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Technical Excellence: Why does it not stick even now?
The document discusses the importance of technical excellence in software development, emphasizing continuous improvement, effective test coverage, and the need for intrinsic motivation over traditional management practices. It highlights the challenges organizations face, such as legacy mindsets and ineffective processes, while proposing solutions including shared trust, skills development, and prioritizing quality. Ultimately, it advocates for nurturing technical excellence through collaborative practices and empowering teams.
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Technical Excellence: Why does it not stick even now?
- 1. Technical Excellence: Why doesit not stick even now? Antti Kirjavainen @anttiki
- 2. Test Coverage Policy:The Idea
- 4. Test Coverage Policy:The Idea >60% Unit Test Coverage Quality Regular reports
- 5. Test Coverage Policy:The Reality >60% Unit Test Coverage Lots of tests doing nothing but adding % of test coverage Regular reports
- 6.
- 7. Technical Excellence Continuous attentionto technical excellence and good design enhances agility.
- 8. Examples of TechnicalExcellence quality code, sound architecture, good test automation and coverage, continuous integration and continuous deployment.
- 10. Emphasis on Flowover Batches Photo by Daniele Zedda
- 11. Emphasis on Flowover Batches Photo by DanielePeople10 Infographic from Zedda
- 12. Technical Excellence building itright to maximize delivery potential
- 13. Why don’t wehave it, then?
- 14. Processes Alert And policies Alert! Your organization might besuffering from a Legacy mindset. Photo by Jeremiah Owyang
- 15. Test Coverage Policy:The Idea >60% Unit Test Coverage Quality Regular reports
- 16. Test Coverage Policy:The Reality >60% Unit Test Coverage Lots of tests doing nothing but adding % of test coverage Regular reports
- 17. Alert Contract clauses Alert! Your organization mightbe suffering from a Legacy mindset.
- 18. Contract with aWarranty Period We’ll fix all the defects for free during these periods! Development Acceptance Testing Support, warranty period 6 months
- 19. Contract with aWarranty Period Development Acceptance Testing Support, warra nty period 6 months
- 20.
- 21. Example from RealLife: The Plan Product Backlog Feature 1 15 months Feature 2 Feature 3 Feature 4 Feature 5 Feature 6
- 22. Example from RealLife: The Reality Product Backlog Architectural feature I 12 months to go Feature 1 Feature 2 Architectural feature II Feature 3 Feature 4 Feature 5 Feature 6
- 23. Example from RealLife: The Decision Product Backlog 6 months to go Architectural feature I Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Duct tape & chewing Feature 6 gum solutions
- 24. Example from RealLife: The Effects
- 25. Old approaches donot solve the problem Processes and policies Contract clauses Business value prioritization
- 26.
- 27. Traditional Management Paradigm: Extrinsicmotivation Desire to achieve goal G Reward result R Assume R leads to G Problems with non-linear effects From Management 3.0 by Jurgen Appelo
- 28. Non-linear effects inSW dev We are here From Management 3.0 by Jurgen Appelo
- 29. What is neededinstead?
- 30. New Management Paradigm: Intrinsicmotivation Desire to achieve goal G Where G is its own reward No non-linear effects From Management 3.0 by Jurgen Appelo
- 31. Nurturing Technical Excellence Photoby D Sharon Pruitt
- 32. Emphasis on Flowover Batches Understanding Photo by DanielePeople10 Infographic from Zedda
- 33.
- 34.
- 35. Discipline Antti Leinonen, SirkusMagenta, photo by Tuomas Stenbäck
- 36.
- 37. How can devssupport that?
- 38. Managers, Business andDevelopers Shared Trust enables Developers can bring Motivation Autonomy Skills Understanding +Understanding Discipline +Discipline Managers Developers Business
- 39. Motivation for Managers,Business? Shared Motivation ? Trust enables Developers can bring Autonomy Skills Understanding +Understanding Discipline +Discipline Managers Developers Business
- 40. Manager What’s in itfor me? Business
- 41. Example from RealLife: Legacy How-To Product Backlog 6 months to go Architectural feature I Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Duct tape & chewing Feature 6 gum solutions
- 42. Example from RealLife: The Effects
- 43.
- 44. How to buildtrust? Shared Trust enables Developers can bring Motivation Autonomy Skills Understanding +Understanding Discipline +Discipline Managers Business ? Developers
- 45. Who should defineindicators / metrics? Managers IT / architects Business Developers
- 46. Test Coverage Policy >60% UnitTest Coverage Lots of tests doing nothing but adding % of test coverage Regular reports
- 47. What would theExperts choose instead? Leading Indicators Developers Technical Quality Sound Architecture Lagging Indicators
- 48. Micromanagement by theteam Mike Cohn
- 49. What to doif there’s no trust?
- 50. Do not bean order-taker! Product Backlog 6 months to go Architectural feature I Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Duct tape & chewing Feature 6 gum solutions
- 51. How to growdevelopment organization? Shared Trust enables Developers can bring Motivation Autonomy Skills Understanding +Understanding Discipline +Discipline Managers Developers Business ?
- 52. Let excellence growin circles or guilds! Team A Team B Team C Team D
- 53. Let excellence growin circles or guilds! Team A Team B DevOps Circle Team C Team D
- 54. Houston Inc. FrontendCircle Outside world Outside frontend scene Houston Inc. Feedback Idea s Conferences + events Frontend Circle Visibility Training Board of directors Houston Personne l Customer s & sales
- 55.
- 56. Technical Excellence building itright to maximize delivery potential
- 57. Emphasis on Flowover Batches Photo by Daniele Zedda
- 58. Emphasis on Flowover Batches Photo by DanielePeople10 Infographic from Zedda
- 59. Old approaches donot solve the problem Processes and policies Contract clauses Business value prioritization
- 60. Traditional Management Paradigm: Extrinsicmotivation Desire to achieve goal G Reward result R Assume R leads to G Problems with non-linear effects From Management 3.0 by Jurgen Appelo
- 61. New Management Paradigm: Intrinsicmotivation Desire to achieve goal G Where G is its own reward No non-linear effects From Management 3.0 by Jurgen Appelo
- 62. Emphasis on Flowover Batches Understanding Photo by DanielePeople10 Infographic from Zedda
- 63.
- 64.
- 65. Discipline Antti Leinonen, SirkusMagenta, photo by Tuomas Stenbäck
- 66. Managers, Business andDevelopers Shared Trust enables Developers can bring Motivation Autonomy Skills Understanding +Understanding Discipline +Discipline Managers Developers Business
- 67. Manager What’s in itfor me? Business
- 68. What would theExperts choose instead? Leading Indicators Developers Technical Quality Sound Architecture Lagging Indicators
- 69. Let excellence growin circles or guilds! Team A Team B DevOps Circle Team C Team D
- 70. Nurture Technical Excellence Photoby D Sharon Pruitt
- 71. Maximize the Impact Photoby Spettacolopuro
- 72. Thank you foryour attention
- 73.