Solution: Have a built in sensor that can tell when there are too many people on the elevator. Typically, any more than about 6 people is just too many. This would prevent elevators from stopping on floors when no other people would fit. It would still be a weight limit, so something like 6 (people) x avg. Weight ($170 lbs?).

3.) At the end of the day, and since I’m on the top floor, we play a game called “guess how many floors we stop on today before we can go home.” The point is, you can’t tell which floors an elevator is going to stop on. It’s really annoying!

Solution: Add an extra light panel allowing for different color lights on the buttons. If the buttons are normally orange, make them red when the elevator is going to make another stop.

4.) Elevators never seem to be there when you need them. There are three times of the day that there is excess use: Morning, lunch, and closing. It seems in the morning you have to wait 5 minutes for an elevator to be available.

Solution: Come up with a better algorithm for these specific times. For example, between 7 AM and 9 AM have all of the elevators automatically go down to the first floor vs. staying on the floor that was let out.You’d do the same for lunch but have the elevators evenly dispersed among floors, and at close you’d have a majority of them at the higher levels.

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The Shortest Distance

“All complex systems that work evolved from simpler systems that worked.” – John Gall; Gall’s Law

We’re always looking for ways to get better and faster at what we do. I was thinking the other day about how in Geometry the shortest distance between two points is a straight line.  Look at this image I created:

Straight Line

“A” and “B” represent directions. Perhaps these include research, design, and implementation. In the middle there is a decision point. Either way, whichever direction you go, you’re not taking the most optimal path. Both “A” and “B” have right angles, or in this example, extra work.

Now look at this image:

Straight Line

A new path, “C”, has been established. This is the most optimal path to take. It has a shorter distance and is a simpler solution.

Strategy: Keep it simple! The best way to think of this is that by introducing “turns” we increase complexity. These are simple drawings and most projects would have many more factors to consider. Imagine the drawing with 10 or 15 angles. Keeping things simple, in order, and straight should be a goal. Obviously, scope changes and things happen, but overall the “keep it simple” model is what I always try to use.

Note: The shortest distance between two points being a straight line is only true on flat surfaces. Introducing depth changes this fact.

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Priority Consideration Table

It can be difficult when trying to determine which project should get priority over another. If left up to business leaders, they would all get priority. I’ve actually seen instances where different business units could not come to an agreement on the top priority because no one would give an inch.

This table, if used, can actually prevent this scenario from even happening:

Untitled

This can be edited to better suite your organization. The key take away is that each project should be put up against something similar to this.

Strategy: Assign points to each category: 5 points for High, 3 points for Medium, and 1 point for Low. For each check box selected, add up the total points. The project with the highest point count gets the #1 priority tag. A project with two high priority categories trumps a project with three Mediums for example.

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