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Why it's better to be T shaped...

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It's all about people. How we treat them now and how they help us deliver great services. It's about how we've treat people in the past, the assumptions we made along the way and how they've resulted in some really challenging workplace situations. It's got a few ideas on how together we can create a better workplace with greater resilience and sustainability - and how this all links back to agile.

Originally delivered at AgileSheffield 29-Jun-16

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Why it's better to be T shaped...

  1. 1. Why it’s better to be T shaped
  2. 2. anyone read this?
  3. 3. ‘dammit Brent’
  4. 4. not that one [David Brent Photo]
  5. 5. Who’s Brent? • He’s that someone… • Everything Goes through him • He’s not a manager • He’s a do-er. • And when he’s not there things JUST STOP
  6. 6. uber specialist
  7. 7. public private
  8. 8. who’s yours?
  9. 9. Functional Specialisation • Machines! • Big and specialised • Run ‘em hot - maximum efficiency
  10. 10. Tough to Changeover Large Batches
  11. 11. value this way
  12. 12. Freddy Taylor
  13. 13. Let’s do it to people! • Economies of scale • It’s good for standards! • Makes management easier
  14. 14. If THIS then THAT… • Treat people like machines to increase efficiency • Apply external factors to people • Do more with less!
  15. 15. extrinsic factors
  16. 16. We’ve come a long long way together • 20th Century Organisations are based on this • …and it’s still being used! Org Database Testing / Quality Dev
  17. 17. value this way
  18. 18. Run ‘em hot • Not sustainable • They get sick • They're off work
  19. 19. The world has changed • Creativity is the business • Knowledge is the business • Respond quickly to change
  20. 20. variation innovation
  21. 21. continuous value delivery
  22. 22. I
  23. 23. Definition • Brilliant at their job • High performance tool • Very focussed • High Risk
  24. 24. public private
  25. 25. agile ‘other’
  26. 26. the train stops
  27. 27. If you’ve got a lot of I’s • Getting people takes time - lag • They need to build domain knowledge – lag • Opportunity missed • Functional Excellence isn't everything
  28. 28. T
  29. 29. T
  30. 30. We need some T • Specialised, deep knowledge • But broader skills • More portable…
  31. 31. It might not be the same performance • But you’re still shipping! • Incredibly flexible
  32. 32. It’s good for Brent • More variety – options available • Avoids entropy and monoculture • Releases extrinsic pressure
  33. 33. This isn't new… • Master Craftsman • Polymath • Kaizen Organisations
  34. 34. How do we get there? • It takes time • Stop treating people like machines! • Let them get involved in lots of things. Have a dabble!
  35. 35. culture
  36. 36. short term long term
  37. 37. XP Practices • Paired Programming • Sustainable Pace • Whole Team • Constant State of Learning
  38. 38. product owner junior dev
  39. 39. 10,000
  40. 40. zero
  41. 41. challenges
  42. 42. jack of all master of none
  43. 43. neuro diversity
  44. 44. Is Functional Excellence all bad? • No, it’s good • But not at the expense of the team
  45. 45. Source:"Agile at Spotify" talk at Agile2013 by +Anders Ivarsson & +Joakim Sundén
  46. 46. back to Brent [David Brent Photo]
  47. 47. machines
  48. 48. large batches
  49. 49. people
  50. 50. one
  51. 51. I
  52. 52. T
  53. 53. 2008
  54. 54. one
  55. 55. machines
  56. 56. end

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