The 7 Duties of Great Software Professionals (Reworked)

The 7 Duties of Great Software Professionals @jurgenappelo© Jurgen Appelo version 3.00 www.noop.nl

storyFor 15 years I failed to leave my mark in this world.Until I started writing...

http://agilescout.com/top-agile-blogs-200/

#ALE2011 unconference http://ale2011.eu/http://www.flickr.com/photos/mfloryan/sets/72157627519257013/

How do you become asuccessful 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/Shuharihttp://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 Thinkinghttp://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 YourselfEducate YourselfMeasure YourselfConnect Yourself Brand YourselfImprove Yourself

“16 Basic Desires”Acceptance The need for approvalPhysical Activity Or exerciseCuriosity The need to thinkPower The need for influence of willEating The need for foodRomance The need for love and sexFamily The need to raise childrenSaving The need to collectHonor Being loyal to a groupSocial Contact The need for friendsIdealism The need for purposeStatus The need for social standingIndependence Being an individualTranquility The need to be safe Steven Reiss. Who Am I? The 16 Basic DesiresOrder Or stable environments That Motivate Our Actions and Define OurVengeance The need to strike back Personalities. City: Berkley Trade, 2002

“9 Basic Desires”Acceptance The need for approvalCuriosity The need to thinkPower The need for influence of willHonor Being loyal to a groupSocial Contact The need for friendsIdealism The need for purposeStatus The need for social standingIndependence Being an individualOrder 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 approvalCuriosity The need to thinkPower The need for influence of willHonor Being loyal to a groupSocial Contact The need for friendsIdealism The need for purposeStatus The need for social standingIndependence Being an individualOrder Or stable environmentsCompetence The need to feel capableAutonomy The need to choose one’s own actionsRelatedness 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 approvalCuriosity The need to thinkPower The need for influence of willHonor Being loyal to a groupSocial Contact / Relatedness The need for friendsIdealism The need for purposeStatus The need for social standingIndependence / Autonomy Being an individualOrder Or stable environmentsCompetence 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 DesiresAcceptance The need for approvalCuriosity The need to thinkPower The need for influence of willHonor Being loyal to a groupSocial Contact / Relatedness The need for friendsIdealism The need for purposeStatus The need for social standingIndependence / Autonomy Being an individualOrder Or stable environmentsCompetence The need to feel capable

“Drive”Acceptance The need for approvalCuriosity The need to thinkPower The need for influence of willHonor Being loyal to a groupSocial Contact / Relatedness The need for friendsIdealism / Purpose The need for purposeStatus The need for social standingIndependence / Autonomy Being an individualOrder Or stable environmentsCompetence / Mastery The need to feel capable Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us. Riverhead, 2009

10 Intrinsic DesiresAcceptance The need for approvalCuriosity The need to thinkPower The need for influence of willHonor Being loyal to a groupSocial Contact / Relatedness The need for friendsIdealism / Purpose The need for purposeStatus The need for social standingIndependence / Autonomy Being an individualOrder Or stable environmentsCompetence / Mastery The need to feel capable

10 Intrinsic DesiresCuriosity The need to thinkHonor Being loyal to a groupAcceptance The need for approvalMastery / Competence The need to feel capablePower The need for influence of willFreedom / Independence / Autonomy Being an individualRelatedness / Social Contact The need for friendsOrder Or stable environmentsGoal / Idealism / Purpose The need for purposeStatus The need for social standing

Moving Motivatorshttp://www.management30.com/moving-motivators/

Are you aligning your workwith your intrinsic motivators

intent aim goal mission target vision objectiveLet’s ignore the (subtle) differences for now…

Goal checklistspecific and understandable relevant and usefulsimple and concise time-bound and time-specificmanageable and measurable tangible and realmemorable and reproducible excitable and ignitingattainable and realistic inspiring and visionaryambitious and stimulating value-based and fundamentalactionable and assignable revisitable and assessableagreed-upon and committable

Example 1Actionable As a company, and as individuals, weAmbitious value integrity, honesty, openness, personalInspiring excellence, constructive self- criticism, continual self-Measurable improvement, and mutual respect. WeMemorable are committed to our customers and partners and have a passion forRealistic technology. We take on big challenges, and pride ourselves onRelevant seeing them through. We hold ourselves accountable to ourSimple customers, shareholders, partners, an d employees by honoring ourTangible commitments, providing results, andTime-bound striving for the highest quality.

Example 2Actionable Our mission is to organize the world’sAmbitious information and make it universally accessible and useful.InspiringMeasurableMemorableRealisticRelevantSimpleTangibleTime-bound

Consider stories, metaphors, pictures or videohttps://picasaweb.google.com/114043888000663006020/ALENetworkWorldCafeAtXP2011Results

A visualized metaphor from my course.

And another one Photo: Dan Pop

And another one... 8-/

Ideas don’t have to be commitments. Wecan help each other to break the models in ourheads and create better ones.– Liz Keogh

I always havea vision... www.management30.com

What do you seein your future

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 andrepulsion in which the internal organization of asystem, normally an open system, increases incomplexity without being guided or managed byan outside source.”http://en.wikipedia.org/wiki/Self-organization

Your career is yourown responsibility. Your employer is not your mother.

You can’t afford not to learn new things.– Lasse Koskela

How have youdecided to learn

WYMIWYG “What You Measure Is What You Get” or… “What gets measured gets managed” (Peter Drucker)http://www.edpsycinteractive.org/papers/wymiwyg.html

Measure for multiple 1. Employeestakeholders of 2. Teamsoftware organizations 3. Organization 4. Customerperspective 5. Supplier 6. Manager 7. Community

Organization Community Employee Customer Manager Supplier perspective Teamdimension 1. 2. 3. 4. 5. 6. 7.1. Time2. Tools3. People4. Value5. Functionality6. Quality7. Process

Organization Community Employee Customer Manager Supplier perspective Teamdimension 1. 2. 3. 4. 5. 6. 7.1. Time2. Tools3. People4. Value5. Functionality6. Quality7. Process It’s like a balanced scorecard, but 2-dimensional

Example Organization Community Employee Customer Manager Supplier perspective Team dimension 1. 2. 3. 4. 5. 6. 7. 1. Time cycle time 2. Tools 3. People happy 4. Value evals 5. Functionality stickies actions views 6. Quality 7. Process

3 Principles for good metrics1. The metric relates to a stakeholder’s goal2. The metric helps improve part of the system3. Data is collected by the one who needs it

The value of a metric is equal to the value ofthe decision it informs.– Gojko Adzic

metrics targetsincentives

How do you trackyour growth as aprofessional

Individual competence“We learned that individual expertise did notdistinguish people as high performers. Whatdistinguished high performers were larger andmore diversified personal networks.”Cross, Rob et.al. The Hidden Power of Social Networks. Boston: Harvard Business School Press, 2004

Network across disciplineshttp://www.flickr.com/photos/wwworks/

You don’t have to like everyone on yoursmall team to have collaboration work.– Linda Rising

Networkacrosscompanies

Networkacrossborders http://alenetwork.eu

If you can’t do it with people you can’t do itwith a tool.– Johanna Rothman

How do you diversifyyour personal network

Googleyourself!What do you see?

Are you different? Remarkable?

Do you want to beselling or marketing? Do you want to send resumes or quotes?

How are youdeveloping yourpersonal brand

Three drivers of improvementAdaptationLooking backward, reactive, responding to changeAnticipationLooking forward, proactive, imagining improvementExplorationTrying things out, experimentation, experience feedback

Let’s take little actions, see how they work,and then do more small experiments.– Esther Derby

Discover new knowledge over executingrepeated actions.– Michael Bolton

Are you improving byadapting, anticipatingand experimenting

How fascinating! I failed and I really learnedsomething important from that.– Lisa Crispin

slideshare.net/jurgenappelo@jurgenappelo (twitter)noop.nl (blog)jurgenappelo.com (site)management30.com (book)

This presentation was inspired by the works of many people, and I cannotpossibly list them all. Though I did my very best to attribute all authors of textsand images, and to recognize any copyrights, if you think that anything in thispresentation should be changed, added or removed, please contact me atjurgen@noop.nl.http://creativecommons.org/licenses/by-nd/3.0/

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The 7 Duties of Great Software Professionals (Reworked)

by Jurgen Appelo

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