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 ...
Six maturity levels (for discipline)
Oblivious “We don’t even know that we’re performing a process.”
Variable “We do whate...
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 ne...
“16 Basic Desires”
Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The ne...
“9 Basic Desires”
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor ...
“Self-Determination Theory”
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of w...
“Self-Determination Theory”
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of w...
10 Intrinsic Desires
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Hon...
“Drive”
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loya...
10 Intrinsic Desires
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Hon...
10 Intrinsic Desires
Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / C...
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
attaina...
Example 1
As a company, and as individuals, we
value integrity, honesty, openness,
personal excellence, constructive self-...
Example 2
Our mission is to organize the world’s
information and make it universally
accessible and useful.
Actionable
Amb...
https://picasaweb.google.com/114043888000663006020/ALENetworkWorldCafeAtXP2011Results
Consider stories, metaphors, picture...
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 organiza...
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/...
Example
perspective
dimension
stickies
actions
evals
cycle time
views
1. Time
2. Tools
3. People
4. Value
5. Functionality...
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
distinguis...
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, pro...
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 po...
The 7 Duties of Great Software Professionals (Reworked)
The 7 Duties of Great Software Professionals (Reworked)
The 7 Duties of Great Software Professionals (Reworked)
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.

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)

    1. 1. The 7 Duties of Great Software Professionals © Jurgen Appelo  version 4  www.noop.nl @jurgenappelo
    2. 2. Jurgen Appelo writer, speaker, entrepreneur... www.jurgenappelo.com
    3. 3. Get my new book for FREE! m30.me/ss
    4. 4. story For 15 years I failed to leave my mark in this world. Until I started writing...
    5. 5. http://agilescout.com/top-agile-blogs-200/
    6. 6. http://www.flickr.com/photos/mfloryan/sets/72157627519257013/ #ALE2011 unconference http://ale2011.eu/
    7. 7. http://www.infoq.com/news/2012/04/agile-influential-people
    8. 8. How do you become a successful worker (whatever it is you do)...
    9. 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. 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. 11. Competence = maturity in 2 dimensions
    12. 12. In order to be professionals, we grow skills and discipline. Here’s how...
    13. 13. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    14. 14. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    15. 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. “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. 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. 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. 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. 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. 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. 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. 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. 24. Moving Motivators http://www.management30.com/moving-motivators/
    25. 25. Are you aligning your work with your intrinsic motivators
    26. 26. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    27. 27. Let’s ignore the (subtle) differences for now… goal vision mission objective intent target aim
    28. 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. 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. 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. 31. https://picasaweb.google.com/114043888000663006020/ALENetworkWorldCafeAtXP2011Results Consider stories, metaphors, pictures or video
    32. 32. Photo: Dan Pop And another one
    33. 33. And another one... 8-/
    34. 34. I always have a vision... www.management30.com
    35. 35. What do you see in your future
    36. 36. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    37. 37. I read...
    38. 38. About how people think...
    39. 39. About how people learn...
    40. 40. About how people change...
    41. 41. And nobody needs to tell me how, because I self-organize...
    42. 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. 43. Your career is your own responsibility. Your employer is not your mother.
    44. 44. How have you decided to learn
    45. 45. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    46. 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. 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. 48. metrics targets incentives
    49. 49. How do you track your growth as a professional
    50. 50. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    51. 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. 52. Network across disciplines http://www.flickr.com/photos/wwworks/
    53. 53. Network across companies
    54. 54. Network across borders http://alenetwork.eu
    55. 55. How do you diversify your personal network
    56. 56. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    57. 57. Google yourself! What do you see?
    58. 58. Are you different? Remarkable?
    59. 59. Do you want to send resumes or quotes? Do you want to be selling or marketing?
    60. 60. How are you developing your personal brand
    61. 61. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    62. 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. 63. Are you improving by adapting, anticipating and experimenting
    64. 64. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    65. 65. @jurgenappelo slideshare.net/jurgenappelo noop.nl linkedin.com/in/jurgenappelo jurgen@noop.nl
    66. 66. www.management30.com
    67. 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.
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