It’s Impossible to BuyTechnical ExcellenceAntti Kirjavainen
It’s reallyfreaking madness totry to buy for or controlTechnical Excellence
Photo by Casey Konstantin
RespectFrom buzzfeed.com
InboxZeroFrom Inboxzero.com
Technical Excellence
Continuous attention totechnical excellence andgood design enhances agility.Technical Excellence
quality code,sound architecture,good test automation andcoverage,continuous integration andcontinuous deployment.Examples ...
Emphasis on Flow over BatchesPhoto by Daniele Zedda
Emphasis on Flow over BatchesPhoto by Daniele ZeddaInfographic from People10
Emphasis on Flow over BatchesPhoto by Daniele Zedda827228741893781396020406080100120Jan-2013 Feb-2013 Mar-2013 Apr-2013 Ma...
building it righttomaximize delivery potentialTechnical Excellence
Traditional “Solutions”
AlertAlert!Your organizationmight be suffering from aLegacy mindset.Photo by Jeremiah OwyangProcessesAndpolicies
Test Coverage Policy: The Idea>60%Unit TestCoverageRegularreportsQuality
Test Coverage Policy: The Reality>60%Unit TestCoverageRegularreportsLots of testsdoingnothing butadding % oftest coverage
AlertAlert!Your organizationmight be suffering from aLegacy mindset.Contract clauses
Contract with a Warranty PeriodDevelopmentAcceptanceTestingSupport, warrantyperiod6 monthsWe’ll fix all the defects for fr...
Contract with a Warranty PeriodDevelopmentAcceptanceTestingSupport, warrantyperiod6 months
Prioritization by Businessvalue
Example from Real Life: The PlanBacklog AFeature 1Feature 2Feature 3Feature 4Feature 5Feature 6Backlog BFeature 1Feature 2...
Example from Real Life: The RealityBacklog AArchitectural feature IFeature 1Feature 2Architectural feature IIFeature 3Feat...
Example from Real Life: The DecisionBacklog AArchitectural feature IFeature 1Feature 2Feature 3Feature 4Feature 5Feature 6...
Old approaches do not solve the problemProcesses andpoliciesBusiness valueprioritizationContract clauses
Why?
Traditional Management Paradigm:Extrinsic motivationDesire to achieve goal GReward result RAssume R leads to GProblems wit...
Non-linear effects in SW devWe are hereFrom Management 3.0 by Jurgen Appelo
New Management Paradigm:Intrinsic motivationDesire to achieve goal GWhere G is its own rewardNo non-linear effectsFrom Man...
Nurturing Technical ExcellencePhoto by D Sharon Pruitt
Intrinsic MotivationFrom buzzfeed.com
Emphasis on Flow over BatchesPhoto by Daniele ZeddaInfographic from People10Understanding
SkillsFrom Inboxzero.com
Autonomy
DisciplineAntti Leinonen, Sirkus Magenta, photo by Tuomas Stenbäck
MotivationUnderstandingSkillsAutonomyDisciplineRequires
Contracting Point of ViewSharedMotivationUnderstandingDisciplineTrust enablesAutonomyContractor bringsSkills+Understanding...
Good Patterns
ContractingContractordev teamIT(customer)Business(customer)
Contracting: Lead from customerContractordev teamIT(customer)Business(customer)
Contracting: Lead from customerJoint dev teamIT(customer)Business(customer)
Who should define indicators / metrics?DevelopersBusinessIT / architectsManagers
Test Coverage Policy>60%Unit TestCoverageRegularreportsLots of testsdoingnothing butadding % oftest coverage
What would the Experts choose instead?LeadingIndicatorsLaggingIndicatorsTechnicalQualitySoundArchitectureDevelopers
Let excellence grow in circles or guilds!Team ATeam CTeam BTeam D
Let excellence grow in circles or guilds!DevOpsCircleTeam A Team BTeam C Team D
Houston Inc. Frontend CircleFrontendCircleBoard ofdirectorsHoustonPersonnelCustomers & salesOutsideworldHoustonInc.Trainin...
Involve devs on left side of value streamInitiatives ValidationPortfolioBacklogPreparation Development Deploy Learndevelop...
Involve devs on left side of value streamInitiatives ValidationPortfolioBacklogPreparation Development Deploy Learndevelop...
Breakdown of WorkVisionBusinessGoalsCapabilitiesFeaturesAdapted from BDD in the Large by Liz Keogh
Option for Solution StudyGoal Who HowWhatDeliverableImpact MappingFrom Impact Mapping by Gojko Adzic
Impact MappingGoal Who How WhatImprove time tomarket of bigfeatures in service ADevelopersDo major refactoringof the codeR...
Impact MappingImprove time tomarket of bigfeatures in service ADevelopersDo major refactoringof the codeRefactor high-prio...
Things to Consider
Hiring
MotivationUnderstandingSkillsAutonomyDisciplineHiring
Picking a contractor
MotivationUnderstandingSkillsAutonomyDisciplinePicking a contractor
Individuals and interactionsClose collaborationGet to know your prospectivecontracting developers wellPicking a contractor
Conclusions
building it righttomaximize delivery potentialTechnical Excellence
Emphasis on Flow over BatchesPhoto by Daniele Zedda
Emphasis on Flow over BatchesPhoto by Daniele ZeddaInfographic from People10
Emphasis on Flow over BatchesPhoto by Daniele Zedda827228741893781396020406080100120Jan-2013 Feb-2013 Mar-2013 Apr-2013 Ma...
Old approaches do not solve the problemProcesses andpoliciesBusiness valueprioritizationContract clauses
Traditional Management Paradigm:Extrinsic motivationDesire to achieve goal GReward result RAssume R leads to GProblems wit...
New Management Paradigm:Intrinsic motivationDesire to achieve goal GWhere G is its own rewardNo non-linear effectsFrom Man...
Intrinsic MotivationFrom buzzfeed.com
Emphasis on Flow over BatchesPhoto by Daniele ZeddaInfographic from People10Understanding
InboxZeroFrom Inboxzero.com
Autonomy
DisciplineAntti Leinonen, Sirkus Magenta, photo by Tuomas Stenbäck
Contracting Point of ViewSharedMotivationUnderstandingDisciplineTrust enablesAutonomyContractor bringsSkills+Understanding...
Contracting: Lead from customerJoint dev teamIT(customer)Business(customer)
Involve devs in choosing indicatorsLeadingIndicatorsLaggingIndicatorsTechnicalQualitySoundArchitectureDevelopers
Let excellence grow in circles or guilds!DevOpsCircleTeam A Team BTeam C Team D
Involve devs on left side of value streamInitiatives ValidationPortfolioBacklogPreparation Development Deploy Learndevelop...
HiringMotivationUnderstandingDiscipline
Picking a contractorSkills Motivation UnderstandingDiscipline
Nurture Technical ExcellencePhoto by D Sharon Pruitt
Maximize the ImpactPhoto by Spettacolopuro
Thank you for your attention
Antti Kirjavainenantti.kirjavainen@houston-inc.com@anttikihttp://www.slideshare.net/AnttiKirjavainen/http://learninggamede...
You Cannot Buy Technical Excellence
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You Cannot Buy Technical Excellence

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You Cannot Buy Technical Excellence

  1. 1. It’s Impossible to BuyTechnical ExcellenceAntti Kirjavainen
  2. 2. It’s reallyfreaking madness totry to buy for or controlTechnical Excellence
  3. 3. Photo by Casey Konstantin
  4. 4. RespectFrom buzzfeed.com
  5. 5. InboxZeroFrom Inboxzero.com
  6. 6. Technical Excellence
  7. 7. Continuous attention totechnical excellence andgood design enhances agility.Technical Excellence
  8. 8. quality code,sound architecture,good test automation andcoverage,continuous integration andcontinuous deployment.Examples of Technical Excellence
  9. 9. Emphasis on Flow over BatchesPhoto by Daniele Zedda
  10. 10. Emphasis on Flow over BatchesPhoto by Daniele ZeddaInfographic from People10
  11. 11. Emphasis on Flow over BatchesPhoto by Daniele Zedda827228741893781396020406080100120Jan-2013 Feb-2013 Mar-2013 Apr-2013 May-2013Ratio of Value Adding and Fixing WorkFeature work Fixing work Number of defects
  12. 12. building it righttomaximize delivery potentialTechnical Excellence
  13. 13. Traditional “Solutions”
  14. 14. AlertAlert!Your organizationmight be suffering from aLegacy mindset.Photo by Jeremiah OwyangProcessesAndpolicies
  15. 15. Test Coverage Policy: The Idea>60%Unit TestCoverageRegularreportsQuality
  16. 16. Test Coverage Policy: The Reality>60%Unit TestCoverageRegularreportsLots of testsdoingnothing butadding % oftest coverage
  17. 17. AlertAlert!Your organizationmight be suffering from aLegacy mindset.Contract clauses
  18. 18. Contract with a Warranty PeriodDevelopmentAcceptanceTestingSupport, warrantyperiod6 monthsWe’ll fix all the defects for freeduring these periods!We’ll fix all the defects for freeduring these periods!
  19. 19. Contract with a Warranty PeriodDevelopmentAcceptanceTestingSupport, warrantyperiod6 months
  20. 20. Prioritization by Businessvalue
  21. 21. Example from Real Life: The PlanBacklog AFeature 1Feature 2Feature 3Feature 4Feature 5Feature 6Backlog BFeature 1Feature 2Feature 3Feature 4Backlog CFeature 1Feature 2Feature 3Feature 4Feature 5Feature 6Feature 715months
  22. 22. Example from Real Life: The RealityBacklog AArchitectural feature IFeature 1Feature 2Architectural feature IIFeature 3Feature 4Feature 5Feature 6Backlog BIntegration work IFeature 1Feature 2Additional feature IFeature 3Feature 4Backlog CArchitectural feature IIIFeature 1Feature 2Integration work IIFeature 3Additional feature IIFeature 4Feature 5Feature 6Feature 712monthstogo
  23. 23. Example from Real Life: The DecisionBacklog AArchitectural feature IFeature 1Feature 2Feature 3Feature 4Feature 5Feature 6Backlog BIntegration work IFeature 1Feature 2Additional feature IFeature 3Feature 4Backlog CArchitectural feature IIIFeature 1Feature 2Feature 3Additional feature IIFeature 4Feature 5Feature 6Feature 76monthstogoDuct tape & chewinggum solutions
  24. 24. Old approaches do not solve the problemProcesses andpoliciesBusiness valueprioritizationContract clauses
  25. 25. Why?
  26. 26. Traditional Management Paradigm:Extrinsic motivationDesire to achieve goal GReward result RAssume R leads to GProblems with non-linear effectsFrom Management 3.0 by Jurgen Appelo
  27. 27. Non-linear effects in SW devWe are hereFrom Management 3.0 by Jurgen Appelo
  28. 28. New Management Paradigm:Intrinsic motivationDesire to achieve goal GWhere G is its own rewardNo non-linear effectsFrom Management 3.0 by Jurgen Appelo
  29. 29. Nurturing Technical ExcellencePhoto by D Sharon Pruitt
  30. 30. Intrinsic MotivationFrom buzzfeed.com
  31. 31. Emphasis on Flow over BatchesPhoto by Daniele ZeddaInfographic from People10Understanding
  32. 32. SkillsFrom Inboxzero.com
  33. 33. Autonomy
  34. 34. DisciplineAntti Leinonen, Sirkus Magenta, photo by Tuomas Stenbäck
  35. 35. MotivationUnderstandingSkillsAutonomyDisciplineRequires
  36. 36. Contracting Point of ViewSharedMotivationUnderstandingDisciplineTrust enablesAutonomyContractor bringsSkills+Understanding+Discipline
  37. 37. Good Patterns
  38. 38. ContractingContractordev teamIT(customer)Business(customer)
  39. 39. Contracting: Lead from customerContractordev teamIT(customer)Business(customer)
  40. 40. Contracting: Lead from customerJoint dev teamIT(customer)Business(customer)
  41. 41. Who should define indicators / metrics?DevelopersBusinessIT / architectsManagers
  42. 42. Test Coverage Policy>60%Unit TestCoverageRegularreportsLots of testsdoingnothing butadding % oftest coverage
  43. 43. What would the Experts choose instead?LeadingIndicatorsLaggingIndicatorsTechnicalQualitySoundArchitectureDevelopers
  44. 44. Let excellence grow in circles or guilds!Team ATeam CTeam BTeam D
  45. 45. Let excellence grow in circles or guilds!DevOpsCircleTeam A Team BTeam C Team D
  46. 46. Houston Inc. Frontend CircleFrontendCircleBoard ofdirectorsHoustonPersonnelCustomers & salesOutsideworldHoustonInc.TrainingFeedbackIdeasVisibilityOutsidefrontendsceneConferences +events
  47. 47. Involve devs on left side of value streamInitiatives ValidationPortfolioBacklogPreparation Development Deploy Learndevelopersbusiness IT / architects
  48. 48. Involve devs on left side of value streamInitiatives ValidationPortfolioBacklogPreparation Development Deploy Learndevelopersbusiness IT / architectsOptions forsolutionRisksConcept
  49. 49. Breakdown of WorkVisionBusinessGoalsCapabilitiesFeaturesAdapted from BDD in the Large by Liz Keogh
  50. 50. Option for Solution StudyGoal Who HowWhatDeliverableImpact MappingFrom Impact Mapping by Gojko Adzic
  51. 51. Impact MappingGoal Who How WhatImprove time tomarket of bigfeatures in service ADevelopersDo major refactoringof the codeRefactor high-priorityareasDo a completerewrite of the systemBuild new systemDo the datamigrationReplace thebackend with a newsystemBuild API overbackendDevelop newbackend for high-priority stuffBusinessLimit new features inprogressPrioritize newfeature requests
  52. 52. Impact MappingImprove time tomarket of bigfeatures in service ADevelopersDo major refactoringof the codeRefactor high-priorityareasDo a completerewrite of the systemBuild new systemDo the datamigrationReplace thebackend with a newsystemBuild API overbackendDevelop newbackend for high-priority stuffBusinessLimit new features inprogressPrioritize newfeature requestsGoal Who How What
  53. 53. Things to Consider
  54. 54. Hiring
  55. 55. MotivationUnderstandingSkillsAutonomyDisciplineHiring
  56. 56. Picking a contractor
  57. 57. MotivationUnderstandingSkillsAutonomyDisciplinePicking a contractor
  58. 58. Individuals and interactionsClose collaborationGet to know your prospectivecontracting developers wellPicking a contractor
  59. 59. Conclusions
  60. 60. building it righttomaximize delivery potentialTechnical Excellence
  61. 61. Emphasis on Flow over BatchesPhoto by Daniele Zedda
  62. 62. Emphasis on Flow over BatchesPhoto by Daniele ZeddaInfographic from People10
  63. 63. Emphasis on Flow over BatchesPhoto by Daniele Zedda827228741893781396020406080100120Jan-2013 Feb-2013 Mar-2013 Apr-2013 May-2013Ratio of Value Adding and Fixing WorkFeature work Fixing work Number of defects
  64. 64. Old approaches do not solve the problemProcesses andpoliciesBusiness valueprioritizationContract clauses
  65. 65. Traditional Management Paradigm:Extrinsic motivationDesire to achieve goal GReward result RAssume R leads to GProblems with non-linear effectsFrom Management 3.0 by Jurgen Appelo
  66. 66. New Management Paradigm:Intrinsic motivationDesire to achieve goal GWhere G is its own rewardNo non-linear effectsFrom Management 3.0 by Jurgen Appelo
  67. 67. Intrinsic MotivationFrom buzzfeed.com
  68. 68. Emphasis on Flow over BatchesPhoto by Daniele ZeddaInfographic from People10Understanding
  69. 69. InboxZeroFrom Inboxzero.com
  70. 70. Autonomy
  71. 71. DisciplineAntti Leinonen, Sirkus Magenta, photo by Tuomas Stenbäck
  72. 72. Contracting Point of ViewSharedMotivationUnderstandingDisciplineTrust enablesAutonomyContractor bringsSkills+Understanding+Discipline
  73. 73. Contracting: Lead from customerJoint dev teamIT(customer)Business(customer)
  74. 74. Involve devs in choosing indicatorsLeadingIndicatorsLaggingIndicatorsTechnicalQualitySoundArchitectureDevelopers
  75. 75. Let excellence grow in circles or guilds!DevOpsCircleTeam A Team BTeam C Team D
  76. 76. Involve devs on left side of value streamInitiatives ValidationPortfolioBacklogPreparation Development Deploy Learndevelopersbusiness IT / architectsOptions forsolutionRisksConcept
  77. 77. HiringMotivationUnderstandingDiscipline
  78. 78. Picking a contractorSkills Motivation UnderstandingDiscipline
  79. 79. Nurture Technical ExcellencePhoto by D Sharon Pruitt
  80. 80. Maximize the ImpactPhoto by Spettacolopuro
  81. 81. Thank you for your attention
  82. 82. Antti Kirjavainenantti.kirjavainen@houston-inc.com@anttikihttp://www.slideshare.net/AnttiKirjavainen/http://learninggamedev.wordpress.com/http://www.houston-inc.com/

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