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 ...
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".
Ingudam ManoranjanWow ..this a great presentation. Amazingly simple & very easy to understand.. I love your way of presenting the problems and solutions ..2 months ago
Bernard Hardy & Hardy's Corner, Retired at *Great presentation, good use of images and text. PS: Feel free to visit our 20 groups and you join us. (If not already). I'm sure some will grab your interest... You're welcome. If you wish, you can view a list of all our groups here: http://www.slideshare.net/Bern7/list-of-all-our-groups-slideshare2 years ago
Anko Tijman, Management consultant at OrdinaHi Jurgen! Slide 40 is about 16 basic desires, you narrow down to 9. Since I like acronyms / heuristics, those 9 can become 'PSICHO AS I' - or you might want to toddle it around a bit ;-)2 years ago
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3M UK at 3M UKThe slides look awesome! Did you know we’re currently running a competition to win a 3M PocketProjector MP180? This fits perfectly in the ‘3MGenius’ category. To enter, simply tag your presentation with ‘3MGenius’ to be entered. Head over to our page for more details... and don’t forget to follow us to find out if you get shortlisted!2 years ago
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mheiderLike style and content New name 'Kaikaku' for radical improvement I haven't heard of so far2 years ago
The 7 Duties of Great Software ProfessionalsPresentation Transcript
The 7 duties of great software professionals Jurgen Appelo version 2
Jurgen Appelo
Once there was a software business with unhappy customers
Customer satisfaction was low because of low quality and productivity
Quality and productivity were low because there was lack of skills and discipline
Customer dissatisfaction increased pressure on teams
Stress at work meant no time for education
No education meant no skills and no discipline
Customer pressure led to unhappy teams
Lack of skills and unhappy customers added to decreasing demotivation
Decreased motivation added to decreasing productivity
We call this a Causal Loop Diagram (Some call it a Diagram of Effects)
It shows the business suffered from vicious cycles
And not just one, but many
Management saw revenues declining
They tried to support improvement while cutting budgets
Meanwhile, technological pressure was increasing And due to the crisis, economic pressure also went up
Needless to say, this business was DOOMED
Needless to say, this business was DOOMED UNLESS... People learn their duties as great software professionals
OK, but how?
Three maturity levels (for skill) Shutraditional wisdom, learning fundamentals (apprentice) Ha detachment, breaking with tradition (journeyman) Ri transcendence, everything is natural (master) (last column: three similar levels in medieval European guild system) Note: the Dreyfus Model lists five levels of skill acquisition: Beginner, Advanced Beginner, Competent, Proficient, Expert http://en.wikipedia.org/wiki/Shuhari http://en.wikipedia.org/wiki/Master_craftsman http://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition
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 (Alternative: six similar levels in “Agile Made Us Better…” by Ross Petit) http://www.amazon.com/Quality-Software-Management-Systems-Thinking/dp/0932633226/ http://www.thoughtworks.com/agile-made-us-better
Competence = maturity in 2 dimensions
In order to be professionals,we grow skills and discipline.Here’s how...
Safest traffic in the world Marshall Islands San Marino Malta Iceland Netherlands Sweden United Kingdom Switzerland Japan Singapore http://en.wikipedia.org/wiki/List_of_countries_by_traffic-related_death_rate http://www.flickr.com/photos/bobjagendorf/4122137519/
1. Self-development People must learn... urgence vs. importance time management
3. Training & Certification By itself a certificate doesn’t mean anything, but... it can catalyze all other competency measures
4. Culture & Socialization Let people identify with a small group Give them shared responsibility for shared goals
5. Tools & Infrastructure Tools must be adaptable, not just customizable Open databases, APIs, scripts, plug-ins, reports
6. Supervision & Control (or Patrol) Have someone sample/check the products of teams
7. Management Cleans up the mess when everything else fails...
7 Approaches to competency development 1. Self-Development 2. Coaching & Mentoring 3. Training & Certification 4. Culture & Socialization 5. Tools & Infrastructure 6. Supervision & Control 7. Management
7 Approaches to competency development This is our individual duty 1. Self-Development 2. Coaching & Mentoring 3. Training & Certification 4. Culture & Socialization 5. Tools & Infrastructure 6. Supervision & Control 7. Management
Your career is your own responsibility. Your employer is not your mother.
Motivate Yourself Direct Yourself Organize Yourself Measure Yourself Connect Yourself Empower Yourself Improve Yourself The 7 Duties of Software Professionals
Motivate Yourself Direct Yourself Organize Yourself Measure Yourself Connect Yourself Empower Yourself Improve Yourself
For example: I motivate myself by reading
“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 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 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
“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 Competence The need to feel capable Autonomy The need to choose one’s own actions Relatedness The need to be socially involved Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
“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 CompetenceThe need to feel capable Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
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
“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
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
Motivate Yourself Direct Yourself Organize Yourself Measure Yourself Connect Yourself Empower Yourself Improve Yourself
For example: I directed myself with a goal
aim intent goal mission vision target objective Let’s ignore the (subtle) differences for now…
Exercise: Example 1 Actionable Ambitious Inspiring Measurable Memorable Realistic Simple Tangible Time-bound Understandable Useful Value-based 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.
Exercise: Example 2 Actionable Ambitious Inspiring Measurable Memorable Realistic Simple Tangible Time-bound Understandable Useful Value-based Our mission is to organize the world’s information and make it universally accessible and useful.
“Management by Objectives” Everything starts with a purpose... Peter F. Drucker
“ELIMINATE Management by Objectives” Eliminate quotas and bonuses... W. Edwards Deming
Goals should not be pushed with financial rewards http://www.amazon.com/gp/product/1594488843?ie=UTF8&tag=noopnl-20&linkCode=as2&camp=1789&creative=390957&creativeASIN=1594488843
Motivate Yourself Direct Yourself Organize Yourself Measure Yourself Connect Yourself Empower Yourself Improve Yourself
For example: I organize my own work
First, there was a (big) bang!
…and then strings formed particles
…and particles formed molecules
…and molecules formed solar systems
…and living cells
…and cells formed species
…and species formed groups
…and groups formed ecosystems
…and economies
…and every system organized itself.
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
Shared space Increased risk perception People are less mindful when they see no risks Reduced false security / risk compensation People show riskier behavior when they think they are safe http://en.wikipedia.org/wiki/Shared_space
Motivate Yourself Direct Yourself Organize Yourself Measure Yourself Connect Yourself Empower Yourself Improve Yourself
For example: I measure my results
Example: using checklists as a Definition of Done
Sub-optimization principle “If each subsystem, regarded separately, is made to operate with maximum efficiency, the system as a whole will not operate with utmost efficiency.” Lars Skyttner, General Systems Theory http://www.amazon.com/General-Systems-Theory-Lars-Skyttner/dp/9810241763/
WYMIWYG “What You Measure Is What You Get” or… “What gets measured gets managed” (Peter Drucker) http://www.edpsycinteractive.org/papers/wymiwyg.html
Sub-optimization + WYMIWYG Leads to… Every measurement of one part will lead to sub-optimization of the whole So… How to measure and study the whole?
Let’s start with the good old Iron Triangle
Then add some modifications... Split Cost (Resources) in People and Tools Split Scope in Functionality and Quality(suggestion: Scott Ambler) Add a dimension for Process(suggestion: Alistair Cockburn) Add a dimension for (Business) Value(suggestion: Jim Highsmith) http://www.ambysoft.com/essays/brokenTriangle.html http://alistair.cockburn.us/index.php/Process:_the_fourth_dimension http://blog.cutter.com/2009/08/10/beyond-scope-schedule-and-cost-measuring-agile-performance/
1. Time 2. People 3. Tools 4. Functionality 5. Quality 6. Process 7. Value Measure in multipledimensions of software projects
Motivate Yourself Direct Yourself Organize Yourself Measure Yourself Connect Yourself Empower Yourself Improve Yourself
For example: I connect to Agilists
The workplace is a network
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
Individual competence “Engineers are roughly five times more likely to turn to a person for information as to an impersonal source such as a database.” Cross, Rob et.al. The Hidden Power of Social Networks. Boston: Harvard Business School Press, 2004
Motivate Yourself Direct Yourself Organize Yourself Measure Yourself Connect Yourself Empower Yourself Improve Yourself
For example: I empower through delegation
The Seven Levels of Delegation Tell: make all decisions yourself Sell: convince people about decision Consult: get input from others before decision Join: make decision together with others Advise: influence decision made by others Confirm: ask feedback after decision by others Delegate: no influence, let others work it out
flow from left to right
Motivate Yourself Direct Yourself Organize Yourself Measure Yourself Connect Yourself Empower Yourself Improve Yourself
For example: I improve through feedback
Fitness Landscape performance system configuration
The Red Queen’s Race “It takes all the running you can do to keep in the same place.”
Three Drivers of Improvement Adaptation Looking backward, reactive, responding to change Exploration Trying things out, interactive, experience feedback Anticipation Looking forward, proactive, imagining improvement
Stuck in the Fitness Landscape What now?
The Strategy of Mutation Experiment with ideas
The Strategy of Broadcasts Copy other people’s ideas
Motivate Yourself Direct Yourself Organize Yourself Measure Yourself Connect Yourself Empower Yourself Improve Yourself The 7 Duties of Software Professionals
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. http://creativecommons.org/licenses/by-nd/3.0/
Antti Kokkonen
PS: Feel free to visit our 20 groups and you join us. (If not already). I'm sure some will grab your interest... You're welcome. If you wish, you can view a list of all our groups here: http://www.slideshare.net/Bern7/list-of-all-our-groups-slideshare 2 years ago
New name 'Kaikaku' for radical improvement I haven't heard of so far 2 years ago