You Cannot Buy Technical Excellence
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You Cannot Buy Technical Excellence

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You Cannot Buy Technical Excellence You Cannot Buy Technical Excellence Presentation Transcript

  • It’s Impossible to BuyTechnical ExcellenceAntti Kirjavainen
  • It’s reallyfreaking madness totry to buy for or controlTechnical Excellence
  • Photo by Casey Konstantin
  • RespectFrom buzzfeed.com
  • InboxZeroFrom Inboxzero.com
  • Technical Excellence
  • Continuous attention totechnical excellence andgood design enhances agility.Technical Excellence
  • quality code,sound architecture,good test automation andcoverage,continuous integration andcontinuous deployment.Examples of Technical Excellence
  • Emphasis on Flow over BatchesPhoto by Daniele Zedda
  • Emphasis on Flow over BatchesPhoto by Daniele ZeddaInfographic from People10
  • Emphasis on Flow over BatchesPhoto by Daniele Zedda827228741893781396020406080100120Jan-2013 Feb-2013 Mar-2013 Apr-2013 May-2013Ratio of Value Adding and Fixing WorkFeature work Fixing work Number of defects
  • building it righttomaximize delivery potentialTechnical Excellence
  • Traditional “Solutions”
  • AlertAlert!Your organizationmight be suffering from aLegacy mindset.Photo by Jeremiah OwyangProcessesAndpolicies
  • Test Coverage Policy: The Idea>60%Unit TestCoverageRegularreportsQuality
  • Test Coverage Policy: The Reality>60%Unit TestCoverageRegularreportsLots of testsdoingnothing butadding % oftest coverage
  • AlertAlert!Your organizationmight be suffering from aLegacy mindset.Contract clauses
  • Contract with a Warranty PeriodDevelopmentAcceptanceTestingSupport, warrantyperiod6 monthsWe’ll fix all the defects for freeduring these periods!We’ll fix all the defects for freeduring these periods!
  • Contract with a Warranty PeriodDevelopmentAcceptanceTestingSupport, warrantyperiod6 months
  • Prioritization by Businessvalue
  • Example from Real Life: The PlanBacklog AFeature 1Feature 2Feature 3Feature 4Feature 5Feature 6Backlog BFeature 1Feature 2Feature 3Feature 4Backlog CFeature 1Feature 2Feature 3Feature 4Feature 5Feature 6Feature 715months
  • Example from Real Life: The RealityBacklog AArchitectural feature IFeature 1Feature 2Architectural feature IIFeature 3Feature 4Feature 5Feature 6Backlog BIntegration work IFeature 1Feature 2Additional feature IFeature 3Feature 4Backlog CArchitectural feature IIIFeature 1Feature 2Integration work IIFeature 3Additional feature IIFeature 4Feature 5Feature 6Feature 712monthstogo
  • Example from Real Life: The DecisionBacklog AArchitectural feature IFeature 1Feature 2Feature 3Feature 4Feature 5Feature 6Backlog BIntegration work IFeature 1Feature 2Additional feature IFeature 3Feature 4Backlog CArchitectural feature IIIFeature 1Feature 2Feature 3Additional feature IIFeature 4Feature 5Feature 6Feature 76monthstogoDuct tape & chewinggum solutions
  • Old approaches do not solve the problemProcesses andpoliciesBusiness valueprioritizationContract clauses
  • Why?
  • Traditional Management Paradigm:Extrinsic motivationDesire to achieve goal GReward result RAssume R leads to GProblems with non-linear effectsFrom Management 3.0 by Jurgen Appelo
  • Non-linear effects in SW devWe are hereFrom Management 3.0 by Jurgen Appelo
  • New Management Paradigm:Intrinsic motivationDesire to achieve goal GWhere G is its own rewardNo non-linear effectsFrom Management 3.0 by Jurgen Appelo
  • Nurturing Technical ExcellencePhoto by D Sharon Pruitt
  • Intrinsic MotivationFrom buzzfeed.com
  • Emphasis on Flow over BatchesPhoto by Daniele ZeddaInfographic from People10Understanding
  • SkillsFrom Inboxzero.com
  • Autonomy
  • DisciplineAntti Leinonen, Sirkus Magenta, photo by Tuomas Stenbäck
  • MotivationUnderstandingSkillsAutonomyDisciplineRequires
  • Contracting Point of ViewSharedMotivationUnderstandingDisciplineTrust enablesAutonomyContractor bringsSkills+Understanding+Discipline
  • Good Patterns
  • ContractingContractordev teamIT(customer)Business(customer)
  • Contracting: Lead from customerContractordev teamIT(customer)Business(customer)
  • Contracting: Lead from customerJoint dev teamIT(customer)Business(customer)
  • Who should define indicators / metrics?DevelopersBusinessIT / architectsManagers
  • Test Coverage Policy>60%Unit TestCoverageRegularreportsLots of testsdoingnothing butadding % oftest coverage
  • What would the Experts choose instead?LeadingIndicatorsLaggingIndicatorsTechnicalQualitySoundArchitectureDevelopers
  • Let excellence grow in circles or guilds!Team ATeam CTeam BTeam D
  • Let excellence grow in circles or guilds!DevOpsCircleTeam A Team BTeam C Team D
  • Houston Inc. Frontend CircleFrontendCircleBoard ofdirectorsHoustonPersonnelCustomers & salesOutsideworldHoustonInc.TrainingFeedbackIdeasVisibilityOutsidefrontendsceneConferences +events
  • Involve devs on left side of value streamInitiatives ValidationPortfolioBacklogPreparation Development Deploy Learndevelopersbusiness IT / architects
  • Involve devs on left side of value streamInitiatives ValidationPortfolioBacklogPreparation Development Deploy Learndevelopersbusiness IT / architectsOptions forsolutionRisksConcept
  • Breakdown of WorkVisionBusinessGoalsCapabilitiesFeaturesAdapted from BDD in the Large by Liz Keogh
  • Option for Solution StudyGoal Who HowWhatDeliverableImpact MappingFrom Impact Mapping by Gojko Adzic
  • Impact MappingGoal Who How WhatImprove time tomarket of bigfeatures in service ADevelopersDo major refactoringof the codeRefactor high-priorityareasDo a completerewrite of the systemBuild new systemDo the datamigrationReplace thebackend with a newsystemBuild API overbackendDevelop newbackend for high-priority stuffBusinessLimit new features inprogressPrioritize newfeature requests
  • Impact MappingImprove time tomarket of bigfeatures in service ADevelopersDo major refactoringof the codeRefactor high-priorityareasDo a completerewrite of the systemBuild new systemDo the datamigrationReplace thebackend with a newsystemBuild API overbackendDevelop newbackend for high-priority stuffBusinessLimit new features inprogressPrioritize newfeature requestsGoal Who How What
  • Things to Consider
  • Hiring
  • MotivationUnderstandingSkillsAutonomyDisciplineHiring
  • Picking a contractor
  • MotivationUnderstandingSkillsAutonomyDisciplinePicking a contractor
  • Individuals and interactionsClose collaborationGet to know your prospectivecontracting developers wellPicking a contractor
  • Conclusions
  • building it righttomaximize delivery potentialTechnical Excellence
  • Emphasis on Flow over BatchesPhoto by Daniele Zedda
  • Emphasis on Flow over BatchesPhoto by Daniele ZeddaInfographic from People10
  • Emphasis on Flow over BatchesPhoto by Daniele Zedda827228741893781396020406080100120Jan-2013 Feb-2013 Mar-2013 Apr-2013 May-2013Ratio of Value Adding and Fixing WorkFeature work Fixing work Number of defects
  • Old approaches do not solve the problemProcesses andpoliciesBusiness valueprioritizationContract clauses
  • Traditional Management Paradigm:Extrinsic motivationDesire to achieve goal GReward result RAssume R leads to GProblems with non-linear effectsFrom Management 3.0 by Jurgen Appelo
  • New Management Paradigm:Intrinsic motivationDesire to achieve goal GWhere G is its own rewardNo non-linear effectsFrom Management 3.0 by Jurgen Appelo
  • Intrinsic MotivationFrom buzzfeed.com
  • Emphasis on Flow over BatchesPhoto by Daniele ZeddaInfographic from People10Understanding
  • InboxZeroFrom Inboxzero.com
  • Autonomy
  • DisciplineAntti Leinonen, Sirkus Magenta, photo by Tuomas Stenbäck
  • Contracting Point of ViewSharedMotivationUnderstandingDisciplineTrust enablesAutonomyContractor bringsSkills+Understanding+Discipline
  • Contracting: Lead from customerJoint dev teamIT(customer)Business(customer)
  • Involve devs in choosing indicatorsLeadingIndicatorsLaggingIndicatorsTechnicalQualitySoundArchitectureDevelopers
  • Let excellence grow in circles or guilds!DevOpsCircleTeam A Team BTeam C Team D
  • Involve devs on left side of value streamInitiatives ValidationPortfolioBacklogPreparation Development Deploy Learndevelopersbusiness IT / architectsOptions forsolutionRisksConcept
  • HiringMotivationUnderstandingDiscipline
  • Picking a contractorSkills Motivation UnderstandingDiscipline
  • Nurture Technical ExcellencePhoto by D Sharon Pruitt
  • Maximize the ImpactPhoto by Spettacolopuro
  • Thank you for your attention
  • Antti Kirjavainenantti.kirjavainen@houston-inc.com@anttikihttp://www.slideshare.net/AnttiKirjavainen/http://learninggamedev.wordpress.com/http://www.houston-inc.com/