The 7 Duties of Great Software Professionals (Reworked)
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The 7 Duties of Great Software Professionals (Reworked)

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An overview of the things that people should consider when they want to be a professional.

An overview of the things that people should consider when they want to be a professional.

From NOOP.NL by Jurgen Appelo

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  • I explain that complexity researcher Dave Snowden says in his keynotes that stories/narratives work better than values or vision statements. And I show with this picture that we used a lego model of metaphors, combined with photos and video, to craft the vision for the ALE network.

The 7 Duties of Great Software Professionals (Reworked) The 7 Duties of Great Software Professionals (Reworked) Presentation Transcript

  • The 7 Duties of Great Software Professionals © Jurgen Appelo  version 4  www.noop.nl @jurgenappelo
  • Jurgen Appelo writer, speaker, entrepreneur... www.jurgenappelo.com
  • Get my new book for FREE! m30.me/ss
  • story For 15 years I failed to leave my mark in this world. Until I started writing...
  • http://agilescout.com/top-agile-blogs-200/
  • http://www.flickr.com/photos/mfloryan/sets/72157627519257013/ #ALE2011 unconference http://ale2011.eu/
  • http://www.infoq.com/news/2012/04/agile-influential-people
  • How do you become a successful worker (whatever it is you do)...
  • 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
  • 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/
  • Competence = maturity in 2 dimensions
  • In order to be professionals, we grow skills and discipline. Here’s how...
  • Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  • Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  • “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
  • “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
  • “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
  • “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
  • 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
  • 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
  • Moving Motivators http://www.management30.com/moving-motivators/
  • Are you aligning your work with your intrinsic motivators
  • Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  • Let’s ignore the (subtle) differences for now… goal vision mission objective intent target aim
  • 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
  • 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
  • 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
  • https://picasaweb.google.com/114043888000663006020/ALENetworkWorldCafeAtXP2011Results Consider stories, metaphors, pictures or video
  • Photo: Dan Pop And another one
  • And another one... 8-/
  • I always have a vision... www.management30.com
  • What do you see in your future
  • Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  • I read...
  • About how people think...
  • About how people learn...
  • About how people change...
  • And nobody needs to tell me how, because I self-organize...
  • 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
  • Your career is your own responsibility. Your employer is not your mother.
  • How have you decided to learn
  • Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  • “What You Measure Is What You Get” or… “What gets measured gets managed” (Peter Drucker) http://www.edpsycinteractive.org/papers/wymiwyg.html WYMIWYG
  • 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
  • metrics targets incentives
  • How do you track your growth as a professional
  • Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  • 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
  • Network across disciplines http://www.flickr.com/photos/wwworks/
  • Network across companies
  • Network across borders http://alenetwork.eu
  • How do you diversify your personal network
  • Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  • Google yourself! What do you see?
  • Are you different? Remarkable?
  • Do you want to send resumes or quotes? Do you want to be selling or marketing?
  • How are you developing your personal brand
  • Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  • Three drivers of improvement Adaptation Looking backward, reactive, responding to change Anticipation Looking forward, proactive, imagining improvement Exploration Trying things out, experimentation, experience feedback
  • Are you improving by adapting, anticipating and experimenting
  • Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
  • @jurgenappelo slideshare.net/jurgenappelo noop.nl linkedin.com/in/jurgenappelo jurgen@noop.nl
  • www.management30.com
  • 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.