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--- simulating_agile_execution_with_the_ball_point_game [2017/05/02 11:37] – hpsamios
+++ simulating_agile_execution_with_the_ball_point_game [2020/06/04 12:01] (current) – Removed LINKBACK hans
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 ====== Debrief ======
-One of the interesting things about this simulation is that there is a lot can be shown and talked about as a result. This is what makes a great exercise, but it also means that you should be selective about what is highlighted, partially lead by what the group raises up but also, as a coach / trainer, you might have a couple of ideas in mind.
+One of the interesting things about this simulation is that there is a lot can be shown and talked about as a result. This is what makes a great exercise, but it also means that you should be selective about what is highlighted, partially lead by what the group raises up but also, as a coach / trainer, you might have a couple of ideas in mind. In particular, do not try to do all these messages, just focus on 2 or 3 key ideas.
 To start the conversation you might want to start with something open ended:
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   - How did the improvement come about? It came about because we stopped and talked about our "work" and figured out a better plan.
   - Where did all the good ideas come from? What you will find is that a number of people will contribute ideas. This leads to a discussion about the wisdom of the crowds and why top down planning is wasteful as it doesn't fully leverage the brains of all the people on the team.
-  - The previous point also leads to a conversation about leadership. Who was the boss? In most cases there was no boss. People became leaders as their ideas were implemented. This is part of the dynamic of a true team and one of the reason they accelerate.
+  - The previous point also leads to a conversation about leadership. Who was the boss? In most cases there was no boss. People became leaders as their ideas were implemented. This is part of the dynamic of a true team and one of the reason they accelerate. We say that leadership “emerges” and, it should noted, the role of leader might flip from person to person depending on context.
   - What was the effect of quality control (dropping the ball)? Not only was it descriptive in a general sense ("oh someone dropped the ball") but it also took time to recover as people got back into a work rhythm. Think of defects in a similar light? Even if we don't care about the customer and their reaction to a defect, we need to stop producing defects (technical debt reduction, invest in automation) so we can focus on providing value.
   - Most teams start by throwing balls around, whether or not the person on the receiving end is ready. Most teams evolve to have a rule to "wait until you have eye contact with person catching the ball before you throw". This is an example of a pull system. This allows you to talk about the improvement in productivity as a result of the smoother flow you see as a result of pull systems.
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 And then I usually finish the discussion with a "Do you know what you have done? You have just done agile - all the rest is details:-)"
-# Want to Know More
+====== Complexity ======
+A slightly meta point, but may be interesting for some, this is a good example of emergent behavior as a result of complex systems. You will find that, if you run this a number of times, that there won’t be the same soliton coming out for any group although there will be a lot of similar patterns. The emergent behavior is a result of constraints, boundaries, and focusing.
+====== Want To Know More? ======
   * http://dpwhelan.com/blog/uncategorized/learning-scrum-through-the-ball-point-game/ has a number of variations as well as more discussion about how to run the game and the things you can debrief.
+{{tag>games simulations learning agile estimation}}