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Development teams: an untapped source of innovation that you must unlock!
 

Development teams: an untapped source of innovation that you must unlock!

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  • Delete second Name/Title if not needed, but be sure to keep the Month Day, Year information. For a teleconference, after the date, add a period and “Call in at XX:55 p.m. Eastern time” (change the time to five minutes prior to the start of the teleconference).
  • Source: Yahoo Flickr (http://www.flickr.com/photos/jurvetson/52580259/sizes/l/in/set-1140565/)
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  • Source: Construx Conversations (http://forums.construx.com/blogs/stevemcc/archive/2008/03/27/productivity-variations-among-software-developers-and-teams-the-origin-of-quot-10x-quot.aspx)Sackman, Erikson, and Grant (1968). They studied professional programmers with an average of 7 years’ experience and found that the ratio of initial coding time between the best and worst programmers was about 20 to 1; the ratio of debugging times over 25 to 1; of program size 5 to 1; and of program execution speed about 10 to 1. They found no relationship between a programmer’s amount of experience and code quality or productivity.1968 – Sackman, Erickson and Grant1981 – Curtis1983 – Mills1985 – Demarco and Lister1986 – Curtis et al.1987 – Card1988 – Boehm and Papaccio2000 – Boehm et alThis ratio is characteristic of heuristic work
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  • Source: Yahoo Flickr (http://www.flickr.com/photos/65538421@N00/1377536488/sizes/o/)“We’re on a mission from God”…
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Development teams: an untapped source of innovation that you must unlock! Development teams: an untapped source of innovation that you must unlock! Presentation Transcript

  • Software Development Teams:Secrets to Achieving Unprecedented Rates of Growth and Innovation
    Jeffrey Hammond, Principal Analyst
    May 3rd, 2011
  • Your development teams are an untapped source of innovation that you must unlock!
    Source: Flickr (http://www.flickr.com/photos/keoki/1418303458/sizes/o/)
    3
    Entire contents © 2010 Forrester Research, Inc. All rights reserved.
  • How would you describe the act of developing software?
    Algorithmic?
    Source: Flickr (http://www.flickr.com/photos/keoki/1418303458/sizes/o/)
    4
    Entire contents © 2010 Forrester Research, Inc. All rights reserved.
  • How would you describe the act of developing software?
    Or heuristic?
    Source: Flickr (http://www.flickr.com/photos/passer-by/1122901114/sizes/o/)
    5
    Entire contents © 2010 Forrester Research, Inc. All rights reserved.
  • Three steps to a high performance team
    Get (and keep) the right players
    Create conditions for them to thrive and team
    Manage with lean techniques and selective measures
  • Finding stars . . . why does it matter?
    Source: Flickr(ttp://www.flickr.com/photos/clarism_4/3079019223/
    7
    Entire contents © 2010 Forrester Research, Inc. All rights reserved.
  • “Stars” are simply more productive . . .
    Numerous studies show a 10-time difference in productivity and quality among software developers and teams.
    A tale of two developers . . .
    Jim
    Drew
  • There Are Two Types Of Dev Professionals
    Type X Dev Pro
    Type I Dev Pro
    • Self identifies (Is a developer)
    • Gets involved in side projects
    • Self invests in learning new skills
    • Does development (It’s a job)
    • Works 9-5, overtime if rewarded
    • Doesn’t invest in self improvement
    Intrinsic
    Extrinsic
    • Internally driven
    • Self-motivated
    • Expected rewards
    • Defined performance
    Motivation
    Biologic
    • Put food on table.
    • Pay mortgage.
    • Send kids to college.
    Source: Adapted from Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Hardcover, 2009
  • Three steps to a high performance team
    Get (and keep) the right players.
    Create conditions for them to thrive and team.
    Manage with lean techniques and selective measures
  • Creating a climate that attracts “stars”
    Three cultural elements that create space for (and attract) intrinsically motivated development team members:
    Autonomy
    Mastery
    Purpose
    Source: Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Hardcover, 2009
  • Autonomy! Are you kidding?
    What about compliance?
    What about governance?
    “We need to put fences around development teams to ensure they don’t wander off the path we want them to take . . .”
    — Executive at a dev. tools ISV
    Source: Flickr (http://www.flickr.com/photos/pyxopotamus/3362291478/sizes/o/)
    12
    Entire contents © 2010 Forrester Research, Inc. All rights reserved.
  • Focus on ends, not so much on means
    Govern (and measure) autonomous behavior:
    • Self-directed teams
    • Limited stage gates
    • Quality metrics
    • Engagement
    • On-time delivery
    • Customer centricity
    • Rapid recovery
    Build a:
    Results-OrientedWorkEnvironment
    Source: Flickr (http://www.flickr.com/photos/pyxopotamus/3362291478/sizes/o/)
    13
    Entire contents © 2010 Forrester Research, Inc. All rights reserved.
  • Mastery takes practice and perseverance
    Covet engagement.
    Set a10k plan.
    Focus on your 12.
    Build a “flow friendly” development shop.
    Source: Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Hardcover, 2009 and
    Malcolm Gladwell, Outliers: The Story of Success, Little, Brown, and Company, 2008.
    14
    Entire contents © 2010 Forrester Research, Inc. All rights reserved.
  • Purpose: prerequisite for self-actualization
    “We’re on a mission from God.”
    “We’re not evil.”
    “OTTWD”
    “We want to put a dent in the universe!”
    “Let’s build a smarter planet”
    Do you have:
    Transparency?
    Shared goals?
    Simple policies?
    Source: Flickr (http://www.flickr.com/photos/65538421@N00/1377536488/sizes/o/)
    15
    Entire contents © 2010 Forrester Research, Inc. All rights reserved.
  • Three steps to a high performance team
    Get (and keep) the right players.
    Create conditions for them to thrive and team.
    Manage with lean techniques and selective measures
  • Lean software is not really about this . . .
    . . . it’s about getting teams “in the zone” — and keeping them there.
    Source: Flickr (http://www.flickr.com/photos/mikkime/3516613640/sizes/l/)
    17
    Entire contents © 2010 Forrester Research, Inc. All rights reserved.
  • Wastes that impede flow
    Manufacturing sources of waste:
    App dev. equivalents:
    Overproduction
    Waiting (time on hand)
    Unnecessary transport or conveyance
    Overprocessing or incorrect processing
    Excess inventory
    Unnecessary movement
    Defects
    Unused employee creativity
    Too many superfluous artifacts
    Broken builds
    Too many tool transitions
    Rigid architectures
    Analysis paralysis
    Late discovery of defects
    Rising downstream labor costs
    Polluted supply chain management (SCM) streams
    High null-release ratios
  • Key ALM processes that improve “flow”
    Portfolio management
    Production planning
    closed loop
    Project management
    JIT Demand
    Management
    Build and software configuration management
    Deployment
    Release management
    Change management
    Service management
    Testing and quality assurance
    Change aware
    continuous integration
    Change aware
    configuration management
    Release management
    closed loop
    Production control
    closed loop
  • Measures that matter for the end result
  • Forrester case studies on high performance teams
    Atlassian
    Ultimate Software
    Sabre Holdings
    CI&T
    Netflix
    Funambol
    For more, see: www.forrester.com/masstlc  
  • A game plan changing culture
    The next 90 days
    • Share these concepts with your management team.
    • Explore the suggested bibliography.
    • Ask your performers about “out-of-job innovations.”
    • Run a “flow analysis” with your development teams.
    • Create an “engagement plan” to spur intrinsic motivation.
    Source: Flickr (http://www.flickr.com/photos/werkunz/3599761533/sizes/l/)
    22
    Entire contents © 2010 Forrester Research, Inc. All rights reserved.
  • A game plan for your BT strategy
    Longer term
    • Make a decision on how “innovative” you want to be.
    • Begin to implement specific best practices (360-degree reviews, innovation time, OSS, Agile development).
    • Start attacking waste that “slows flow.”
    • Implement “unexpected” rewards system.
    • Adjust measures to focus on building a ROWE.
    • Start managing like a pro sports team.
    Source: Flickr (http://www.flickr.com/photos/werkunz/3599761533/sizes/l/)
    23
    Entire contents © 2010 Forrester Research, Inc. All rights reserved.
  • Thank you
    Jeffrey Hammond
    +1 617.613.6164
    jhammond@forrest.com
    Twitter: jhammond
    www.forrester.com
  • Selected Forrester research
    November 3,2010, “Best Practice: Building High-Performance Application Development Teams”
    April 8, 2011, “Case Study: Sabre – A Culture Of Engagement”
    March 7, 2011, “CI&T – High Performance, Brazilian Style”
    January 14, 2011, “Atlassian Creates An Innovation Culture That Produces Results”
    November 3,2010, “Ultiamate Software Reinvents Its Development Shop To Stay On Its Game”
    November 2, 2010, “Software Development Archetypes – What’s Your Sign?”
  • Selected bibliography
    Netflix: Reference Guide on our Freedom & Responsibility Culture (http://www.slideshare.net/reed2001/culture-1798664)
    Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Books, 2009
    Malcolm Gladwell, Outliers: The Story of Success, Little, Brown & Co., 2008
    10X Software Development (http://forums.construx.com/blogs/stevemcc/default.aspx)