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Vittorio Viarengo, ViVi software
 

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Vittorio Viarengo, ViVi software Vittorio Viarengo, ViVi software Presentation Transcript

  • Vittorio Viarengo Vice President Development Service Delivery Platform Oracle Fusion Middleware [email_address]
    • The information and statements contained in this presentation represent Vittorio Viarengo’s own point of view and opinions. They do NOT represent in anyway Oracle’s official position
  • Buon Pomeriggio
  • Agenda
    • From “Zena” to Silicon Valley
      • Lessons Learned
    • Creating High Performance Teams to Develop Innovative Products
      • Idea
      • Team
      • Vision
      • Process
    • Conclusions
    • Q&A
  • From Zena….
  • You Are Here
  • 1988-1992 L’universita’ ed l’ITD-CNR
    • Corso di Ingegneria del Software
      • Proff. Giorgio Olimpo, Direttore Istituto Tecnologie Didattiche CNR
    • Borsa di Studio CNR
      • Incontro con Carlo Innocenti (Minollo)‏
    • Il Progetti Europei OSCAR e DISCOURSE
      • l’utilizzo di database Multimediali per supporto allo sviluppo di materiale didattico
    • Mandato della Comunita’ Europea di usare un Object Oriented Database
      • ObjectStore from Object Design
  • The New Idea/Product Template
    • Inflection Point
      • Object Database Technology
    • Customer Need
      • Better Productivity with Object Dabases
    • Product Idea/Vision
      • Do for Object Databases what Standard Query Tools did to SQL databases
    • Team
      • Carlo Innocenti and the ITD team
    • Execution
      • Passion
  • Early Lessons
    • Identify Opportunities
      • Learning opportunity
    • Embrace Change
    • Identify Mentors
      • Luigi Sarti, Augusto Chioccariello, Mauro Tavella, Giorgio Olimpo, Michela Ott, Donatella Persico
    • … and Team
      • Carlo Innocenti
  • 1993
    • Prototype Ready
    • Demo sent to Object Design
    • Invitation to Object Design User Conference in Boston
      • “ Meet the customer”
    • Object Design Rejection…
    • Customer Encouragement
    • External Inflection Points
      • Industry moving from Windows to the Windows NT platform
      • Compiler market moving from Borland (OWL) to the Microsoft C++ Compiler and MFC
  • ViVi Software’s First Trade Show
  •  
  • 1993- 1994 – ViVi Software
    • ViVi Software is formed
      • Alberto Massari and Ivan Pedruzzi join the Team
    • Headquartered in…
      • A basement in Corso Dogali
    • Product Is Re-written in 3 months
    • Beta is ready for customers
    • Product is presented to Object Design
      • Still, no love
    • Product is presented to Customers
      • Still…. Lot’s of Love!!!
  • ViVi Software
  • ViVi Software @ Work
  • Lessons
    • Take Risks
      • Open your “Partita IVA” 
    • Talk to Customers!!!!
      • And Listen…
    • Focus, focus, and… focus
      • Cut deep, cut early
        • Cut the Schema Design, focus on browsing tool
      • Turn down “easy” money, focus on long term vision
    • (Re-)Embrace Change
      • New platform, new compiler,…
    • Don’t be afraid of complete Re-writes
    • Work the Network
      • Alberto, Ivan…
      • Customer leads
    • Hire A+ People
  • ITEA Prize
  • 1995
    • Visual Object Manager 1.0
      • Product Ready and Shipping
    • Internet for e-Commerce
    • The Shrink-wrapping Machine….
    • Marketing, leads, customers
      • Worldwide Mailing Campaign
    • Near-real Time Technical Support
  • Lessons
    • The Joy of building products
      • There is nothing like shipping products to customers
      • … and see them deployed
    • Attention to Details
    • Believe
    • Work hard…really hard
      • If it was easy, somebody else would have done it already
    • Love and pamper your customers
  • 1996 The OEM Agreement with Object Design
    • Object Design Management Change
      • Bob Goldman
    • OEM Agreement is Signed
      • The first real money…
    • Visual Object Manager become ObjectStore Inspector
    • Inspector 2.0, another huge leap forward
    • … but… business model not sustainable
    • 1997: Object Design Buys ViVi Software
      • The Negotiation
    • 1998: ViVi Software goes to Boston
  • Lessons
    • Always know the value of you company
    • If you don’t, let the buyer make the first offer…
    • Hire a good lawyer
    • Engineers can be good negotiators… 
      • Minollo turns tough business man
  • You Are Here… … now
  • 1998-2001 The Experience in Boston
    • Risk and Speed
      • Fast track promotions
    • New Technology and Inflection Points
      • The Internet
      • XML
    • Meeting Adam Bostworth
    • Meeting Carl Sjogreen
    • NASDAQ at 5200
      • From reality to - easy money and return…
    • Workforce Mobility
  • Lesson Learned Vendi, Guadagna e… Pentiti
  • You Thought you were going to be here… … but you a really here now
  • Seattle and Silicon Valley
    • Adam Bosworth Aggressive Recruiting Techniques
      • Move to Seattle, then to San Jose, the capital of Silicon Valley
    • Join BEA Systems in Seattle
      • Build the First Integrated Java Platform …the Visual Basic of Java
      • Recruit Carl… again..
    • Adam’s Team
      • Tod Nielsen, Rod Chavez, David Bau, Mark Igra, ….
      • And the WebLogic Team
        • Scott Diezen (the father of J2EE)…
    • The Oracle Opportunity
  • BEA
  • Oracle
  • Lesson Learned
    • Work with Great People on Great things
      • Title and Money are always secondary
    • You have to move where the opportunity is
    • Job mobility in IT is a fact of life
  • Creating Innovative Products The IT World Seen from a Simple Baker’s Eyes
  • Most high-performance teams are motivated by one thing (primarily)…
  • Changing the World
    • Define a World…
    … and change it!!!
  • Changing the World: Steps
    • Need an Inflection Point
      • “ And yet it does move”
    • Customer Need
    • Idea/Vision
      • “ Give me a lever and a fulcrum and I shall move the world ” , Archimedes
    • Team
      • People who have done it before and… who have NOT done it
    • Execution
      • Strategy gets you on the playing field, but execution execution pays the bills. “, Gordon Eubanks
  • The Idea
  • The Idea
    • Better be a great Idea – D U H !
    • Better be original
      • Only big companies can afford building me-too products
      • “ look at something people are trying to do, and figure out how to do it in a way that doesn't suck” Paul Graham
      • Examples: Google Search,
    • Idea Sources
      • Customer (careful how you listen to customer, they will make you build yesterday products)‏
      • Engineers
      • Business People
    • Better be mad about something
      • Best idea comes from people mad at something
  • The Idea
    • Look for disruptive technologies
      • Examples: HTTP, Java, Broadband
    • Look for disruptive Business Models
      • Google Pay-per-click, Software as a service (Salesforce.com), virtual Stores (Yahoo stores, eBay, Amazon), Open Source software
    • One-Sentence Rule
      • You should be able to express a good idea in one sentence
    • The KISS Principle
      • Keep It Simple and Stupid …or, Keep it Simple, Stupid
  • Recognize Relevant Cycles: Standardization
    • The Standardization Cycle
    • Examples: J2EE, WebServices, BPEL, …
  • Recognize Relevant Cycles: Tech Cycles
    • Technology Products Tend to go Through Cycles
      • E.g. Thick client (Client Server)-Thin client (HTML)-Thick(er) client (AJAX)‏
      • Convergence-divergence:
        • Application Development – Application Integration
        • Weather-site, Stock Quote Site, Email… - Portals
        • Phone-PDA-> Smart Phone
        • Phone-Camera->Camera-phone
        • Telephony-IT Technology
      • Fixed Telephony spinning off Mobile branches and now buying them back
  • The Team
  • “ What matters is not ideas, but the people who have them. Good people can fix bad ideas, but good ideas can't save bad people” Paul Graham
  • Team – Hiring/Interviewing
    • Hire Smart people who Get Things Done
    • Have a rigorous interview process that everybody understands and follows
      • Define an interview plan, split responsibilities
      • Ask tough programming questions to engineers
      • Ask situational questions
      • Ask impossible questions
        • How many gas stations are in Genova?
      • Ask technical questions outside the domain
        • Design an elevator
    • Make sure all relevant people interview the candidate
      • The team has to Buy-In the candidate which creates positive environment for candidate to succeed
    • Hire for Talent not for Knowledge
  • Team-Hiring/Interview Remember!!!!! As hire As Bs hire Cs
  • Team - Hiring
    • If you have even a single doubt-> NO HIRE
    • See people 2-3 times before hiring
        • You will see the typical personality patterns emerge after the second meeting
      • Take people out to dinner before making the offer
          • See how they behave in a social environment
    • See http:// www.joelonsoftware.com /
  • Team-Hiring In many cases you will spend more time with your new hire that with your relevant other…
  • Team Composition - General
    • Only Hire As
      • An A engineer is 10 to  infinite times more productive than a B one
    • Build the right culture from the very beginning
      • Building a team == baking a cake
    • Balance Junior vs. Senior
    • Know yourself and your Team
      • E.g. Meyer Briggs
    • Do you have the right DNA?
      • If not, go hire or buy a company
      • If you are embarking in a product line extension, definitely buy
    • You don’t need big teams to change the world
      • 8-10 developers can write a lot of code
  • “ The leaders of Great Groups love talent and know where to find it. They revel in the talent of others .” Warren Bennis & Patricia Ward Biederman, Organizing Genius
  • “ The leaders of Great Teams, are fanatic, relentless, persistent, aggressive… recruiters”
  • Why Do We love Freaks?
    • (1) Because when Anything Interesting happens … it was a freak who did it. (Period.)
    • (2) Freaks are fun. (Freaks are also a pain.) (Freaks are never boring.)
    • (3) We need freaks . Especially in freaky times. (Hint: These are freaky times, for you & me & the CIA & the Army & Avon.)
    • (4) A critical mass of freaks-in-our-midst automatically make us-who-are-not-so-freaky at least somewhat more freaky. (Which is a Good Thing in freaky times—see immediately above.)
    • (5) Freaks are the only (ONLY) ones who succeed—as in, make it into the history books.
    • (6) Freaks keep us from falling into ruts. (If we listen to them.) (We seldom listen to them.) (Which is why most of us—and our organizations—are in ruts. Make that chasms.)‏
  • Team - Misc
    • The 5 Fs Principle
      • Fun, Fame, Fortune, Family, Force, …
  • Execution
      • A good plan violently executed now is better than a perfect plan next week." (General George S. Patton)‏
  • Vision-Goals-Metrics
    • You need a compelling Vision and Mission
      • Microsoft: 1 computer on every desktop
      • GE: Be n.1 or n.2 in every market we play
    • Set aggressive Goals
      • You only get what you ask for
      • Belief-action-results
      • A man on the moon within the next 10 years
    • Everybody needs to be behind it
      • Agree, disagree… commit
      • … but listen to the “bastian contrario” routinely
      • Re-assess the Vision when appropriate
      • Vision, culture and metrics fight politics (cook a good cake)‏
    • Constantly Measure Results Against Goals
      • If you don’t measure it you don’t know where you are… …and when you get there
  • Manage the Vision, Manage Mentor People
    • Map Individual goals to product and corporate vision
      • Makes sure everybody knows what is their contribution to the vision
    • Don’t promote Great Engineers to management Positions – Define Separate Career Paths
      • Unless that’s what they want to do
    • Know yourself and know the team
      • Myers-Briggs test
      • http://www.humanmetrics.com/cgi-win/JTypes2.asp
      • You CANNOT change people!!!!!
    • Establish Measurable goals and personal development plans and review them every 6-12 month
      • Measure everybody
    • Overcompensate the top performers
      • And Routinely Remove the bottom 5% (if applicable)‏
  • Vision and Values
    • Define and practice corporate values
      • It is an important ingredient of “the cake”
        • Respect, Customer Focus, Accountability,…
        • Innovation, Integrity, Excellence in Execution, …
        • 3Ps Promise, “Phollow” through,
      • Apply those values in everything you do, starting from beginning, starting from the top
        • … or else it is just BS
    • E.G. The Value of my Team at Oracle
      • “ We care!”
  • Embrace Change
    • Change is a fact of life and it is a known constant of software development
  • Embrace change
  • Team Functions The “One ass to kick” Principle
  • Management/Founders
    • Technical Innovation Comes From Technical People
      • Larry Ellison, Bill Gates, Steve Jobs, Sergei Brin…
    • History seems to show that you are better off with a technical people at the elm
      • … in technology companies
  • Team Composition - Functions
    • “ Separate Church and State” AKA in Software as “Separate Product Management and Engineering”
      • Keep PM motivated by customer and business drivers
      • Keep engineers motivated by: tough problem to solve, quality, performance, punctuality
      • Keep Sales people away from your engineers and requirements
        • Sales input through product management
    • Product Management
      • What and why
      • Product Design/Doc
        • Responsible for user-centered design
    • Engineering (QA, Sustained Engineering)
      • Responsible for changing the world
      • Define “how” and “how long”
    • Architecture
      • Holds the key to the overall architecture f the product
  • Team Functions - Continued
    • Business Development
      • Develops the business 
    • Marketing
    • Sales
    • Pre-sales
    • Consulting
    • SWATT Team
  • The Product Manager Role
    • The CEO of the Product (area)
      • Responsible for ALL the user-visible aspect of the product
      • User-Focused
      • Business Focussed
      • First User of the product
    • Defines the “What” we build and “Why”
      • Defines what NOT to build and why
        • PM makes cuts/trade-off
      • PMs keep everybody a little unhappy
    • Define the product as a whole
      • Features, Packaging, Support, Price….
    • Outside Customers:
      • The guy who writes the check
      • The guy who uses the product
  • Product Management Team
    • Inside Customers:
      • Engineering: Roadmap/Requirements/Use Cases/Cuts/Tradeoff
      • Marketing: content-positioning
      • Sales: training, pre-sales support
      • Channel: Sis/ISVs
      • Post-sales escalations
    • 1 (PM)/6 Developers
  • Product Designer (AKA Program Manager) Role
    • Program mgmt resides between development and product management… and customers
    • First User of the product
    • Customers:
      • Outside: the user of the product
      • Inside: Engineering- Specs…
    • Written product specification
      • The PD is responsible for writing down the specification. He/she is not responsible for all ideas and all Specs
    • Use Case Implementation
      • The PD builds prototypes, implements customers use cases and oversees the "usability test" of the features/interfaces
    • Ensure consistent User Experience
      • API-UI
  • Product Designer: Tell Me More
    • File Bugs
    • All implementation trade-offs
      • Fine-grained trade-offs that impact user visible aspects of the product
    • Coordination of the product development groups
      • outside product group
    • Customer Visits (35%)‏
      • In depth technical product presentations to customer
      • Functional Specification validation
      • Alpha-Beta validation
      • Use case gathering
  • Engineering
    • Architects
      • Who take accountability for the architecture?
      • The KISS Principle. Keep It Simple, (and) Stupid
    • QA
      • Depending on the product keep a 1-2 to 2-3 QA/Dev ratio
      • Only hire A
      • Make QA an engineering problem, avoid delegation
    • Performance
      • Have performance engineers if you can afford it or make it a developer’s problem
      • Measure, measure and measure from the first build on
    • Release Management
      • Track the details to get the product out the door
    • 10-1-1 AKA Eat the Dog Food
      • Work hard 10 month, take a month off, work one month at a customer site using your product
  • How We Make Decisions
    • Clear Decision Owner
      • One ass to kick
    • Publish Time Frame
    • Communication
    • Agree, Disagree, Commit
      • Lead, follow, or get out of the way!!!
  • Process
    • Idea
    • Validate the Idea
    • High Level PRD (Product Requirement Document)‏
      • Product Management, involve key engineers/architect
    • Build Prototype
    • Hit the Road
      • Validate high level requirements and prototype with customers
    • Implementation: The Old Way: Waterfall
        • Specifications
          • Don’t write single line of code that does not have a design note behind it
          • Get sign off from Architect, PM and Release manager
        • Development
          • Adopt and enforce one methodology
          • Build everyday (multiple times a day)‏
          • Punish who breaks the build
  • Process the New Way
    • Scrum and Agile Development
  • Scrums Roles
    • Product Owner
      • Defines the backlog, represents customers, prioritizes features
      • Role may be filled by PM, Dev Managers, VP depending on “product” definition
    • Scrum-Master
      • Facilitates the project, identifies and removes impediments
      • The “Project Manager” of Scrum
      • Does not have seniority or “power” over scrum team
    • Project Team
      • Development Engineers
      • QA Engineers
      • Documentation Writers
      • Product Managers (who are not product owners)‏
  • The Importance of “Doneness” Definition of Done
  • Process
    • Ramp Down
      • Carefully triage the bugs daily to see what gets pushed out
    • SHIP
    • Get drunk and take a week off
    • Work on Service Pack 1
  • Conclusions
    • Embrace Change
    • Stay Close to, Talk to, Listen to , and Pamper your Customers
    • Work Hard, Very Hard
      • with Passion
    • Grafico Nasdaq
    • Mentor
    • Esempio di Persone Brillanti (David Bau, Indu…)‏
    • Riconoscere I cicli (Thin-thick, Standards, Chasm)‏
    • Stay at the course
      • Life is made of tradeoff (examples: ViVi Software, Net4Call,…)‏
    • Multicultural
      • Political Correctness and Sexual harassment
    • Code Rules
    • Talk to customers always (and listen)‏
    • Eat the dog food
  • Reading Material
    • Developer Productivity
      • http:// www.joelonsoftware.com/articles/HighNotes.html
    • How to start a company
      • http://www.paulgraham.com/start.html
    • Adam Bostworth Blog
      • http://www.adambosworth.net/
      • Kiss Principle
  • Backup Slides
    • 1. Cultivate & reward creativity. 2. Invest in the creative ecosystem. 3. Embrace diversity. 4. Nurture the creatives. 5. Value risk-taking. 6. Be authentic (emphasize uniqueness) 7. Invest in and build on quality of place. 8. Remove barriers to creativity. 9. Take responsibility for change. Development as D.I.Y. 10. Ensure that every person, especially children, has the right to creativity. Become a “Steward of creativity.” * 2003/The Creative 100/Memphis Source: Richard Florida, The Rise of the Creative Class
    The Memphis Manifesto* Building a Community of Ideas
  • Kevin Roberts’ Credo
    • 1 . Ready. Fire! Aim. 2. If it ain’t broke ... Break it! 3. Hire crazies. 4. Ask dumb questions. 5. Pursue failure. 6. Lead, follow ... or get out of the way! 7. Spread confusion. 8. Ditch your office. 9. Read odd stuff. 10. Avoid moderation !
  • Interview
    • Pay a contractor for 7 days with one piece of gold and 2 straight cuts
    • One bicycle rider
    • Two Containers
    • 10 Bags of balls
    • 3 bag, wrong label. Pick one ball
    • Weight 9 Balls
    • Weight 12 Balls
    • 3 lights bulbs
    • 4 man, 1,2,5,10
    • Gas Station