Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Avoiding Landmines - A Tech Leaders Guide to the Critical Decisions

94 views

Published on

Workshop presented by Jared Faris and Scott Drake at Codemash 2019.

Published in: Business
  • Be the first to comment

  • Be the first to like this

Avoiding Landmines - A Tech Leaders Guide to the Critical Decisions

  1. 1. Avoiding Landmines A Tech Leader’s Guide for the Critical Decisions Scott Drake – Jared Faris Hey! Sit near people you don’t know. You’ll learn stuff! Pre-Workshop Poll – Briefly tell us about a leadership landmine you’ve stepped on Text CMLEADER to 22333 or https://pollev.com/cmleader
  2. 2. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Have you ever had a project go off course? KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris
  3. 3. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Have you ever had the plug pulled and a project abandoned? KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris
  4. 4. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Have you ever seen a mass exodus from a team? KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris
  5. 5. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris If you've worked in tech long, you've likely seen many of those things
  6. 6. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris If you start digging into problems
  7. 7. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris You're likely to trace them back to a few key decisions
  8. 8. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Sometimes made without too much effort or thought
  9. 9. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Through these decisions, we set landmines for ourselves
  10. 10. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Without even realizing we've done it
  11. 11. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Through these decision we create problems that may not show up for six months
  12. 12. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris This workshop is about decision making
  13. 13. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris “Decisions are the work product of knowledge workers.” -- Daniel Kahneman
  14. 14. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions QUALITY Understanding what quality really means, managing tradeoffs WRAP UP Connecting all the dots, answering remaining questions
  15. 15. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris This is a workshop, not a lecture
  16. 16. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Decision Making Pre-Exercise
  17. 17. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris What are some decisions we make as technologists?
  18. 18. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris What are some decisions we make as leaders?
  19. 19. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Exercise: Let’s Make A Decision
  20. 20. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Decision Making and Problem Solving Crash Course
  21. 21. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris “Decisions are the work product of knowledge workers.” -- Daniel Kahneman
  22. 22. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Your brain is an energy hog so it has two modes
  23. 23. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Fast thinking: Emotion-driven Intuition Auto-pilot Requires little energy
  24. 24. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Slow thinking: Reasoned Focused Requires lots of energy
  25. 25. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Your default setting is fast-thinking, auto- pilot
  26. 26. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Your default setting is to save energy by jumping straight to conclusions
  27. 27. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Your default setting is the opposite of the scientific method
  28. 28. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris There is no formulating, testing, accepting, refuting hypotheses
  29. 29. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Your default setting finds data that is similar or compatible with what it knows
  30. 30. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Your default setting matches patterns and accepts the first-best answer
  31. 31. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Is the first-best answer always a good decision?
  32. 32. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Fast-thinking is gullible
  33. 33. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Fast-thinking is more prone to bad decisions
  34. 34. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris But fast-thinking may keep you alive if you’re being chased by a bear
  35. 35. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris And it requires less food
  36. 36. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Slow-thinking is the inner-skeptic
  37. 37. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Slow-thinking is self-control
  38. 38. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Slow-thinking is discovering and weighing options
  39. 39. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Slow-thinking often leads to better to decisions
  40. 40. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris
  41. 41. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Key Concepts in Decision Making 1. Fast-thinking is not always your best thinking, learn when to slow down
  42. 42. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris “People buy on emotion and justify with logic”
  43. 43. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris We think of ourselves as rational
  44. 44. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Are we rational?
  45. 45. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris There’s not a rational person in this room
  46. 46. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Many big decisions are driven by intuition, emotions
  47. 47. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris We then cherry-pick the data and reasons to justify our decisions
  48. 48. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Key Concepts in Decision Making 1. Fast-thinking is not always your best thinking, learn when to slow down 2. Many decisions are intuition-based, then rationalized with cherry-picked data
  49. 49. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris “What you believe to be true is true”
  50. 50. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Confirmation bias
  51. 51. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris “When given a choice, we tend to favor the default”
  52. 52. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Default effect
  53. 53. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris “I’ve been on a losing streak, my odds are better now”
  54. 54. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Gambler’s fallacy
  55. 55. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris “I knew it all along!”
  56. 56. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Hindsight bias
  57. 57. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Dozens of biases
  58. 58. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Mental models are accepted principles, captured wisdom
  59. 59. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Mental models help unlock unique ideas and thinking
  60. 60. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris “What do you want to avoid versus what do you want to get?”
  61. 61. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Inversion
  62. 62. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris “We should prefer the simplest explanation with the least moving parts”
  63. 63. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Occam’s Razor
  64. 64. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris “Don’t attribute to malice what can be explained by stupidity”
  65. 65. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Hanlon’s Razor
  66. 66. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris “A small amount of the effort often produces a large part of the result”
  67. 67. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Pareto Principle (80/20 rule)
  68. 68. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris There are dozens of mental models, principles, captured wisdom
  69. 69. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris www.fs.blog
  70. 70. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Key Concepts in Decision Making 1. Fast-thinking is not always your best thinking, learn when to slow down 2. Many decisions are intuition-based, then rationalized with cherry-picked data 3. Cognitive biases are often your enemy, mental models are your friends
  71. 71. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Problem Solving Framework
  72. 72. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris What are some problems we solve as technologists and leaders?
  73. 73. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Problems fall on a line scale
  74. 74. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Algorithmic Simple Heuristic Wicked
  75. 75. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Wicked Problems • No solution is known or a new solution is need • Ill-defined or ambiguous problem • Could be more than one right solution • Aspects of the problem may not be clear until you begin solving it • A solution will not be clearly wrong or right until you implement it
  76. 76. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Sound like what we deal with every day?
  77. 77. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris The average doctor graduates medical school with $187,000 in debt, but school’s cost-per- student already exceeds what they charge. How do we educate doctors without forcing them hundreds of thousands of dollars into debt?
  78. 78. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Key Concepts in Problem Solving 1. Problems range from Algorithmic/Simple to Heuristic/Wicked, and require different approaches
  79. 79. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris There are different frameworks and methodologies for problem solving
  80. 80. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Creative Problem Solving (CPS)
  81. 81. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Creative Problem Solving 1. Imagine the future 2. Find the questions and state them in a solvable way 3. Generate ideas through divergent and convergent thinking 4. Craft a solution statement 5. Explore acceptance 6. Plan for action to prove/falsify and implement
  82. 82. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Key Concepts in Problem Solving 1. Problems range from Algorithmic/Simple to Heuristic/Wicked, and require different approaches 2. There are problem-solving frameworks like Creative-Problem Solving (CPS), find one that works for you
  83. 83. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Ever had a great idea while taking a walk?
  84. 84. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Ever had a great idea in the shower?
  85. 85. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Focused and Diffuse Thinking
  86. 86. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris
  87. 87. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris You want to use both, and switch between them often
  88. 88. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Key Concepts in Problem Solving 1. Problems range from Algorithmic/Simple to Heuristic/Wicked, and require different approaches 2. There are problem-solving frameworks like Creative-Problem Solving (CPS), find one that works for you 3. Give yourself time and space to tap into diffuse thinking
  89. 89. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Three big enemies of good problem solving
  90. 90. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Unclear problem statement
  91. 91. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Clear Problem Statement • Provides context • States desired end state The average doctor graduates medical school with $187K in debt, but school’s cost-per-student already exceeds what they charge. How do we educate doctors without forcing them hundreds of thousands of dollars into debt?
  92. 92. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Different success criteria among stakeholders
  93. 93. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris The average doctor graduates medical school with $187K in debt, but schools lose money on a per-student basis. How do we educate doctors where debt- level at graduation can be paid off with 10% of average salary over first five years, and not put more of the financial burden on the school?
  94. 94. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Perfection
  95. 95. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Your sponsors rarely expect perfection
  96. 96. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Key Concepts in Problem Solving 1. Problems range from Algorithmic/Simple to Heuristic/Wicked, and require different approaches 2. There are problem-solving frameworks like Creative-Problem Solving (CPS), find one that works for you 3. Give yourself time and space to tap into diffuse thinking 4. The three enemies of good problem solving are: Unclear problem statement, Disagreement among key stakeholders about success criteria, Perfection
  97. 97. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris
  98. 98. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Exercise: Applying a Problem Solving Framework
  99. 99. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Exercise Scenario Your company builds an EMR (Electronic Medical Records) product. Just signed major new customer who need a key analytics feature in 3 months. Your team estimates that the feature, as specced, would take your team 6 months. What options do you have?
  100. 100. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Steps Imagine the Future – What are we trying to do? State the questions we’re trying to answer in solvable ways. Generate Ideas – What are ways we can solve this? Craft a Solution Statement – What’s the core to our solution? Develop the Plan – What are the steps necessary to implement this solution?
  101. 101. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Clarify Divergent thinking – What are we really trying to do? Come up with ideas like “How do we” or “We need to”. • Additive – Only add ideas, don’t shoot them down • Be novel – Throw out new things, even if far fetched. They may create other ideas. • Yes, and – Build on ideas
  102. 102. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Clarify We need to make the customer happy We need to keep our employees happy The need defined is double what we can fit We need to maintain our reputation We need to be profitable We need to deliver what the customer is asking for We need to identify if the customer’s request matches what they need Need to identify the MVP We need to identify a solution that meets our customers needs in a way we can actually deliver it.
  103. 103. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Clarify Convergent thinking – We need to narrow down the challenge statement that describes what we’re trying to do and choose one. We need to identify a solution that meets our customers reporting needs in a way we can actually deliver it.
  104. 104. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Ideate Divergent thinking – How do we solve the challenge? What options do we have? Are the specs right for what the customer is trying to do? Has anyone actually talked to them? Is that the only option for what they are trying to do? Is there a non technical solution? Are there short vs long term solutions to this problem? Phase ½ How do they handle this issue currently? Is there a work around? Are the three months flexible? Where does that come from? What are the impacts of being late? Do I get fired? What levers do we have we have to pull to increase our ability to deliver? Can we bring in consultants? Can we buy something? Can we so no? How critical is this deal?
  105. 105. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Ideate Convergent thinking – Select using these principles • Be deliberate, not random. Think through options • Avoid tangents • Improve! Iterate on ideas • Be affirmative and avoid negatives. It’s not why something won’t work, but why it will We need to verify the scope and schedule we’ve been given We need to identify all of our options to meet this We need to not get fired
  106. 106. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Develop What steps would we actually take to implement these ideas? Can we come up with 3-5 steps here? We need to verify the scope and schedule we’ve been given We need to identify all of our options to meet this We need to not get fired Setup meetings with all stakeholders (users, buyers, product managers) to understand and validate our constraints. Look at our current plan/schedule/teams and see what’s available to be moved. Look costs of different options.
  107. 107. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Decision-Making Areas
  108. 108. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris What factors impact decisions we make?
  109. 109. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Project Type Science, Application Development, Engineering Business Maturity Low to High Business Requirements Stability Months to Years, how Volatile? Business Requirements Complexity Low to High Level of UX sophistication Low to High Scalability Low to High Asset lifespan Months to Years Risk tolerance Low to High Price consciousness Low to High Max Team Size next 5 years Small to Large Speed to market Target Date, Low to High based on Complexity Learnable (for additional team members) Low to High Easy to work in Low to High
  110. 110. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris What are categories of decisions we make?
  111. 111. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris PMBOK Categories 1. Scope 2. Schedule 3. Budget 4. Risks 5. Resources 6. Quality
  112. 112. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris PMBOK Categories Less Control • Scope • Schedule • Budget • Risks More Control • Resources • Quality
  113. 113. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Exercise: Identifying What You Do/Don’t Control
  114. 114. KEY CONCEPTS Decision making, problem solving, and the responsibilities of leaders Avoiding Landmines Scott Drake – Jared Faris Think / Pair / Share Think – Identify a situation where you personally did not have full control of all of scope/schedule/budget/resources. What was this situation? What trade-offs did you make? What was the outcome? Pair – Find a partner. Share your stories, and ask about their trade-offs and outcomes. Share – Once everyone has had a chance to pair, we’ll call on people to share stories they think show interesting trade-offs and outcomes.
  115. 115. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris People & Culture
  116. 116. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Huge topic area
  117. 117. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Lots of landmines
  118. 118. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Could talk about it for days
  119. 119. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Goal: Break down three critical components • Motivation • Culture & Values • Interviewing for Motivation, Culture & Values
  120. 120. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Tech is unique
  121. 121. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Tech presents unique challenges and opportunities
  122. 122. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Obvious: Competition for people is fierce
  123. 123. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Not obvious: Most people in tech will happily work for free
  124. 124. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris On open source, side, pet projects
  125. 125. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris What motivates people in tech to do this?
  126. 126. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris What motivates people to work all day, then go home and work more?
  127. 127. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Any thoughts?
  128. 128. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris What if you could tap into the things that motivate people to work for free, and pay them?
  129. 129. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Will you have a more engaged team?
  130. 130. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Will a motivated team produce a better outcome?
  131. 131. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Will a motivated team make your job as a leader easier?
  132. 132. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris How do you build a motivated team?
  133. 133. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris
  134. 134. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Fertile soil for intrinsic motivation can be found in three areas
  135. 135. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Purpose
  136. 136. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris People want to contribute to something larger than themselves
  137. 137. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris People want to be useful
  138. 138. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Builders want to create things that people find useful
  139. 139. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Just being part of a team can be a solid foundation for purpose
  140. 140. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Daniel Pink’s take on motivation • Purpose – How do you help your team recognize a purpose larger than a paycheck?
  141. 141. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Growth
  142. 142. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris People want to be better a month from now, a year from now
  143. 143. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris People want to learn, master new skills
  144. 144. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Why are you here?
  145. 145. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Why would you come to a water park in Sandusky, OH in January?
  146. 146. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Growth
  147. 147. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Daniel Pink’s take on motivation • Purpose – How do you help your team recognize a purpose larger than a paycheck? • Growth – How do you keep your team members in roles and challenges that require growth?
  148. 148. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris What do you want in a boss?
  149. 149. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Do you want someone lording over you, telling you what to do?
  150. 150. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Do you want someone who challenges you to solve problems and figure out things?
  151. 151. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Daniel Pink’s take on motivation • Purpose – How do you help your team recognize a purpose larger than a paycheck? • Growth – How do you keep your team members in roles and challenges that require growth? • Autonomy – How do you give your team space and more control?
  152. 152. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris How can you build your teams around those drivers of intrinsic motivation?
  153. 153. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Exercise: Who Are You & Who Fits?
  154. 154. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Think / Pair / Share Exercise • What do your systems do, and who do they help? • (Example: We build education tools for aspiring medical doctors worldwide) • What is challenging about the problems our team solves? • (Example: Mobile, Highly-Stressed User Base, Deep Education and Learning Theory, Medical) • Who might be more interested in what your systems do and the people you help? • (Example: Family of Doctors, Interested in Education or Sciences) • Who will enjoy solving those problems? Who will view them as a growth opportunity? • What opportunities do you have or can you create to make purpose front-and- center?
  155. 155. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Culture & Values
  156. 156. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Let’s start with an example
  157. 157. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris
  158. 158. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris
  159. 159. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris
  160. 160. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Harry Potter had it easy
  161. 161. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris You, not so much
  162. 162. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris
  163. 163. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris
  164. 164. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris The Houses of Hogwarts Ravenclaw • Smart • Curious • Risk-averse Hufflepuff • Loyal • Caring • Social Slytherin • Crafty • Self-serving • Risk takers Gryffindor • Brave • Self-sacrificing • Glory seekers
  165. 165. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Harry Potter showed up on day one and something told him where he’d “fit”
  166. 166. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Most of us take a job and eventually quit because we want something different
  167. 167. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Or we want something more
  168. 168. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris But we can’t quite put our finger on it
  169. 169. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris And that’s how most of us feel about “Culture”
  170. 170. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris We can’t quite put our finger on it
  171. 171. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris So what is culture, and how can it help you and your teams?
  172. 172. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Any group of people who gather regularly or tackle a common cause begin to establish a culture
  173. 173. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Schools, Workplaces, Churches, Civic Organizations, Sports Teams, Cities, States, Countries
  174. 174. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris But what exactly is different about them?
  175. 175. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris What are the areas of differentiation?
  176. 176. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Components of Culture Values Code of Conduct Heroes Symbols
  177. 177. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Components of Culture Values Code of Conduct Heroes Symbols
  178. 178. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Code of Conduct Example: Martin Luther King, Jr. • A lot of people wanted what MLK Jr. wanted, but he was somewhat unique in disavowing violence • His mission was the same as many others • He built an organization around a known code of conduct, and people who shared that code of conduct joined his cause, and those who didn’t moved on
  179. 179. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Code of Conduct Example: Zero-Sum Game • I was interested in exploring the changing relationship of employer/employee, so I took a job at a distributed workforce company that built support centers for large tech players • It was basically a glorified call-center leveraging at-home contract workers • Industry was very cut-throat, and the scarcity of resources forced the organization to behave in ways I didn’t like
  180. 180. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Components of Culture Values Code of Conduct Heroes Symbols
  181. 181. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris
  182. 182. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Components of Culture Values Code of Conduct Heroes Symbols
  183. 183. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris When you hear about values, you often hear about things like …
  184. 184. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Honesty
  185. 185. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Integrity
  186. 186. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Keeping commitments
  187. 187. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris But these “values” don’t help you identify who to hire or why you’re a good place for someone to work?
  188. 188. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris What employer wants dishonest people, or people without integrity, and would you want to work there?
  189. 189. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Four Kinds of Values • Core – just two or three that are inherent in an organization. OK to be judged on these. • Aspirational – these are characteristics you want to develop • Permission-to-play – minimum behavioral standards that are required. Values like honesty and integrity belong here. • Accidental – these are unintentional values and don’t necessarily serve the good of the organization
  190. 190. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Exercise: Good Teammates
  191. 191. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Think / Pair / Share Exercise • Who are your best teammates? What about behavior makes you work well with them? What is their code of conduct? • Who are teammates you didn’t work well with or didn’t fit in with? How did they behave that caused struggles? (Inversion, BTW) • What values underpin that code of conduct? • Which of those would you make hire/fire decisions based-on?
  192. 192. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Hopefully you now have a better idea of what is motivating …
  193. 193. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris And the components of culture that are most important to you …
  194. 194. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris How do you interview people for fit?
  195. 195. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Your goal is to be aware of your organization’s true self …
  196. 196. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris And help candidates reveal their true self …
  197. 197. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris And magic happens where there’s a match between an authentic organization and an authentic person
  198. 198. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris How do you help candidates reveal their true selves?
  199. 199. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Five truths about interviewing …
  200. 200. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 1) People will lie in interviews
  201. 201. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 2) People will posture in interviews
  202. 202. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 3) People will tell you what they think you want to hear
  203. 203. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 4) People love to talk about themselves
  204. 204. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 5) Most people can’t lie, posture, and position for too long
  205. 205. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris To work with the five truths instead of against them …
  206. 206. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Ask the same set of questions over a range of projects spanning several years and teams
  207. 207. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris To help candidates reveal their true selves, ask:
  208. 208. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 1) What were you hired to do, and what interested you about that problem?
  209. 209. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 2) In your work on that project, what are you most proud of?
  210. 210. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 3) In your work on that project, what was challenging? In what ways were your teammates better than you?
  211. 211. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 4) For that project, what technologies were used? Who decided? Did you agree?
  212. 212. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 5) What did you like about the team?
  213. 213. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 6) What would you have changed about the team?
  214. 214. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 7) What did you like about your boss?
  215. 215. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 8) If you could give that boss one piece of advice for how to work with you better, what would it be?
  216. 216. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 9) Why did you leave?
  217. 217. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Those nine questions are like truth serum when asked over a range of projects.
  218. 218. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Tips
  219. 219. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 1) Make the candidate comfortable
  220. 220. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 2) Be open that you’re interested in fit because you want them to be happy and challenged and engaged
  221. 221. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris 3) Ask for examples
  222. 222. PEOPLE & CULTURE Knowing your team, knowing your people, making hiring and staff decisions Avoiding Landmines Scott Drake – Jared Faris Think / Pair / Share Exercise 1. What were you hired to do, and what interested you about that problem? 2. What are you most proud of? 3. What was challenging? In what ways were your teammates better than you? 4. What technologies were used? Who decided? Did you agree? 5. What did you like about the team? 6. What would you change about the team? 7. What did you like about your boss? 8. What advice would you give that boss to work better with you? 9. Why did you leave?
  223. 223. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Quality
  224. 224. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Quality is manageable
  225. 225. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Quality isn’t binary
  226. 226. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris What happens if quality suffers on your project?
  227. 227. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Quality isn’t free
  228. 228. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Quality for each stakeholder • Customer • Company • Coworker • Government regulation • Partners
  229. 229. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Cost of Quality Costs of Conformance Costs you can pay before a project is finished to improve quality. Costs of Non-Conformance Costs you pay after a project is completed due to quality issues in the project. Six Sigma breaks down quality costs into two categories:
  230. 230. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Cost of Quality https://www.isixsigma.com/implementation/financial-analysis/cost-quality-not-only-failure-costs/
  231. 231. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Most teams aren’t building NASA missions
  232. 232. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Apollo 12
  233. 233. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Your job is to find the right balance for your team
  234. 234. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Do you? • Build/test one feature completely • Focus on testing all possible inputs • Work overtime to hit a deadline • Perfect the UX • Dial in performance • Scaffold out many features • Test the 90% golden path • Tell the stakeholders you’ll miss the date • Make sure the data is 100% right • Leave technical debt to get back to
  235. 235. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Exercise: Prioritizing Quality
  236. 236. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Think / Pair / Share Exercise What decisions around quality and prioritization have you or your team had to make on a recent project? What were the results? What would you do differently, if anything?
  237. 237. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris TESTIMONIALS Authoritatively unleash high standards in architectures before state of the art scenarios. How do you plan and execute quality?
  238. 238. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Everything is a requirement
  239. 239. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Get stakeholder buy in
  240. 240. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Think about how you prioritize
  241. 241. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Take a risk-based approach to quality
  242. 242. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Put systems in place
  243. 243. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Align your systems
  244. 244. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Invert your thinking
  245. 245. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Measure and control
  246. 246. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Communicate
  247. 247. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Exercise: Quality Systems
  248. 248. QUALITY Understanding what quality really means, managing tradeoffs Avoiding Landmines Scott Drake – Jared Faris Think / Pair / Share Exercise What systems do you have in place to get the quality balance right? Thinking of quality as something you have control of, what can or should you do differently in terms of: • Planning • Systems • Communciation
  249. 249. The Other Stuff Leading and managing is about a lot more Avoiding Landmines Scott Drake – Jared Faris? Scope / Schedule / Risk / Budget The other stuff
  250. 250. The Other Stuff Leading and managing is about a lot more Avoiding Landmines Scott Drake – Jared Faris? So what about the other stuff, anyway?
  251. 251. The Other Stuff Leading and managing is about a lot more Avoiding Landmines Scott Drake – Jared Faris? Is scope really fixed?
  252. 252. The Other Stuff Leading and managing is about a lot more Avoiding Landmines Scott Drake – Jared Faris? Why do we have that timeline?
  253. 253. The Other Stuff Leading and managing is about a lot more Avoiding Landmines Scott Drake – Jared Faris? Can I print more money?
  254. 254. The Other Stuff Leading and managing is about a lot more Avoiding Landmines Scott Drake – Jared Faris? How do you mitigate risks?
  255. 255. WRAP UP Connecting all the dots, answering remaining questions Avoiding Landmines Scott Drake – Jared Faris Wrap Up
  256. 256. WRAP UP Connecting all the dots, answering remaining questions Avoiding Landmines Scott Drake – Jared Faris Key Concepts in Decision Making 1. Fast-thinking is not always your best thinking, learn when to slow down 2. Many decisions are intuition-based, then rationalized with cherry-picked data 3. Cognitive biases are often your enemy, mental models are your friends
  257. 257. WRAP UP Connecting all the dots, answering remaining questions Avoiding Landmines Scott Drake – Jared Faris Key Concepts in Problem Solving 1. Problems range from Algorithmic/Simple to Heuristic/Wicked, and require different approaches 2. There are problem-solving frameworks like Creative-Problem Solving (CPS), find one that works for you 3. Give yourself time and space to tap into diffuse thinking 4. The three enemies of good problem solving are: Unclear problem statement, Disagreement among key stakeholders about success criteria, Perfection
  258. 258. WRAP UP Connecting all the dots, answering remaining questions Avoiding Landmines Scott Drake – Jared Faris Project Type Science, Application Development, Engineering Business Maturity Low to High Business Requirements Stability Months to Years, how Volatile? Business Requirements Complexity Low to High Level of UX sophistication Low to High Scalability Low to High Asset lifespan Months to Years Risk tolerance Low to High Price consciousness Low to High Max Team Size next 5 years Small to Large Speed to market Target Date, Low to High based on Complexity Learnable (for additional team members) Low to High Easy to work in Low to High
  259. 259. WRAP UP Connecting all the dots, answering remaining questions Avoiding Landmines Scott Drake – Jared Faris PMBOK Categories Less Control • Scope • Schedule • Budget • Risks More Control • Resources • Quality
  260. 260. WRAP UP Connecting all the dots, answering remaining questions Avoiding Landmines Scott Drake – Jared Faris Goal: Break down three critical components • Motivation • Culture & Values • Interviewing for Motivation, Culture & Values
  261. 261. WRAP UP Connecting all the dots, answering remaining questions Avoiding Landmines Scott Drake – Jared Faris Daniel Pink’s take on motivation • Purpose – How do you help your team recognize a purpose larger than a paycheck? • Growth – How do you keep your team members in roles and challenges that require growth? • Autonomy – How do you give your team space and more control?
  262. 262. WRAP UP Connecting all the dots, answering remaining questions Avoiding Landmines Scott Drake – Jared Faris Components of Culture Values Code of Conduct Heroes Symbols
  263. 263. WRAP UP Connecting all the dots, answering remaining questions Avoiding Landmines Scott Drake – Jared Faris And magic happens where there’s a match between an authentic organization and an authentic person
  264. 264. WRAP UP Connecting all the dots, answering remaining questions Avoiding Landmines Scott Drake – Jared Faris Quality is manageable Its tradeoffs need to be managed, and communicated
  265. 265. WRAP UP Connecting all the dots, answering remaining questions Avoiding Landmines Scott Drake – Jared Faris Many of your hardest decisions come from balancing against multiple of these dimensions
  266. 266. Thank You! Scott Drake – Jared Faris https://www.linkedin.com/in/scottdrake/ https://www.linkedin.com/in/jaredfaris/

×