1. Uberto Barbini / Gama-Soft ltd.
The Effective Team
Tuesday, 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.
2
Tuesday, 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.” Wikipedia
Tuesday, 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”
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Tuesday, April 12, 2011
7. Who is an
executive?
•CEO, CTO, CIO?
6
Tuesday, April 12, 2011
8. Who is an
executive?
•CEO, CTO, CIO?
•VP?
6
Tuesday, April 12, 2011
9. Who is an
executive?
•CEO, CTO, CIO?
•VP?
•Program Manager?
6
Tuesday, April 12, 2011
10. Who is an
executive?
•CEO, CTO, CIO?
•VP?
•Program Manager?
•Team leader?
6
Tuesday, April 12, 2011
11. Who is an
executive?
•CEO, CTO, CIO?
•VP?
•Program Manager?
•Team leader?
•Developer?
6
Tuesday, 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.
7
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14. Effectiveness
•The executive job is to be effective
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15. Effectiveness
•The executive job is to be effective
•effectiveness cannot be taught
effectiveness is not a subject, it’s a
discipline
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Tuesday, 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
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17. Effectiveness
1. Know Where Your Time Goes
2. Outward Contributions
3. Build on Strength
4. Priorities
5. Effective Decisions
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19. 1.Know Thy Time
• record where your time goes
10
Tuesday, April 12, 2011
20. 1.Know Thy Time
• record where your time goes
• A scrap of paper and a clock
10
Tuesday, April 12, 2011
21. 1.Know Thy Time
• record where your time goes
• A scrap of paper and a clock
• Review the records
10
Tuesday, 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?
10
Tuesday, 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)
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Tuesday, 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)
10
Tuesday, April 12, 2011
25. Know Thy Time It worked
for us
11
Tuesday, April 12, 2011
26. Know Thy Time It worked
for us
Time spent on misalignments
11
Tuesday, April 12, 2011
27. Know Thy Time It worked
for us
Time spent on misalignments
• All the team in a room
11
Tuesday, April 12, 2011
28. Know Thy Time It worked
for us
Time spent on misalignments
• All the team in a room
• Team chat
11
Tuesday, 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
11
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30. Know Thy Time It worked
for us
12
Tuesday, April 12, 2011
31. Know Thy Time It worked
for us
Too many distractions
12
Tuesday, April 12, 2011
32. Know Thy Time It worked
for us
Too many distractions
12
Tuesday, April 12, 2011
33. Know Thy Time It worked
for us
Too many distractions
• Allow work from home (for special tasks)
12
Tuesday, 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
12
Tuesday, 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
12
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36. 2.What Can I Contribute?
13
Tuesday, April 12, 2011
37. 2.What Can I Contribute?
• Focus on contribution
results rather than efforts
13
Tuesday, April 12, 2011
38. 2.What Can I Contribute?
• Focus on contribution
results rather than efforts
• Teamwork possible
how others will use my output?
13
Tuesday, 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?
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Tuesday, April 12, 2011
40. What Can I Contribute?
It worked
for us
How to improve our output?
14
Tuesday, April 12, 2011
41. What Can I Contribute?
It worked
for us
How to improve our output?
14
Tuesday, April 12, 2011
42. What Can I Contribute?
It worked
for us
How to improve our output?
• Informal code reviews during git merge
14
Tuesday, 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
14
Tuesday, 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
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Tuesday, 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
14
Tuesday, April 12, 2011
46. What Can I Contribute?
It worked
for us
15
Tuesday, April 12, 2011
47. What Can I Contribute?
It worked
for us
How to improve ourself?
15
Tuesday, April 12, 2011
48. What Can I Contribute?
It worked
for us
How to improve ourself?
15
Tuesday, April 12, 2011
49. What Can I Contribute?
It worked
for us
How to improve ourself?
• Internal Retrospectives
15
Tuesday, April 12, 2011
50. What Can I Contribute?
It worked
for us
How to improve ourself?
• Internal Retrospectives
• Collect non-functional requirements
15
Tuesday, 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
15
Tuesday, 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)
15
Tuesday, 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
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55. Making Strength Productive
• Staffing from strength
Don’t care much about weaknesses
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Tuesday, April 12, 2011
56. Making Strength Productive
• Staffing from strength
Don’t care much about weaknesses
• “Indispensable man” dilemma
Why is he indispensable?
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Tuesday, 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
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Tuesday, 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?
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Tuesday, April 12, 2011
65. First things first
• Concentration, one thing at a time.
If there is any one “secret” of
effectiveness is concentration
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Tuesday, 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
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Tuesday, 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
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Tuesday, April 12, 2011
69. First things first
It worked
for us
How to keep track priorities?
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Tuesday, April 12, 2011
70. First things first
It worked
for us
How to keep track priorities?
• Kanban in the room
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Tuesday, April 12, 2011
71. First things first
It worked
for us
How to keep track priorities?
• Kanban in the room
• Web shared official tracker
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Tuesday, 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
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Tuesday, 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
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Tuesday, 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
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Tuesday, 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)
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Tuesday, 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
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Tuesday, April 12, 2011
78. First things first
It worked
for us
Where to look for the next problem?
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Tuesday, April 12, 2011
79. First things first
It worked
for us
Where to look for the next problem?
• Is the Team happy?
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Tuesday, 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?
22
Tuesday, 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?
22
Tuesday, 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?
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Tuesday, April 12, 2011
83. 5.Effective Decisions
Effective executives do not make a great
many decisions. They concentrate on
the important ones. 23
Tuesday, April 12, 2011
85. Effective Decisions
• People start with opinions.
There are no facts if there is no
agreement on the criteria of relevance.
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Tuesday, 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.
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Tuesday, 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.
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Tuesday, April 12, 2011
89. Effective Decisions
It worked
for us
How to decide?
25
Tuesday, April 12, 2011
90. Effective Decisions
It worked
for us
How to decide?
• Can be postponed?
25
Tuesday, 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.
25
Tuesday, 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.
25
Tuesday, 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.
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Tuesday, April 12, 2011
94. Leadership
People tend to do what you inspect,
not what you expect. 26
Tuesday, April 12, 2011
96. Leadership
• Leadership is about being both
strategic and operational.
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Tuesday, 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.
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Tuesday, 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.
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Tuesday, April 12, 2011
99. Leadership
It worked
for us
28
Tuesday, April 12, 2011
100. Leadership
It worked
for us
• Guide though example
Technical competence.
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Tuesday, April 12, 2011
101. Leadership
It worked
for us
• Guide though example
Technical competence.
• Care for people
Everyone deserve to understand
28
Tuesday, 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
28
Tuesday, April 12, 2011
105. What about Agile?
• The Manifesto is a almost desperate
call to effectiveness!
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Tuesday, April 12, 2011
106. What about Agile?
• The Manifesto is a almost desperate
call to effectiveness!
• All 12 principles are about effective
teams.
30
Tuesday, 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.
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Tuesday, April 12, 2011
