The 7 Duties of Great Software Professionals

23,411
-1

Published on

Some call it "craftsmanship", others prefer to speak of maturity, competence, excellence or skill. No matter what you call it, the software development community is in need of people with a professional attitude towards their work. From self-motivation to goal setting, from connecting with peers to delegating work, there are a number of crucial behaviors that software testers and developers need to adopt to be able to call themselves "professionals".

Published in: Business, Technology
14 Comments
82 Likes
Statistics
Notes
No Downloads
Views
Total Views
23,411
On Slideshare
0
From Embeds
0
Number of Embeds
14
Actions
Shares
0
Downloads
1,010
Comments
14
Likes
82
Embeds 0
No embeds

No notes for slide

The 7 Duties of Great Software Professionals

  1. The 7 Duties of Great Software Professionals © Jurgen Appelo  version 4  www.noop.nl @jurgenappelo
  2. Jurgen Appelo writer, speaker, entrepreneur... www.jurgenappelo.com
  3. Get my new book for FREE! m30.me/ss
  4. story For 15 years I failed to leave my mark in this world. Until I started writing...
  5. http://agilescout.com/top-agile-blogs-200/
  6. http://www.flickr.com/photos/mfloryan/sets/72157627519257013/ #ALE2011 unconference http://ale2011.eu/
  7. http://www.infoq.com/news/2012/04/agile-influential-people
  8. How do you become a successful worker (whatever it is you do)...
  9. Three maturity levels (for skill) Shu traditional wisdom, learning fundamentals (apprentice) Ha detachment, breaking with tradition (journeyman) Ri transcendence, everything is natural (master) http://en.wikipedia.org/wiki/Shuhari http://en.wikipedia.org/wiki/Master_craftsman
  10. Six maturity levels (for discipline) Oblivious “We don’t even know that we’re performing a process.” Variable “We do whatever we feel like at the moment.” Routine “We follow our routines (except when we panic).” Steering “We choose among our routines by the results they produce.” Anticipating “We establish routines based on our past experiences.” Congruent “Everyone is involved in improving everything all the time.” Gerard Weinberg, Quality Software Management: Systems Thinking http://www.amazon.com/Quality-Software-Management-Systems-Thinking/dp/0932633226/
  11. Competence = maturity in 2 dimensions
  12. In order to be professionals, we grow skills and discipline. Here’s how...
  13. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  14. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  15. “16 Basic Desires” Acceptance The need for approval Physical Activity Or exercise Curiosity The need to think Power The need for influence of will Eating The need for food Romance The need for love and sex Family The need to raise children Saving The need to collect Honor Being loyal to a group Social Contact The need for friends Idealism The need for purpose Status The need for social standing Independence Being an individual Tranquility The need to be safe Order Or stable environments Vengeance The need to strike back Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
  16. “16 Basic Desires” Acceptance The need for approval Physical Activity Or exercise Curiosity The need to think Power The need for influence of will Eating The need for food Romance The need for love and sex Family The need to raise children Saving The need to collect Honor Being loyal to a group Social Contact The need for friends Idealism The need for purpose Status The need for social standing Independence Being an individual Tranquility The need to be safe Order Or stable environments Vengeance The need to strike back Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
  17. “9 Basic Desires” Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact The need for friends Idealism The need for purpose Status The need for social standing Independence Being an individual Order Or stable environments Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
  18. “Self-Determination Theory” Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact The need for friends Idealism The need for purpose Status The need for social standing Independence Being an individual Order Or stable environments Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004 Competence The need to feel capable Autonomy The need to choose one’s own actions Relatedness The need to be socially involved
  19. “Self-Determination Theory” Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact / Relatedness The need for friends Idealism The need for purpose Status The need for social standing Independence / Autonomy Being an individual Order Or stable environments Competence The need to feel capable Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
  20. 10 Intrinsic Desires Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact / Relatedness The need for friends Idealism The need for purpose Status The need for social standing Independence / Autonomy Being an individual Order Or stable environments Competence The need to feel capable
  21. “Drive” Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact / Relatedness The need for friends Idealism / Purpose The need for purpose Status The need for social standing Independence / Autonomy Being an individual Order Or stable environments Competence / Mastery The need to feel capable Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us. Riverhead, 2009
  22. 10 Intrinsic Desires Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact / Relatedness The need for friends Idealism / Purpose The need for purpose Status The need for social standing Independence / Autonomy Being an individual Order Or stable environments Competence / Mastery The need to feel capable
  23. 10 Intrinsic Desires Curiosity The need to think Honor Being loyal to a group Acceptance The need for approval Mastery / Competence The need to feel capable Power The need for influence of will Freedom / Independence / Autonomy Being an individual Relatedness / Social Contact The need for friends Order Or stable environments Goal / Idealism / Purpose The need for purpose Status The need for social standing
  24. Moving Motivators http://www.management30.com/moving-motivators/
  25. Are you aligning your work with your intrinsic motivators
  26. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  27. Let’s ignore the (subtle) differences for now… goal vision mission objective intent target aim
  28. Goal checklist specific and understandable simple and concise manageable and measurable memorable and reproducible attainable and realistic ambitious and stimulating actionable and assignable agreed-upon and committable relevant and useful time-bound and time-specific tangible and real excitable and igniting inspiring and visionary value-based and fundamental revisitable and assessable
  29. Example 1 As a company, and as individuals, we value integrity, honesty, openness, personal excellence, constructive self- criticism, continual self-improvement, and mutual respect.We are committed to our customers and partners and have a passion for technology.We take on big challenges, and pride ourselves on seeing them through.We hold ourselves accountable to our customers, shareholders, partners, and employees by honoring our commitments, providing results, and striving for the highest quality. Actionable Ambitious Inspiring Measurable Memorable Realistic Relevant Simple Tangible Time-bound
  30. Example 2 Our mission is to organize the world’s information and make it universally accessible and useful. Actionable Ambitious Inspiring Measurable Memorable Realistic Relevant Simple Tangible Time-bound
  31. https://picasaweb.google.com/114043888000663006020/ALENetworkWorldCafeAtXP2011Results Consider stories, metaphors, pictures or video
  32. Photo: Dan Pop And another one
  33. And another one... 8-/
  34. I always have a vision... www.management30.com
  35. What do you see in your future
  36. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  37. I read...
  38. About how people think...
  39. About how people learn...
  40. About how people change...
  41. And nobody needs to tell me how, because I self-organize...
  42. Self-organization… a definition “Self-organization is a process of attraction and repulsion in which the internal organization of a system, normally an open system, increases in complexity without being guided or managed by an outside source.” http://en.wikipedia.org/wiki/Self-organization
  43. Your career is your own responsibility. Your employer is not your mother.
  44. How have you decided to learn
  45. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  46. “What You Measure Is What You Get” or… “What gets measured gets managed” (Peter Drucker) http://www.edpsycinteractive.org/papers/wymiwyg.html WYMIWYG
  47. Example perspective dimension stickies actions evals cycle time views 1. Time 2. Tools 3. People 4. Value 5. Functionality 6. Quality 7. Process happy 1.Employee 2.Team 3.Organization 4.Customer 5.Manager 6.Supplier 7.Community
  48. metrics targets incentives
  49. How do you track your growth as a professional
  50. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  51. Individual competence “We learned that individual expertise did not distinguish people as high performers. What distinguished high performers were larger and more diversified personal networks.” Cross, Rob et.al. The Hidden Power of Social Networks. Boston: Harvard Business School Press, 2004
  52. Network across disciplines http://www.flickr.com/photos/wwworks/
  53. Network across companies
  54. Network across borders http://alenetwork.eu
  55. How do you diversify your personal network
  56. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  57. Google yourself! What do you see?
  58. Are you different? Remarkable?
  59. Do you want to send resumes or quotes? Do you want to be selling or marketing?
  60. How are you developing your personal brand
  61. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  62. Three drivers of improvement Adaptation Looking backward, reactive, responding to change Anticipation Looking forward, proactive, imagining improvement Exploration Trying things out, experimentation, experience feedback
  63. Are you improving by adapting, anticipating and experimenting
  64. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  65. @jurgenappelo slideshare.net/jurgenappelo noop.nl linkedin.com/in/jurgenappelo jurgen@noop.nl
  66. www.management30.com
  67. http://creativecommons.org/licenses/by-nd/3.0/ This presentation was inspired by the works of many people, and I cannot possibly list them all. Though I did my very best to attribute all authors of texts and images, and to recognize any copyrights, if you think that anything in this presentation should be changed, added or removed, please contact me at jurgen@noop.nl.

×