The Effective Team
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The Effective Team

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Presentation at Jax London 2011

Presentation at Jax London 2011

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  • 1. Uberto Barbini / Gama-Soft ltd. The Effective TeamTuesday, April 12, 2011
  • 2. About me Uberto Barbini Software artisan Agile enthusiast. Hobby: photography and the game of Go. Team-leader and Architect for Vodafone editorial and backend products. 2Tuesday, April 12, 2011
  • 3. Peter F. Drucker for developers (1909-2005)Tuesday, April 12, 2011
  • 4. ”He is one of the best-known and most widely influential thinkers and writers on the subject of management theory and practice. His writings have predicted many of the major developments of the late twentieth century, including privatization and decentralization; the rise of Japan to economic world power; the decisive importance of marketing; and the emergence of the information society with its necessity of lifelong learning.” WikipediaTuesday, April 12, 2011
  • 5. The Effective Executive First published in 1967 Still the best book on managing oneself “That one can truly manage other people is by no means adequately proven. But one can always manage oneself” 5Tuesday, April 12, 2011
  • 6. Who is an executive? 6Tuesday, April 12, 2011
  • 7. Who is an executive? •CEO, CTO, CIO? 6Tuesday, April 12, 2011
  • 8. Who is an executive? •CEO, CTO, CIO? •VP? 6Tuesday, April 12, 2011
  • 9. Who is an executive? •CEO, CTO, CIO? •VP? •Program Manager? 6Tuesday, April 12, 2011
  • 10. Who is an executive? •CEO, CTO, CIO? •VP? •Program Manager? •Team leader? 6Tuesday, April 12, 2011
  • 11. Who is an executive? •CEO, CTO, CIO? •VP? •Program Manager? •Team leader? •Developer? 6Tuesday, April 12, 2011
  • 12. I have called ‘executives’ those knowledge workers who are expected by virtue of their position to make decisions that have significant impact on the performance and results of the whole. And whether chief executive or beginner, he needs to be effective. 7Tuesday, April 12, 2011
  • 13. Effectiveness 8Tuesday, April 12, 2011
  • 14. Effectiveness •The executive job is to be effective 8Tuesday, April 12, 2011
  • 15. Effectiveness •The executive job is to be effective •effectiveness cannot be taught effectiveness is not a subject, it’s a discipline 8Tuesday, April 12, 2011
  • 16. Effectiveness •The executive job is to be effective •effectiveness cannot be taught effectiveness is not a subject, it’s a discipline •effectiveness can be learned 5 practices as training scales when at Piano lessons 8Tuesday, April 12, 2011
  • 17. Effectiveness 1. Know Where Your Time Goes 2. Outward Contributions 3. Build on Strength 4. Priorities 5. Effective Decisions 9Tuesday, April 12, 2011
  • 18. 1.Know Thy Time 10Tuesday, April 12, 2011
  • 19. 1.Know Thy Time • record where your time goes 10Tuesday, April 12, 2011
  • 20. 1.Know Thy Time • record where your time goes • A scrap of paper and a clock 10Tuesday, April 12, 2011
  • 21. 1.Know Thy Time • record where your time goes • A scrap of paper and a clock • Review the records 10Tuesday, April 12, 2011
  • 22. 1.Know Thy Time • record where your time goes • A scrap of paper and a clock • Review the records • how can I use better my time? 10Tuesday, April 12, 2011
  • 23. 1.Know Thy Time • record where your time goes • A scrap of paper and a clock • Review the records • how can I use better my time? • Decrease wasted time (muda) 10Tuesday, April 12, 2011
  • 24. 1.Know Thy Time • record where your time goes • A scrap of paper and a clock • Review the records • how can I use better my time? • Decrease wasted time (muda) • Delegation (redefine your goals) 10Tuesday, April 12, 2011
  • 25. Know Thy Time It worked for us 11Tuesday, April 12, 2011
  • 26. Know Thy Time It worked for us Time spent on misalignments 11Tuesday, April 12, 2011
  • 27. Know Thy Time It worked for us Time spent on misalignments • All the team in a room 11Tuesday, April 12, 2011
  • 28. Know Thy Time It worked for us Time spent on misalignments • All the team in a room • Team chat 11Tuesday, April 12, 2011
  • 29. Know Thy Time It worked for us Time spent on misalignments • All the team in a room • Team chat • Daily standups 11Tuesday, April 12, 2011
  • 30. Know Thy Time It worked for us 12Tuesday, April 12, 2011
  • 31. Know Thy Time It worked for us Too many distractions 12Tuesday, April 12, 2011
  • 32. Know Thy Time It worked for us Too many distractions 12Tuesday, April 12, 2011
  • 33. Know Thy Time It worked for us Too many distractions • Allow work from home (for special tasks) 12Tuesday, April 12, 2011
  • 34. Know Thy Time It worked for us Too many distractions • Allow work from home (for special tasks) • Single Point of Contact for the inter-teams communications 12Tuesday, April 12, 2011
  • 35. Know Thy Time It worked for us Too many distractions • Allow work from home (for special tasks) • Single Point of Contact for the inter-teams communications • Boxed time meetings with clearly defined agenda 12Tuesday, April 12, 2011
  • 36. 2.What Can I Contribute? 13Tuesday, April 12, 2011
  • 37. 2.What Can I Contribute? • Focus on contribution results rather than efforts 13Tuesday, April 12, 2011
  • 38. 2.What Can I Contribute? • Focus on contribution results rather than efforts • Teamwork possible how others will use my output? 13Tuesday, April 12, 2011
  • 39. 2.What Can I Contribute? • Focus on contribution results rather than efforts • Teamwork possible how others will use my output? • What self-development do I need? what I need to learn? what standards do I have to set myself? 13Tuesday, April 12, 2011
  • 40. What Can I Contribute? It worked for us How to improve our output? 14Tuesday, April 12, 2011
  • 41. What Can I Contribute? It worked for us How to improve our output? 14Tuesday, April 12, 2011
  • 42. What Can I Contribute? It worked for us How to improve our output? • Informal code reviews during git merge 14Tuesday, April 12, 2011
  • 43. What Can I Contribute? It worked for us How to improve our output? • Informal code reviews during git merge • Automatic tests and metrics in the CI 14Tuesday, April 12, 2011
  • 44. What Can I Contribute? It worked for us How to improve our output? • Informal code reviews during git merge • Automatic tests and metrics in the CI • Produce release notes and technical documents during the bug fixing phase 14Tuesday, April 12, 2011
  • 45. What Can I Contribute? It worked for us How to improve our output? • Informal code reviews during git merge • Automatic tests and metrics in the CI • Produce release notes and technical documents during the bug fixing phase • Functional demos 14Tuesday, April 12, 2011
  • 46. What Can I Contribute? It worked for us 15Tuesday, April 12, 2011
  • 47. What Can I Contribute? It worked for us How to improve ourself? 15Tuesday, April 12, 2011
  • 48. What Can I Contribute? It worked for us How to improve ourself? 15Tuesday, April 12, 2011
  • 49. What Can I Contribute? It worked for us How to improve ourself? • Internal Retrospectives 15Tuesday, April 12, 2011
  • 50. What Can I Contribute? It worked for us How to improve ourself? • Internal Retrospectives • Collect non-functional requirements 15Tuesday, April 12, 2011
  • 51. What Can I Contribute? It worked for us How to improve ourself? • Internal Retrospectives • Collect non-functional requirements • Focused 40hrs week 15Tuesday, April 12, 2011
  • 52. What Can I Contribute? It worked for us How to improve ourself? • Internal Retrospectives • Collect non-functional requirements • Focused 40hrs week • Quality of code meetings (kata, randoori) 15Tuesday, April 12, 2011
  • 53. 3.Making Strength Productive My Aunt Minnie would always be punctual and never hold up production, but who would pay to see my Aunt Minnie? Billy Wilder 16Tuesday, April 12, 2011
  • 54. Making Strength Productive 17Tuesday, April 12, 2011
  • 55. Making Strength Productive • Staffing from strength Don’t care much about weaknesses 17Tuesday, April 12, 2011
  • 56. Making Strength Productive • Staffing from strength Don’t care much about weaknesses • “Indispensable man” dilemma Why is he indispensable? 17Tuesday, April 12, 2011
  • 57. Making Strength Productive • Staffing from strength Don’t care much about weaknesses • “Indispensable man” dilemma Why is he indispensable? • Put people before problems The right job for the man 17Tuesday, April 12, 2011
  • 58. Making Strength Productive • Staffing from strength Don’t care much about weaknesses • “Indispensable man” dilemma Why is he indispensable? • Put people before problems The right job for the man • Manage your boss What can I do for him to succeed? 17Tuesday, April 12, 2011
  • 59. Making Strength Productive It worked for us 18Tuesday, April 12, 2011
  • 60. Making Strength Productive It worked for us •How to use better your strength? 18Tuesday, April 12, 2011
  • 61. Making Strength Productive It worked for us •How to use better your strength? • Baby-steps 18Tuesday, April 12, 2011
  • 62. Making Strength Productive It worked for us •How to use better your strength? • Baby-steps • Kaizen 18Tuesday, April 12, 2011
  • 63. 4.First things first Known Knowns Known Unknowns Unknown Unknowns 19Tuesday, April 12, 2011
  • 64. First things first 20Tuesday, April 12, 2011
  • 65. First things first • Concentration, one thing at a time. If there is any one “secret” of effectiveness is concentration 20Tuesday, April 12, 2011
  • 66. First things first • Concentration, one thing at a time. If there is any one “secret” of effectiveness is concentration • Constant review of results Remove the old to introduce the new 20Tuesday, April 12, 2011
  • 67. First things first • Concentration, one thing at a time. If there is any one “secret” of effectiveness is concentration • Constant review of results Remove the old to introduce the new • Posteriorities Decide what not to do right now 20Tuesday, April 12, 2011
  • 68. First things first It worked for us 21Tuesday, April 12, 2011
  • 69. First things first It worked for us How to keep track priorities? 21Tuesday, April 12, 2011
  • 70. First things first It worked for us How to keep track priorities? • Kanban in the room 21Tuesday, April 12, 2011
  • 71. First things first It worked for us How to keep track priorities? • Kanban in the room • Web shared official tracker 21Tuesday, April 12, 2011
  • 72. First things first It worked for us How to keep track priorities? • Kanban in the room • Web shared official tracker • Pit of half-baked ideas 21Tuesday, April 12, 2011
  • 73. First things first It worked for us How to keep track priorities? • Kanban in the room • Web shared official tracker • Pit of half-baked ideas Hand 21Tuesday, April 12, 2011
  • 74. First things first It worked for us How to keep track priorities? • Kanban in the room • Web shared official tracker • Pit of half-baked ideas Hand Eye 21Tuesday, April 12, 2011
  • 75. First things first It worked for us How to keep track priorities? • Kanban in the room • Web shared official tracker • Pit of half-baked ideas Hand Eye Wood(tree) 21Tuesday, April 12, 2011
  • 76. First things first It worked for us How to keep track priorities? • Kanban in the room • Web shared official tracker • Pit of half-baked ideas Hand Eye Wood(tree) Thin 21Tuesday, April 12, 2011
  • 77. First things first It worked for us 22Tuesday, April 12, 2011
  • 78. First things first It worked for us Where to look for the next problem? 22Tuesday, April 12, 2011
  • 79. First things first It worked for us Where to look for the next problem? • Is the Team happy? 22Tuesday, April 12, 2011
  • 80. First things first It worked for us Where to look for the next problem? • Is the Team happy? • Are the Requirements understood? 22Tuesday, April 12, 2011
  • 81. First things first It worked for us Where to look for the next problem? • Is the Team happy? • Are the Requirements understood? • How is the Quality of our products? 22Tuesday, April 12, 2011
  • 82. First things first It worked for us Where to look for the next problem? • Is the Team happy? • Are the Requirements understood? • How is the Quality of our products? • Is the Process fit for the People? 22Tuesday, April 12, 2011
  • 83. 5.Effective Decisions Effective executives do not make a great many decisions. They concentrate on the important ones. 23Tuesday, April 12, 2011
  • 84. Effective Decisions 24Tuesday, April 12, 2011
  • 85. Effective Decisions • People start with opinions. There are no facts if there is no agreement on the criteria of relevance. 24Tuesday, April 12, 2011
  • 86. Effective Decisions • People start with opinions. There are no facts if there is no agreement on the criteria of relevance. • Encourage hypotheses. Then test them against the facts. 24Tuesday, April 12, 2011
  • 87. Effective Decisions • People start with opinions. There are no facts if there is no agreement on the criteria of relevance. • Encourage hypotheses. Then test them against the facts. • Appropriate measurements. More often than not the problem is in how you collect data. 24Tuesday, April 12, 2011
  • 88. Effective Decisions It worked for us 25Tuesday, April 12, 2011
  • 89. Effective Decisions It worked for us How to decide? 25Tuesday, April 12, 2011
  • 90. Effective Decisions It worked for us How to decide? • Can be postponed? 25Tuesday, April 12, 2011
  • 91. Effective Decisions It worked for us How to decide? • Can be postponed? • Figure out a general solution and perfect it involving everybody. 25Tuesday, April 12, 2011
  • 92. Effective Decisions It worked for us How to decide? • Can be postponed? • Figure out a general solution and perfect it involving everybody. • Recheck it in brainstorming. 25Tuesday, April 12, 2011
  • 93. Effective Decisions It worked for us How to decide? • Can be postponed? • Figure out a general solution and perfect it involving everybody. • Recheck it in brainstorming. • Technical authorities for keeping the design clean and consistent. 25Tuesday, April 12, 2011
  • 94. Leadership People tend to do what you inspect, not what you expect. 26Tuesday, April 12, 2011
  • 95. Leadership 27Tuesday, April 12, 2011
  • 96. Leadership • Leadership is about being both strategic and operational. 27Tuesday, April 12, 2011
  • 97. Leadership • Leadership is about being both strategic and operational. • Leadership is about communication, openness and willingness to speak honestly and often. 27Tuesday, April 12, 2011
  • 98. Leadership • Leadership is about being both strategic and operational. • Leadership is about communication, openness and willingness to speak honestly and often. • Most of all leadership is about passion. 27Tuesday, April 12, 2011
  • 99. Leadership It worked for us 28Tuesday, April 12, 2011
  • 100. Leadership It worked for us • Guide though example Technical competence. 28Tuesday, April 12, 2011
  • 101. Leadership It worked for us • Guide though example Technical competence. • Care for people Everyone deserve to understand 28Tuesday, April 12, 2011
  • 102. Leadership It worked for us • Guide though example Technical competence. • Care for people Everyone deserve to understand • Integrity Hard work and accountability 28Tuesday, April 12, 2011
  • 103. What about Agile? 29Tuesday, April 12, 2011
  • 104. What about Agile? 30Tuesday, April 12, 2011
  • 105. What about Agile? • The Manifesto is a almost desperate call to effectiveness! 30Tuesday, April 12, 2011
  • 106. What about Agile? • The Manifesto is a almost desperate call to effectiveness! • All 12 principles are about effective teams. 30Tuesday, April 12, 2011
  • 107. What about Agile? • The Manifesto is a almost desperate call to effectiveness! • All 12 principles are about effective teams. • That’s my favorite way to assess if a team is really doing Agile. 30Tuesday, April 12, 2011
  • 108. Thanks Questions? 31Tuesday, April 12, 2011