logical levels andstatistical games - a powerful strategy for agile adoption

Copyright © 2009 PARZIANELLO & PRIKLADNICKI Slide 1 of 41

Logical Levels andLogical Levels andLogical Levels andLogical Levels andStatistical GamesStatistical GamesStatistical GamesStatistical GamesA Powerful Strategyfor Agile Adoption

Luiz ClLuiz ClLuiz ClLuiz Clááááudio Parzianelloudio Parzianelloudio Parzianelloudio [email protected]

Rafael Rafael Rafael Rafael PrikladnickiPrikladnickiPrikladnickiPrikladnickirafael.prikladnicki@pucrs.br


Luiz ParzianelloLuiz ParzianelloLuiz ParzianelloLuiz Parzianello� Master’s Degree in Systems

Engineering� Bachelor’s Degree in Electronics

Engineering� + 25 years of experience in

informatics (programming, analysis, management and coaching)

� + 11 years as consultant and instructor in Software Engineering

� + 6 years working with Agile� CEO at Surya Digital Management� Adjunct Coordination of Agile

Methods Users Group at SUCESU-RS� Specialties: Requirements

Engineering, Lean, Scrum, NLP

About the SpeakersAbout the SpeakersAbout the SpeakersAbout the Speakers

Rafael Prikladnicki Rafael Prikladnicki Rafael Prikladnicki Rafael Prikladnicki � PhD in Computer Science (Sept)� Master’s Degree in Computer Science� Bachelor’s Degree in CS� + 8 years as a consultant in SwEng� + 4 years working with Agile� Professor and researcher at PUCRS

since 2004� Adjunct Coordination of Agile

Methods Users Group at SUCESU-RS� Coordination of SPIN-POA� Specialties: Global Software

Engineering, Agile Methods, Experimental Software Engineering, Software Project Management


About the SpeakersAbout the SpeakersAbout the SpeakersAbout the Speakers

Porto Alegre, RSPorto Alegre, RSPorto Alegre, RSPorto Alegre, RSBrazilBrazilBrazilBrazil

FlorianFlorianFlorianFlorianóóóópolis, SCpolis, SCpolis, SCpolis, SCBrazilBrazilBrazilBrazil

• Brian Marick• Diana Larsen• Matt Gelbwaks• Naresh Jain• Dave Nicolette• Joshua Keriwvsky• David Hussman

• 60 speakers• 55 sessions• 800 people


Games and Meta LanguageGames and Meta LanguageGames and Meta LanguageGames and Meta Language



Have you ever participated in a gamethat simulates software development or good and bad behaviors in a software development environment?

Do you remember that you have enjoyed the activity and spent great moments with your folks … ?



Now, could you please remember games that have changed your beliefs or have challenged values related to your professional behavior … ?

What about the language and meta language used by the facilitators on these games … ?



� Games and simulations are not self explanatory.

� Games can be weak if the whole idea behind them are lost during their execution.

� We often face games that don’t sell their messageproperly because most of the facilitators usually expect that participants should understand the metaphor or analogy related to the real world.

� Facilitators that change people’s mind with games and simulations have an adequate meta language (conscious or unconscious) for communicating with people.


What are Logical Levels?What are Logical Levels?What are Logical Levels?What are Logical Levels?


The concept of logical levels of learning and change was initially formulated as a mechanism in the behavioral sciences by Gregory BatesonGregory BatesonGregory BatesonGregory Bateson (an anthropologist), based on the work of Bertrand Russel in logic and mathematics.

The term logical levels, as it is used in Neuro-Linguistic Programming (NLP), was adapted from Bateson’s work by Robert DiltsRobert DiltsRobert DiltsRobert Dilts in the mid 1980’s,

and refers to a hierarchy of levels of processes within an individual or group.

Introduction to Logical LevelIntroduction to Logical LevelIntroduction to Logical LevelIntroduction to Logical Level


“The function of a certain level is to synthesize, organize and direct the interactions on the level below it. Changing something on an upper level would necessarily radiate downward, precipitating change to the lower level. Changing something on a lower level could, but would not necessarily, affect the upper levels.”.

Dilts & DeLozier, Encyclopedia of Systemic NLPEncyclopedia of Systemic NLPEncyclopedia of Systemic NLPEncyclopedia of Systemic NLP (2000)

Introduction to Logical LevelIntroduction to Logical LevelIntroduction to Logical LevelIntroduction to Logical Level

“Logical Levels can be a meta language used by facilitators when promoting a cultural change based on games and simulations”

“Logical Levels can be a meta language used by facilitators when promoting a cultural change based on games and simulations”


Who? Where? When?Who? Where? When?

Logical Levels of Learning and ChangeLogical Levels of Learning and ChangeLogical Levels of Learning and ChangeLogical Levels of Learning and ChangeRobert Dilts based on Gregory Bateson

EnvironmentEnvironmentEnvironmentEnvironment

When we find a problem atWhen we find a problem atWhen we find a problem atWhen we find a problem ata particular level a particular level a particular level a particular level …………

When we find a problem atWhen we find a problem atWhen we find a problem atWhen we find a problem ata particular level a particular level a particular level a particular level …………

………… we can solve it atwe can solve it atwe can solve it atwe can solve it atthe next upper level!the next upper level!the next upper level!the next upper level!

………… we can solve it atwe can solve it atwe can solve it atwe can solve it atthe next upper level!the next upper level!the next upper level!the next upper level!

What doyou do?

What doyou do?

BehaviourBehaviourBehaviourBehaviour

is perceived by my senses triggering a

CapabilitiesCapabilitiesCapabilitiesCapabilitiesand Strategiesand Strategiesand Strategiesand Strategies

How doyou do?

How doyou do?

is a conscious actionsupported by

Who are you?Who are you?

IdentityIdentityIdentityIdentityand Missionand Missionand Missionand Mission

Are unconsciousresponses based on

““““Bad behaviour can generateBad behaviour can generateBad behaviour can generateBad behaviour can generatebad results bad results bad results bad results ………… Good behaviourGood behaviourGood behaviourGood behaviourcan generate good results!can generate good results!can generate good results!can generate good results!””””

““““Bad behaviour can generateBad behaviour can generateBad behaviour can generateBad behaviour can generatebad results bad results bad results bad results ………… Good behaviourGood behaviourGood behaviourGood behaviourcan generate good results!can generate good results!can generate good results!can generate good results!””””

Why doyou do that?

Why doyou do that?

BeliefsBeliefsBeliefsBeliefsand Valuesand Valuesand Valuesand Values

are semiconscious actionsbased on personal

Logical Levels HierarchyLogical Levels HierarchyLogical Levels HierarchyLogical Levels Hierarchy

IDEALIDEALIDEALIDEALPURPOSEPURPOSEPURPOSEPURPOSE


Logical Levels for SoftwareLogical Levels for SoftwareLogical Levels for SoftwareLogical Levels for Software

Beliefs &Beliefs &Beliefs &Beliefs &ValuesValuesValuesValues

By Experience, Agile Manifesto,Simplicity, Communication, Feedback and Courage

By the Book, Prescriptive Models, Deterministic Approach, Fear

TraditionalTraditionalTraditionalTraditional

Team, Team Member, Developer,Scrum Master, Scrum PO, Coach …““““To deliver value to customersTo deliver value to customersTo deliver value to customersTo deliver value to customers””””

Factory, Manager, Analyst,Designer, Programmer, Tester, …““““To deliver software artifactsTo deliver software artifactsTo deliver software artifactsTo deliver software artifacts””””

Identity & Identity & Identity & Identity & MissionMissionMissionMission

Logical LevelLogical LevelLogical LevelLogical Level AgileAgileAgileAgile

EnvironmentEnvironmentEnvironmentEnvironmentRegulated, Complex

Small to LargeFlexible, SimpleSmall to Large

BehaviorBehaviorBehaviorBehaviorMass Production, Large Lots,Few deliveries, Reactive

Lean Production, Small Lots,Frequent deliveries, Proactive

Capabilities & Capabilities & Capabilities & Capabilities & StrategiesStrategiesStrategiesStrategies

People Oriented, Generalization,Self Management, Win-Win

Process Oriented, Specialization,Command-Control, Win-Loose


Investigating Logical LevelsInvestigating Logical LevelsInvestigating Logical LevelsInvestigating Logical LevelsIf you If you If you If you ………… Please, investigate your Please, investigate your Please, investigate your Please, investigate your …………

Need more information about your current situation … EnvironmentEnvironmentEnvironmentEnvironment

Have enough information about your current situation but you don’t know what to do with that … BehaviorBehaviorBehaviorBehavior

Know what you have to do but you don’t have a capacity or a strategy needed to do that … Capabilities & StrategiesCapabilities & StrategiesCapabilities & StrategiesCapabilities & Strategies

Know that you have the capability or strategy but you don’t think this is an important thing or it’s wrong …

Beliefs & ValuesBeliefs & ValuesBeliefs & ValuesBeliefs & Values

Think that it’s an important thing or it’s the right thing to do but you feel that it doesn’t belong to your mission … Identity & MissionIdentity & MissionIdentity & MissionIdentity & Mission

Purpose & IdealPurpose & IdealPurpose & IdealPurpose & IdealBelieve that it belongs to your mission but you don’t feel yourself as a part of the whole …


Mathematics is a language understood and respected by every computer professional.

Mathematical facts are strong evidences that can be used to

challenge unsustainable beliefs.

Mathematics as a LanguageMathematics as a LanguageMathematics as a LanguageMathematics as a Language

A strategy for a change using games and simulations:A strategy for a change using games and simulations:A strategy for a change using games and simulations:A strategy for a change using games and simulations:

“Run simulations and associate bad results (from inadequate behavior - traditionaltraditionaltraditionaltraditional) with bad identities, and good results (from adequate behavior - agileagileagileagile) with good identities. Challenge traditional beliefs using the bad results.”

A strategy for a change using games and simulations:A strategy for a change using games and simulations:A strategy for a change using games and simulations:A strategy for a change using games and simulations:

“Run simulations and associate bad results (from inadequate behavior - traditionaltraditionaltraditionaltraditional) with bad identities, and good results (from adequate behavior - agileagileagileagile) with good identities. Challenge traditional beliefs using the bad results.”


ExamplesExamplesExamplesExamples


Producing in Producing in Producing in Producing in Large LotsLarge LotsLarge LotsLarge Lotsxxxx

Producing in Producing in Producing in Producing in Small LotsSmall LotsSmall LotsSmall Lots

Game #1: Production LotsGame #1: Production LotsGame #1: Production LotsGame #1: Production Lots


AnalystAnalystAnalystAnalyst DesignerDesignerDesignerDesigner ProgrammerProgrammerProgrammerProgrammer TesterTesterTesterTester CustomerCustomerCustomerCustomer

Team SetupTeam SetupTeam SetupTeam Setup

Game GoalGame GoalGame GoalGame Goal

Deliver to the Customer 10 software requirements analyzed, designed, coded and tested in the shortest possible period of time.



Procedure:Procedure:Procedure:Procedure:

1. Each software requirement is represented by a record card;

2. A complete requirement implementation is represented byfour initials written by the team;

3. Identify your group.

€ æ ‡


ξ

2



2150150150150

150150150150

1st Experiment:1st Experiment:1st Experiment:1st Experiment:LARGE LOTSLARGE LOTSLARGE LOTSLARGE LOTS

Each member has to sign 10 requirements before deliver them to the next team member.

Customer records time spent.

Note:Note:Note:Note:

““““When doing Large Lots, the time to deliver the first requirementWhen doing Large Lots, the time to deliver the first requirementWhen doing Large Lots, the time to deliver the first requirementWhen doing Large Lots, the time to deliver the first requirementis equal to the time necessary to deliver the whole project.is equal to the time necessary to deliver the whole project.is equal to the time necessary to deliver the whole project.is equal to the time necessary to deliver the whole project.””””



2150150150150

150150150150

2nd Experiment:2nd Experiment:2nd Experiment:2nd Experiment:SMALL LOTSSMALL LOTSSMALL LOTSSMALL LOTS

Each member has to sign 1 requirement and deliver it to the next team member (unitary flow).

Customer records time spent.

100100100100

150150150150

Note:Note:Note:Note:

““““When doing Small Lots, donWhen doing Small Lots, donWhen doing Small Lots, donWhen doing Small Lots, don’’’’t push any requirement to the next t push any requirement to the next t push any requirement to the next t push any requirement to the next team member if he has a requirement waiting to be worked; i.e., team member if he has a requirement waiting to be worked; i.e., team member if he has a requirement waiting to be worked; i.e., team member if he has a requirement waiting to be worked; i.e., you you you you have to wait for him to send another requirement to be worked.have to wait for him to send another requirement to be worked.have to wait for him to send another requirement to be worked.have to wait for him to send another requirement to be worked.””””



2200200200200

200200200200

Analysis:Analysis:Analysis:Analysis:

20202020

100100100100

2 02 02 02 0AB

10101010CD



Results:Results:Results:Results:1. Velocity Gain = Time to deliver the whole project in Large LotsLarge LotsLarge LotsLarge Lots

Time to deliver the whole project in Small LotsSmall LotsSmall LotsSmall Lots

2. Risk Factor = Time to deliver the first requirement in Small LotsSmall LotsSmall LotsSmall Lots

Time to deliver the first requirement in Large LotsLarge LotsLarge LotsLarge Lots

1111 2222 3333 4444 5555 6666 7777 8888 9999 0000

AnalysisAnalysisAnalysisAnalysis DesignDesignDesignDesign ProgrammingProgrammingProgrammingProgramming TestingTestingTestingTesting

1111 2222 3333 4444 5555 6666 7777 8888 9999 0000 1111 2222 3333 4444 5555 6666 7777 8888 9999 0000 1111 2222 3333 4444 5555 6666 7777 8888 9999 0000

AnalysisAnalysisAnalysisAnalysis

DesignDesignDesignDesign

ProgrammingProgrammingProgrammingProgramming

TestingTestingTestingTesting

1111 2222 3333 4444 5555 6666 7777 8888 9999 0000

1111 2222 3333 4444 5555 6666 7777 8888 9999 0000

1111 2222 3333 4444 5555 6666 7777 8888 9999 0000

1111 2222 3333 4444 5555 6666 7777 8888 9999 0000

Velocity Gain = 40 / 13 = 3,0Risk Factor = 4 / 40 = 10%


Questions to be discussed (Questions to be discussed (Questions to be discussed (Questions to be discussed (““““challengeschallengeschallengeschallenges””””):):):):

1. Who have decided to keep your team too slow?

2. Why has your team agreed with that?

3. What is that stops your team to change this situation?

4. Do delivery and time really matter to your managers?

5. Are your customers really worried about risks?

6. Why do you keep a high risk behavior?

7. How do you call a person that doesn’t matter with the things of the others?




In fact, you've been a WASTER that almost

never took into account customer schedules and

risks!!!!

In fact, you've been a WASTER that almost

never took into account customer schedules and

risks!!!!


Dependent EventsDependent EventsDependent EventsDependent Eventsxxxx

ProductivityProductivityProductivityProductivity

Game #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent EventsGame #2: Dependent Events



Deliver to the Customer 40 software requirementsin 10 iterations affected by an unbalanced production(real life simulation).Comment:This game is based on Eliyahu M. Goldratt´s book “The GoalThe GoalThe GoalThe Goal”.


Team SetupTeam SetupTeam SetupTeam Setup

Analyst Designer Programmer Tester Customer



1. Each software requirement is represented by a label;

2. Each team member can produce1 to 6 requirements per iteration;

3. A die will be used to determine each member capacity through the iterations;

4. Each member will deliver to the next team member the amount of requirements his or her capacity (die) and inventory permit during the iteration;

5. Customer records individual capacities (die values) for each iteration.


3333 2222 4444 11114444 2222 5555 44441111 5555 4444 66665555 2222 4444 11116666 3333 2222 33333333 1111 3333 11112222 2222 4444 11115555 1111 6666 55555555 6666 4444 11111111 2222 2222 4444

2222


1 2 3 4 5 6

1/6 1/6 1/6 1/6 1/6 1/6

Mean = 3,5

Probability Distributionfor Individual Capacities


Notes:Notes:Notes:Notes:

�Minimum Capacity: 1

�Maximum Capacity: 6

�Mean Capacity: 3,5

� Team GoalTeam GoalTeam GoalTeam Goal

To deliver 35 requirementsin 10 iterations!!!

� Individual BonusIndividual BonusIndividual BonusIndividual Bonus

Productivity – 3,5

� Profit DistributionProfit DistributionProfit DistributionProfit Distribution

Only for people withpositive total bonuses!!!


Results:Results:Results:Results:

“Statistical fluctuations from dependent events lead to the performance of the system becoming worse than the average capacity of the constraint.”




1. Do your managers use mean capacity to make their plans?

2. Why doesn’t your team deliver at least the mean?

3. Where is the bottleneck of your team?

4. What is that stops your team to balance the whole process?

5. Have you ever thought about being faster going slow?

6. How can you deliver 40 requirements in 10 iterations?

7. How can you justify keeping specialized jobs?

8. How do you call a person that doesn’t matter with the others?




In fact, you’ve been an INDIVIDUALIST that almost never took into account your team or company results!!!!

In fact, you’ve been an INDIVIDUALIST that almost never took into account your team or company results!!!!


Product BacklogProduct BacklogProduct BacklogProduct Backlogxxxx

Team VelocityTeam VelocityTeam VelocityTeam Velocity

Game #3: Team VelocityGame #3: Team VelocityGame #3: Team VelocityGame #3: Team Velocity


Developer Testing tools I can guarantee the quality of things I produce

Write and run automated unit and integration tests 1

HusbandTo give more attention to my wife I will make her happy At least 8 hours a week in

activities with her


Deliver a list of 10 improvement suggestions for your work environment or personal life using an User Story template.




1. The work will be done in 5 iterations of 2 minutes each;

2. The facilitator will conduct the activity controlling the starting time and the finishing time;

3. When you hear STOP!STOP!STOP!STOP!, don’t try to finish any job;

4. A representative ofeach group willregister the teamproduction results;

5. Tell your team resultsto the facilitator andanalyze the data at theend of the game.

1111 11112222 11111111 00002222 00000000 11116666 3333

1111 0000





1. Has every team member showed the same productivity?

2. Why the whole team was unproductive in the beginning?

3. Do you think the cadence has contributed with something?

4. Do your managers really know their teams capacity?

5. Can you better negotiate time and scope with statistical information?

6. What is that stops your team to measure its capacity?

7. How do you call a group of well known people that work together to achieve a common goal for their lives?


The Brazilian men's national volleyball team.

In fact, we are a TEAM and our global results are more predictable

than our individual results!!!!

In fact, we are a TEAM and our global results are more predictable

than our individual results!!!!



ConclusionsConclusionsConclusionsConclusions


ConclusionsConclusionsConclusionsConclusions

1. Metaphorical games are useful to promote cultural changes but cannot be effective if their facilitators don’t understand the meaning of a meta language when running those games;

2. NLP Logical Levels can be an effective model to guide coaches during the transformation process and game execution, mainly when associated with mathematical language;

3. Statistical analysis is a must to challenge logical and pragmatic minds, typical of IT professionals;

4. Challenging beliefs, values, mission and identity is the most difficult part of changing a team or an organizational culture, but it is the most effective way to promote a change in a behavior and an environment.


Thank you very much!Thank you very much!Thank you very much!Thank you very much!For more information, contact us.

Luiz ClLuiz ClLuiz ClLuiz Clááááudio Parzianelloudio Parzianelloudio Parzianelloudio [email protected]

Rafael Rafael Rafael Rafael PrikladnickiPrikladnickiPrikladnickiPrikladnickirafael.prikladnicki@pucrs.br

logical levels andstatistical games - a powerful strategy for agile adoption

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