lessons from icc cricket world cup 2011v4

8/2/2019 Lessons From ICC Cricket World Cup 2011v4

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P Suresh

TCS

4/20/2011

Learnings from the ICC Cricket World Cup 2011


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TCS Confidential

Preface

Reading the newspaper daily is a good opportunity to learn what works ordoes not. When the World Cup was in progress last month, I noticed news

items on situations similar to what we sometimes see at work. Using GoogleNews and the online ePapers, I had started sharing the news and thelearnings in lunch-time mails to the Process Excellence Group. Apart fromthe responses, the mails were also forwarded to others by the recipients.

The TCS Core PEG had, a while back, set up a Delivery Assurance Managerscommunity on Knowmax. Prabha Thomas of the Delivery Design Grouprequested me to publish these regularly on the community in an area calledExpert Commentary. I was, of course, warm to the request. But, more than

that, Prabha made me an offer I could not refuse- to quote her words,

And to please keep writing till India wins the World cup :-)."

With such a request, how dare I stop before India wins the cup?

I have consolidated all these learnings in this e-book as a Memento of theIndia victory.

In the context of the DAM community, some of the learnings in this set arerelated to increasing the alignment of Quality Assurance to DeliveryAssurance and business goals. But many of them are more universal.

I thank all the readers of these messages and their responses which arethere on the DAM Community. As in all behavioural situations, there isnt oneright answer- there were some passionate, challenging responses, so yourmileage may vary!

I hope we continue to replicate these results and sentiments within TCS andin cricket!

P Suresh ([email protected])

April 2011


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ContentsCompliance- not in Spirit!..............................................................................................4 Improving Process Alignment with Delivery.............................................................5 Team Empowerment and Engagement........................................................................7

Supporting Team Improvement...................................................................................8 Goal Alignment, and Review Effectiveness............................................................. 10 Getting the steam out ................................................................................................. 12 Risk-Benefit Analysis................................................................................................... 13 Fun at Work ................................................................................................................... 14 No Lessons Learnt! ....................................................................................................... 16 Don't Shoot the Messenger!...................................................................................... 17 Work-Life Balance........................................................................................................ 19 Getting Across the Right Message ......................................................................... 20

Stay Cool at Work! ....................................................................................................... 21 Making a Game Plan that Wins.................................................................................. 22 Increase Credibility, Acceptability and Utility.................................................... 24 Predictive Causal Analysis or Excuses?.................................................................. 26 Result or Process: Which is More Important?..................................................... 28 How Effective should a Review/Audit be?............................................................ 30 Celebration Time!!........................................................................................................ 32


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Compliance- not in Spirit!8 March 2011

This news item from today's newspaper on security checks at an ICC CricketWorld Cup venue illustrates the risk, if any, of checklist-based compliance.

It is obvious that while the securityguard had a checklist with the item'coin' on it, he had no clue of why theitem was on the checklist- what is therisk if the item was allowed? Either hewas not (or badly) educated on the risks.

Why else would he allow Euros, Dollarsand Pounds but not Rupees and Paise?

This is the risk we run if we do noteducate the practitioners adequately onthe risks and benefits of what isrequired by them for deployment inspirit.

Then again, while the foreign coins were let in, the stadiums did not explodeexcept when Yusuf Pathan hit the sixers.. Does anyone know why coins instadia are a security threat?


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Improving Process Alignment with Delivery9 March 2011

Here's today's Eureka.

Another news that came up was the Sri Lankan captain Sangakkara objectingto the change of the 2.5 meter rule in the UDRS review during thetournament.

Look at the sequence:

1. UDRS is announced by ICC2. India does not agree3. UDRS is enforced in the World Cup4. Usage of UDRS in one instance makes the Indian captain Dhoni

unhappy because of the 2.5 meter rule5. ICC calls Dhoni 'ignorant'

6. BCCI fights for Dhoni against the ICC, calls it a pressure tactic on ourcaptain

7. In a next match UDRS review, the 2.5 meter rule is not used8. ICC admits the 2.5 meter rule is dropped9. Sangakkara now objects to the change!

Whenever there is process to be followed andcreates perceived difficulties, it is necessaryto let people know about the rationale, what isinteresting here is that the rationale isdefended by the 'delivery leader' (captain),not the department which enforces theprocess. It would be even better when the

customer (spectator) articulates theiralignment this message and this is publicized.


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It will be interesting to see how the ICC handles this situation. When thenew process was introduced, buy-in was not obtained from stakeholders.Once deployed, problems arose due to multiple views and the situationpressure led to panicky changes which have made the problem worse. Please

keep this in mind when rolling out new processes to your projects. Engage,engage, engage...

PS.

For colleagues not from India (or another cricket-crazy nation), somedefinitions:

Lathi-charge : A baton charge by policemen for crowd control. The objective

is to induce the right behaviour, not to punish.Cricket : A game played by 22 fools and watched by 22000 fools. (GeorgeBernard Shaw)


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Team Empowerment and Engagement10 March 2011

I told Sachin you are out: Virat

Bengaluru, March 6: If Sachin Tendulkar walks up to you and asks yousomething about cricket then you are special. And if the little master askswhether he is out or not then you have to be something more than special.Virat Kohli on Sunday had a similar moment he will remember all his life. Inthe 21st over when Tendulkar was adjudged out lbw to a young GeorgeDockrell, the legend walked to take Virats opinion on whether to take areview or not. Virat politely said, I think that is out, Sachin.

--

This incident from the India-Ireland match continues to be appreciated inthe media. Virat Kohli was a newborn when Sachin made his debut for India.If the King of Cricket had asked for an UDRS review of the lbw appeal as his'right', no one would have objected. But an invalid review would have wastedone from the quota. Sachin's strength was not only to trust a junior teammember- also to demonstrate a work environment where a junior teammember can give a frank unfavourable message without the fear of gettingshot.


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Supporting Team Improvement11 March 2011

How do you react to failure?

A good method to counter public criticism of your team is with a sense ofhumour:

Taking a stand of "We are likethat only" never helps.Continuous improvement isimportant, as is acknowledgingimprovements made bypredecessors, like Dhoni didafter India topped the ICC TestRankings.

Then again, continuousimprovement must always beencouraged by leaders- not likethis Dhoni response after thematch against Ireland:

"We are showing signs ofimprovement in bowling. Ourfielding will be the same, our

exceptional fielders can getbetter but our slow fielders willremain the same. It's importantto peak at right time as it islong tournament"


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Goal Alignment, and Review Effectiveness14 March 2011

Recovering from a rather depressing weekend with memories of ChetanSharma and Javed Miandad...

Delivery Strategy. Do you focus on business requirements or on cosmetic'bells and whistles'?

But one point we must concede is that the Tornado Threesome (Yusuf,Yuvraj, Virat) were well meaning in their essays, unlike the case below..

When in a crunch situation, do you play for your team or for your closerelations/friends? Here's a gentleman who does the latter, and see theresult.

When we plan a release, be it software orprocess, it's necessary to focus on how itwill help us meet business goals. This

post-match comment by Dhoni underlinesthis point. The star Indian batsmenassumed that what was produced bySachin, Sehwag and Gambhir wasadequate to meet the team goals andstarted working on low priority features,and we saw the results- rather than 30runs more they got 30 runs less.


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Finally, what do you do to make a review/audit clearance useful?

You focus on the purpose of what youreview. What is the impact/risk ofsomething being present or absent?Simply saying I saw this was presentdoes not help anyone!


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Getting the steam out15 March 2011

There is no point in just sulking when something has gone wrong. Let off thesteam, then return back to normal to excel!


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Risk-Benefit Analysis16 March 2011

Duminy's 99 provetoo many for Ireland

After 43 overs against Ireland JP Duminy was on 60. In the last over he wason 99. What is the benefit targeted by a risky shot rather than a single? Inthe Man of the Match interview, he said that it is important to get moreruns than achieve a personal target with a single. Result: South Africa wasone run less than what they could and Duminy missed his 100.

Was the Risk-Benefit Analysis appropriate? Should it have been different if you were playing a better opponent- India's similar mistake against SouthAfrica is a case in point.

Today I don't know the right answer.

Also how will you handle similar situations at work?There is a similarity with the Akmals story- is your goal important or theteam's goal?You have system tested 80% of your test cases, including the high priorityfunctionality and closed all the Sev 1, Sev 2 defects. Your customer's UAT team is waiting to start testing so as to be able to go live on a target date.Will you delay the delivery or deliver with known defects and unknowndefects in lower priority business functions? Would you approve aconcession? What is the Risk-Benefit Analysis here?


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Fun at Work17 March 2011

Not much happening on the World Cup front for India, now, so it's time forstress-busting fun at work.

Fun at work has three components:

Stress reductionTeam bondingReinforcing themes important to work for a team, in a mind-catching, lastingfashion. - A bit like this daily learning :-)

HR Processes like PROPEL do this, But many leaders do this as part of theirwork, which all of us would have experienced. I am sharing one such belowfrom many years ago- rough transcript of a meeting between a DeliveryHead and a recently appointed Group Leader.

DH, GL- Greetings and listing what's to be discussed. Main items getdiscussed.DH- Anything else?GL- I have to do this but...DH- Here's how you can do.. Anything else?


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GL- And another thing.....DH- No problem, here's what you do....Anything more?GL- Yes, how do I handle this....DH (to secretary) Can you ask the canteen guy to get me a spoon?

Spoon is ordered, arrives on a spotlessly clean plate.DH thanks the canteen guy and tells the GL with a smile- You are asking meto spoon feed you so many times, I needed a spoon!

The message could not have gone more clearly than this, and will never getforgotten.


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No Lessons Learnt!18 March 2011

Oh my God! I could find NO lessons learnt from the ICC World Cup today.

But I have a 'Deliverable' due; at least I feel some pressure on this. So whatdo I do? Write something trivial, or say that there are no lessons learnt? Inmy view the former.

Now how does this relate to work?

Cast a glance at the Best Practices and Lessons Learnt sections in PMR

presentations. Sometimes we see items that do not deserve to be there withthat title. Here are a few types that come to my mind, seen over many years:Unit testing must be properly doneHave regular team meetingsTake backups regularlyTechnical lessons that are taught in the E0 level training on the subject.

(I was tempted to search on Knowmax/EQP for live examples. While therewere a few presentations, I did not copy the samples so that no one feelssingled out. And many PMR reports had blanks on LL/BP.)

These kind of LL/BP instances arise for two reasons:The team is working on the project has faced some setbacks during theproject and had to struggle to recover. So what looks obvious to you as partof our processes are ingrained in the team's mind as 'learning'The team thinks- we've been working for 6 months, how can we say we havelearnt no lessons, what will the reviewer and PEG say? So the first thingsthat enter their mind are put down.

Reflect- how many of the LL/BP items listed look trivial to you? What should you do to correct the writer? How do you get the 'punch' LL/BP inputs andhow do you harvest them?

So there, I have somehow created my deliverable for the day :-)! Have agreat weekend and may our interest in the World Cup continue next week!


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Don't Shoot the Messenger!21 March 2011

What do you do when you see something that is negative for you or yourgroup, which others don't see?

Tendulkar, Ponting at opposite poles as walking debate rages

CHENNAI: Indian batsman Sachin Tendulkar and Australian captain RickyPonting took two opposite sides as the walking debate raged in the ongoingcricket World Cup in the sub-continent.

Tendulkar walked back to the pavillion despite the umpire signalling not outduring India's league match against the West Indies, while Ponting stayedhis ground till he was ruled out after a successful review by Pakistan inanother match.

Tendulkar was hoping to score his 100th international hundred but hisinnings ended when he was dismissed for just two. He faced only four balls,clipping fast bowler Ravi Rampaul to wicket-keeper Devon Thomas and hewalked without waiting for the umpire's decision.

Ponting had made 19 when he edged off-spinner Mohammad Hafeez toKamran Akmal at the R Premadasa stadium in Colombo on Saturday.

When on-field umpire Marias Erasmus gave the Australian captain not out,the decision was reviewed and overturned.

Ponting admitted he knew he had edged the ball but said he had alwayswaited for the umpire's decision all through his career.

"There were no doubts about the nick, I knew I hit it, but as always I waitfor the umpire to give me out. That's the way I've always played the game,"he said.

_____


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How associates participate openly in reviews and audits is influenced by hownegative inputs are received. Not just by the process group, but also by thedelivery leadership team. This does not mean that PMRs and audits areslugfest parties- sometimes this happens, unfortunately. The same openness

is required in internal project review meetings so that issues are brought upearly for resolution. Actually, what is best is that when an auditor orreviewers does not unearth issues, but sees that all issues are known to theproject team and are being addressed. These sessions can then add value bysuggesting methods to solve the issues- something that would make auditsand reviews more welcome!

And how would you have reacted to Sachin's walk if India had lost to theWest Indies? While results matter, integrity and courage are equally

important.So, todays learning is: Don't shoot the messenger!

PS. Rajiv Kumar, TCS FS HR sent me this correction

By the way Sachin has not been a regular walker. Please don't go by his actagainst WI last week. He was out on Steyn's bowling in SA in the third testwhen he had hardly scored any run. He went on to complete the century andsaved the test match.Of course Ponting never walks.. The only true walker among presentcricketers is Hashim Amla.


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Work-Life Balance22 March 2011

I think the learning is obvious!

Do not ignore Life just because you happen to be at Work. And do change your tone and language when you talk to your family in the midst of a'difficult' Work call/meeting.Suitable, but perhaps different Business Values must be articulated to eachstakeholder to get their buy-in to what you want to do.The Business Value (Barbie Dolls, in this case) had better be delivered and

accepted. Or you won't be believed again.

Note: Some recipients of this message told me they forwarded the mail totheir spouses. While matters on the other messages may be TCS internal, Iguess sharing this learning outside TCS is OK!


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Getting Across the Right Message23 March 2011

What do you do if you are convinced that something is right but the messageis not accepted?

More than a decade ago, a QAG Head at the then Hyderabad Branch saw asituation in a critical project where the delivery leaders were not reactingpositively to the risks identified and what was needed to address them.After trying to persuade them for some time without success, she had to dowhat Geoff did and said something like: "If you do not address this, I amgoing to talk to the CEO. "(In today's org structure, more likely the OUHead.) At a later branch quality heads meeting, she narrated this incidentvery naturally, which showed the ingrained conviction and ability to escalatewhen required. (Today she is a relationship leader in the Telecom ISU.)

As I write this the West Indies are 101/8 and if Indiawins tomorrow, will most likely face Pakistan in thesemis. But whoever plays the finals, it will be a beautytreat!

Should all projects be seen as good-looking inaudits and reviews, or is the Mumbai Policeapproach right? Isn't it better to have aneffective health regimen than pick and choose thecops for the finals?


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Stay Cool at Work!24 March 2011

I'm kinda superstitious. That's why I'm sending this hours before the warstarts today..

Waugh Zone - Revenge is a dish best served cold- Steve Waugh's column (extract)

SET THE RECORD RIGHT This is a great opportunity for India to wash offthe memories of Wanderers in 2003. A lot of players in this India team werepart of that drubbing. India need to shut out expectations and pressure and

remain calm. That was all of eight years and a day before Thursday's game,but then, revenge is a dish best served cold.

--

How do you react in a situation at work where a previous episode was asetback- for you, your project, your group, or your customer? Steve, whowas also a walker like Sachin and unlike his successor Ricky, shows the way!

Do you follow superstitions at work on important days? Like a lucky dress ortie... Does it work for you?


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Making a Game Plan that Wins25 March 2011

First of all, my 'superstition' worked ;-)

Many lessons learnt from yesterday.

Stay cool under pressure at work. This was suggested yesterday has beenshown to be effective!

Team composition. Who are your stakeholders and how do you work withthem? Do you understand the business environment, rather do you havemembers in your team who understand the environment and can implementthe right strategy for it? Everyone cannot be expected to be an all-rounder,though they must aspire for it. Situation-based team rotation must also bemade like getting in Raina instead of Yusuf. And sometimes, telling a team


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that you cannot do something motivates them to prove their leader wrong, asDhoni and Afridi have pleasantly seen this week!

Calm start. When anything in the environment is new/changed, there will be

a settling phase. This may be a new PL, GL, DAG member, or a newly designedand process. During this time, do not set unrealistic expectations or createthat image. On one of the earlier tours, Dhoni once said he needs 8 balls toget the drift of the situation and then start blazing after tailoring to thesituation. What is the equivalent of 8 balls in our business situation? Andhow you tailor to the situation?

Counter-attack: Routine methods will not be adequate in a tight situation.But we know this anyway!


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Increase Credibility, Acceptability and Utility28 March 2011

When you represent theProcess Excellence Groupand interact with deliveryteams, it's important tospin it (pun unintended) inthe right direction. Whatdoes this require?

Having an understanding ofthe environment andconditions where theprojects work. How doesthe customer and thedelivery team benefit fromit and what are thechallenges. Not just from aprocess standpoint- alsothe business function andthe technology. When Inticame to Mohali, he startedchatting with the PCAmembers and ground staff

just as if he was still partof them.For a few moments,imagine you have joined theproject/group. Think of

you can help them, beyond your own agenda, and share it with them. Let the team become comfortablesharing their problems and any failures with you. If they tell you about acustomer complaint, do you just ask them whether it is entered in IPMS ordo you help them address it? If you share lessons from your own delivery


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experience, projects are likely to me more receptive to the PEG. If you arenot able to empathise with delivery teams, they would likely tune off when

you appear before them....Stay current on delivery. Do not stay for too long in the PEG. Rotation will

increase your own ability to grow, and getting in fresh PEG entrants fromdelivery will improve the credibility, acceptability and utility of the PEG. Butgetting them in is not a job that can be subcontracted to RMG! You have tobe able to convince people to join the PEG for mutual benefit.


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Predictive Causal Analysis or Excuses?29 March 2011

When do you do Causal Analysis?

--IMRAN FLAYS MINISTER FOR FIXING COMMENTS

Cricketer-turned politician Imran Khan on Monday slammed Pakistan interiorminister Rehman Malik for saying Shahid Afridi and Co. are being watched toensure there is no match fixing in Wednesday's World Cup semi-final againstIndia in Mohali.To be honest, I am more worried about Rehman Malik. He is

the one who needs to be watched, said Imran, who heads a political party,Tehreek-e-Insaaf, in Pakistan. I am serious. Do you know he (Malik) wasabsconding for a while? Last year, Pakistan President Asif Ali Zardarireportedly used his discretionary powers to bail out Malik, who was facingcorruption charges dating back to the 1990s. Asked if Malik's commentswould put more pressure on the Pakistan cricket team, Imran said: I amsure none of them will even read his comments. They have better things todo. Malik had reportedly said in Karachi: I gave a warning that there shouldbe no match-fixing. I am keeping a close watch. If any such thing happens,we are going to take action. Imran Khan also wants bank accounts ofcricketers to be open to scrutiny to weed out corruption related to matchand spot fixing. Spot fixing particularly is very difficult to detect, Imransaid. I would go a step further and say all accounts of the cricketers shouldbe disclosed and watched. Unless you do that spot fixing will bring a lot ofdamage (to cricket).

Have you seen this in reviews? As the project details are presented,suddenly you see items which are not managed as risks/FMEA, but are 'puton the record'. The onsite/offshore team is/is not doing this; The customeris/is not doing this; There is another vendor involved, who is creating theproblem.. Like Rehman Malik's observation, they become relevant only if theproject (game) fails to meet expectations. When the blamestorming happenswithin our multiple teams involved in a project, it becomes apparent withinmoments of the initiation of the review. In such cases, whatever the otherissues may be, it is necessary to address this issue more than anything else,


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for team consensus is essential. When the issues are outside the control ofour organization, they must be addressed within the customer governanceset-up, or treated as constraints which will be factored into the successfulimplementation of the project.

How do you handle 'fireworks reviews'?

PS Being extra-superstitious, no learning will be presented tomorrow :-)


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Result or Process: Which is More Important?31 March 2011

Here's Anil Kumble's take on it prior to yesterday's war, (which India won,again validating my superstitions!)

Have you seen this in someprojects? The projectteam is under a lot ofpressure- perhaps becauseof the size, visibility, hard

schedules, technology,functionality... In a sense,these projects are seen as'focus' projects. When onetalks to the project team,one senses that process isthe last thing on theirminds because of thestress they are under.'Focus' projects tend toproceed with moresolutions found bydesperation and hunger tosucceed, and Captain Coolwill have a magical way ofinspiring her/his team andsteering the projectthrough difficult times,and producing results.Have you ever heard a GLof a hyper-red projectasking you that the CSI is5ish, so why is the project


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Red? Typically, the reason such projects succeed is the kind ofcompetencies built into the team and bandwidth of leadership focus on theproject. And we're all proud when the project gets accolades.

But...

Can the leadership teams devote this bandwidth to all their projects? This isa 'catch question', for no one will wish to say that one project is lessimportant than another, yet there are terms like priority and radar whichare part of our vocabulary. Pragmatically, 'Focus' project teams get inspiredby the environment and attention, and do stuff without being prompted orpushed. The processes are therefore agile and internalised to such an extentthat they are not visible.

Note that Anil's sentence reads "the result is more important than theprocess" and not 'the process is less important than the result." Facilitatingsuch projects for delivery assurance will be more effective if we stick tothe former. And not "the process is more important than the results."

Every project will not have the same rich team as a 'Focus' project team.For these 'Non-focus' projects, the communication should be 'the process isas important as the results'. Executing the processes and validating thesuccessful results is what enables the internalisation required for 'Focus'projects to succeed.

And, in all cases, encourage process innovation that you don't see in thecoaching manual. That's what gives Pepsi the chance of being the OfficialSponsor of Change the Game additions to the coaching manual, like Dilscoop,Slinga, Helicopter Shot, etc.

What is your experience on this theme?


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How Effective should a Review/Audit be? 1 April 2011

The real review or audit

of a project happensinternally, just like therole played by the on-fieldumpires. Self declarationof possible errors makesit even better, likeSachin's walking or Nehradoubting if he really tookthe catch cleanly.

A Decision Review SystemReferral is like an EQA,PMR, or Audit. Ideally, itfinds out no new issues,which the internal reviewsand governance have notalready discovered.

The DRS decision is notalways final. If there is adoubt, the result is 'Onfield call'. Similarly, whenexternal reviews andaudits occur:

Identify a person toconduct a review/auditwho is competent enoughto produce a 'foolproof'review/audit report, bylooking at all the required

factors and making the right judgment. Should one raise an NCR like 'Wrongreport template used' when the report used in the project meets theproject's governance requirements?


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Do not encourage an attitude of: I am the reviewer, I know more than you somy word is final. Issues raised must have the genuine acceptance by theproject team so that they are closed in spirit.

If external review results are not consistently right, they risk losingcredibility, just like DRS.

The incident below (which is not an April Fool story) happened in a projectaudit many years ago:

Auditor asks for review reports for items in the Client Supplied ProductRegister. Auditee says all we have is standard Microsoft Products and UserManuals, which need not be reviewed. Auditor disagrees and the exchange

continues for a while. Auditee decides to accept the NCR.Auditee goes to QAG with a 'Review Report of Microsoft Visual Basic UserManual'- with no defects, and asks for the NCR to be verified as closed.QAG agrees to close the NCR, but asks why is it being done this way.Auditee: I was wasting my time arguing with the auditor who obviously doesnot understand the situation. It was more productive to accept the NCR andclose it!

Enjoy the finals tomorrow!


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Celebration Time!!4 April 2011

Finally the Helicopter Shot Sixer brought the ICC Cricket World Cup 2011to India!

Celebrate every success. Just like the photograph of Kapil's Devils inspiredso many, the above picture and many such others will inspire more. Andcontinue to inspire you as well! Aren't you inspired by past successes andappreciation- as part of bid, delivery or support teams?Notice that the above picture has more than the Delivery Team; alsoincludes the Support Team. When you have success events in your unit, and

there is an appreciation, does it include the Delivery Assurance/PEmembers? It's likely to happen if the alignment of Quality Assurance,Delivery Assurance and meeting the business goals is visible to all. If it doesnot appear so clear, it mush be improved. Gary Kirsten's group was lavishlypraised by the cricketers, in turn the coach pointed out how he had tounderstand each team cricketer and coach them in a different style.


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See that chap hidden by the cup. Yuvraj Singh, Player of the Tournament.Last year, because of poor performance, Yuvraj was given a lower grade(band) and even dropped from the team (unallocated). Yuvraj, thoughunhappy with that, as evident from his interviews, decided that the only way

to bounce back was to demonstrate his capability in domestic cricket. Whatan awesome comeback!And finally, see Sachin. In one of his post match interviews, Sachin said thathe moved from tennis ball cricket to season ball cricket, because he wantedto win the World Cup. With such a self-set goal and passion to meet it, it'snot surprising we won!

lessons from icc cricket world cup 2011v4

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