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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!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
Development teams: an untapped source of innovation that you must unlock!
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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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/)
  • Source: Yahoo Flickr (http://www.flickr.com/photos/passer-by/1122901114/sizes/o/)
  • Source: Yahoo Flickr (http://www.flickr.com/photos/32746390@N00/776155/sizes/o/)
  • 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
  • Source: Yahoo Flickr (http://www.flickr.com/photos/pyxopotamus/3362291478/sizes/o/)
  • Source: Yahoo Flickr (http://www.flickr.com/photos/rootneg2/361677965/)
  • Source: Yahoo Flickr (http://www.flickr.com/photos/65538421@N00/1377536488/sizes/o/)“We’re on a mission from God”…
  • Source: Yahoo Flickr (http://www.flickr.com/photos/mikkime/3516613640/sizes/l/)
  • Transcript

    • 1.
    • 2. Software Development Teams:Secrets to Achieving Unprecedented Rates of Growth and Innovation
      Jeffrey Hammond, Principal Analyst
      May 3rd, 2011
    • 3. 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.
    • 4. 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.
    • 5. 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.
    • 6. 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
    • 7. 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.
    • 8. “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
    • 9. There Are Two Types Of Dev Professionals
      Type X Dev Pro
      Type I Dev Pro
      • Self identifies (Is a developer)
      • 10. Gets involved in side projects
      • 11. Self invests in learning new skills
      • 12. Does development (It’s a job)
      • 13. Works 9-5, overtime if rewarded
      • 14. Doesn’t invest in self improvement
      Intrinsic
      Extrinsic
      • Internally driven
      • 15. Self-motivated
      • 16. Expected rewards
      • 17. Defined performance
      Motivation
      Biologic
      • Put food on table.
      • 18. Pay mortgage.
      • 19. Send kids to college.
      Source: Adapted from Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Hardcover, 2009
    • 20. 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
    • 21. 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
    • 22. 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.
    • 23. Focus on ends, not so much on means
      Govern (and measure) autonomous behavior:
      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.
    • 30. 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.
    • 31. 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.
    • 32. 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
    • 33. 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.
    • 34. 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
    • 35. 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
    • 36. Measures that matter for the end result
    • 37. Forrester case studies on high performance teams
      Atlassian
      Ultimate Software
      Sabre Holdings
      CI&T
      Netflix
      Funambol
      For more, see: www.forrester.com/masstlc  
    • 38. A game plan changing culture
      The next 90 days
      • Share these concepts with your management team.
      • 39. Explore the suggested bibliography.
      • 40. Ask your performers about “out-of-job innovations.”
      • 41. Run a “flow analysis” with your development teams.
      • 42. 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.
    • 43. A game plan for your BT strategy
      Longer term
      • Make a decision on how “innovative” you want to be.
      • 44. Begin to implement specific best practices (360-degree reviews, innovation time, OSS, Agile development).
      • 45. Start attacking waste that “slows flow.”
      • 46. Implement “unexpected” rewards system.
      • 47. Adjust measures to focus on building a ROWE.
      • 48. 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.
    • 49. Thank you
      Jeffrey Hammond
      +1 617.613.6164
      jhammond@forrest.com
      Twitter: jhammond
      www.forrester.com
    • 50. 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?”
    • 51. 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)

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