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. 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. story For 15 years I failed to leave my mark in this world. Until I started writing...
    4. http://agilescout.com/top-agile-blogs-200/
    5. http://www.flickr.com/photos/mfloryan/sets/72157627519257013/ #ALE2011 unconference http://ale2011.eu/
    6. http://www.infoq.com/news/2012/04/agile-influential-people
    7. How do you become a successful worker (whatever it is you do)...
    8. 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
    9. 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/
    10. Competence = maturity in 2 dimensions
    11. In order to be professionals, we grow skills and discipline. Here’s how...
    12. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    13. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    14. “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
    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. “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
    17. “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
    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 / 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
    19. 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
    20. “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
    21. 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
    22. 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
    23. Moving Motivators http://www.management30.com/moving-motivators/
    24. Are you aligning your work with your intrinsic motivators
    25. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    26. Let’s ignore the (subtle) differences for now… goal vision mission objective intent target aim
    27. 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
    28. 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
    29. 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
    30. https://picasaweb.google.com/114043888000663006020/ALENetworkWorldCafeAtXP2011Results Consider stories, metaphors, pictures or video
    31. Photo: Dan Pop And another one
    32. And another one... 8-/
    33. I always have a vision... www.management30.com
    34. What do you see in your future
    35. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    36. I read...
    37. About how people think...
    38. About how people learn...
    39. About how people change...
    40. And nobody needs to tell me how, because I self-organize...
    41. 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
    42. Your career is your own responsibility. Your employer is not your mother.
    43. How have you decided to learn
    44. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    45. “What You Measure Is What You Get” or… “What gets measured gets managed” (Peter Drucker) http://www.edpsycinteractive.org/papers/wymiwyg.html WYMIWYG
    46. 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
    47. metrics targets incentives
    48. How do you track your growth as a professional
    49. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    50. 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
    51. Network across disciplines http://www.flickr.com/photos/wwworks/
    52. Network across companies
    53. Network across borders http://alenetwork.eu
    54. How do you diversify your personal network
    55. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    56. Google yourself! What do you see?
    57. Are you different? Remarkable?
    58. Do you want to send resumes or quotes? Do you want to be selling or marketing?
    59. How are you developing your personal brand
    60. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    61. Three drivers of improvement Adaptation Looking backward, reactive, responding to change Anticipation Looking forward, proactive, imagining improvement Exploration Trying things out, experimentation, experience feedback
    62. Are you improving by adapting, anticipating and experimenting
    63. Motivate Yourself Direct Yourself Educate Yourself Measure Yourself Connect Yourself Brand Yourself Improve Yourself
    64. m30.me/happiness
    65. @jurgenappelo slideshare.net/jurgenappelo noop.nl linkedin.com/in/jurgenappelo jurgen@noop.nl
    66. 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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