Fact 1. Consultancy is disfunctional: no truly lean business can accept the idea that consultancy isn’t waste.
Fact 2. Consultancy only scales in a linear way. We all want to be shamelessly rich.
Fact 3. Contracts, quotations and rituals are a waste: no start-up was built upon paper.
Fact 4. Venture capitals are to money what we can be to know how
Bringing these 4 facts together and experimenting on field during the whole 2011 I want to tell you about my new business model (canvas) and common pitfalls trying to support start-ups the lean way, keeping an eye on Taleb's Black Swan.
Every problem in software development will need a good interaction among people to bring about a solution. Where there is excellent software we will find a team able to communicate proficiently. Social intelligence, communities of expertise, user groups and open source projects are the real engine powering our growth as developers day by day.
Leverage your best: the others.
Every problem in software development will need a good interaction among people to bring about a solution. Where there is excellent software we will find a team able to communicate proficiently. Social intelligence, communities of expertise, user groups and open source projects are the real engine powering our growth as developers day by day.
Leverage your best: the others.
LiquidO - No management from the trenches - Agile Saturday - October 2014, Ta...Jacopo Romei
You might have heard of a new breed of organisational models, responding to the fast growing adaptability, engagement and collaboration needs within modern company structures.
Or you might have simply experienced the sound problems of slowness, rigidity, bureaucracy, disengagement along with various kinds of waste and bottlenecks that “traditional” organisational models generate and suffer nowadays.
This is what LiquidO™ is all about: the original “liquid organisation” model for governance, born from direct experience within Cocoon Projects and in use in a growing number of for profit and not-forprofit organisations willing to get liquid.
Download the whitepaper here:
http://liquido.cocoonprojects.com/
Capitalismo distribuito: tutto quello che sfuggì a zio Karl e che non deve sf...Jacopo Romei
Una piattaforma, un progetto, una community e un obiettivo comune: crowdfunding e open source hanno molto in comune. Tra una storia vera e qualche sguardo in prospettiva vedremo come gestire il nostro debito finanziario ed il nostro debito tecnico in modo distribuito ed integrato, ma anche come prevenire intoppi legati alla diversa natura di queste passività.
A software development team may face many problems, many problems each week, each day, hour by hour. Developers blame on managers. Managers blame on coders. Both blame on UX designers. UX designers blame on customers. Customers blame on account managers. Account managers on agile coaches. Agile coaches on DBAs. DBAs on human resources and all of them blame on final users.
OK, enough of that: best players are those who don’t wait for things to be perfect in order to succeed. Those who can cope with the absence of perfection are those who can truly make things better.
Every problem in software development will need a good interaction among people to bring about a solution. Where there is excellent software we will find a team able to communicate proficiently. Social intelligence, communities of expertise, user groups and open source projects are the real engine powering our growth as developers day by day.
Leverage your best: the others.
Every problem in software development will need a good interaction among people to bring about a solution. Where there is excellent software we will find a team able to communicate proficiently. Social intelligence, communities of expertise, user groups and open source projects are the real engine powering our growth as developers day by day.
Leverage your best: the others.
LiquidO - No management from the trenches - Agile Saturday - October 2014, Ta...Jacopo Romei
You might have heard of a new breed of organisational models, responding to the fast growing adaptability, engagement and collaboration needs within modern company structures.
Or you might have simply experienced the sound problems of slowness, rigidity, bureaucracy, disengagement along with various kinds of waste and bottlenecks that “traditional” organisational models generate and suffer nowadays.
This is what LiquidO™ is all about: the original “liquid organisation” model for governance, born from direct experience within Cocoon Projects and in use in a growing number of for profit and not-forprofit organisations willing to get liquid.
Download the whitepaper here:
http://liquido.cocoonprojects.com/
Capitalismo distribuito: tutto quello che sfuggì a zio Karl e che non deve sf...Jacopo Romei
Una piattaforma, un progetto, una community e un obiettivo comune: crowdfunding e open source hanno molto in comune. Tra una storia vera e qualche sguardo in prospettiva vedremo come gestire il nostro debito finanziario ed il nostro debito tecnico in modo distribuito ed integrato, ma anche come prevenire intoppi legati alla diversa natura di queste passività.
A software development team may face many problems, many problems each week, each day, hour by hour. Developers blame on managers. Managers blame on coders. Both blame on UX designers. UX designers blame on customers. Customers blame on account managers. Account managers on agile coaches. Agile coaches on DBAs. DBAs on human resources and all of them blame on final users.
OK, enough of that: best players are those who don’t wait for things to be perfect in order to succeed. Those who can cope with the absence of perfection are those who can truly make things better.
Negotiating contracts as user experiences - WIAD Rome 2016Jacopo Romei
Usually deals and contracts have a flaw: they are designed around deliverables and penalties rather than on the relationship between involved people or organisations.
This happens despite contracts should deliver an experience, like all other human artifacts which are not just an object or a service.
Collaboration around a common shared goal: this is the experience to look for.
You might have heard of a new breed of organisational models, responding to the fast growing adaptability, engagement and collaboration needs within modern company structures.
Or you might have simply experienced the sound problems of slowness, rigidity, bureaucracy, disengagement along with various kinds of waste and bottlenecks that “traditional” organisational models generate and suffer nowadays.
This is what LiquidO™ is all about: the original “liquid organisation” model for governance, born from direct experience within Cocoon Projects and in use in a growing number of for profit and not-forprofit organisations willing to get liquid.
During more than 100 years of classic management, hierarchy oriented organizations have shown their limits.
A new generation of enterprises is now moving its first steps towards a brand new way to organize and prosper.
Liquid, collaborative, flat, responsive, adaptive and anti-fragile: these are just buzzwords as long as alibis keep hanging around.
Based on our real experience, we present a workshop to involve audience while experimenting with new ways to set an organization up.
Il debito tecnico raramente viene riconosciuto in modo chiaro come quello finanziario. Eppure il suo impatto sul ritorno di investimento dei progetti IT è analogo.
One of my sessions at Better Software 2011, held in Florence, Italy.
I meant to stress the relevance of social skills in deplying technical skills, as a company or as an individual.
My keynote at phpDay 2011 in Verona, Italy.
I meant to stress the relevance of social skills in deplying technical skills, as a company or as an individual.
This session was the most rated, with an average rating of 5 on 5:
http://joind.in/talk/view/2998
I quattro punti cardinali per un orientamento lean nell'impr... insomma.Jacopo Romei
In un mercato già particolarmente competitivo, se l'acqua è poca, far galleggiare la papera diventa ancora più difficile. Reagire alla siccità economica significa asciugare le infrastrutture, ma soprattutto asciugare il modo di pensare.
Focus sui clienti, potenziale sistemico dell'azienda, flusso di valore e policy sprecone sono i 4 specchi delle nostre brame per stabilire chi sia il più lean del reame.
An introductory session about agile methodologies like SCRUM, Extreme Programming and Lean Software Development.
First part is about the ship metaphor, the second half is made of random slides to support following conversations.
Sue me sue you blues - Contratti e preventivi nei processi agili phpDay2009Jacopo Romei
Si diffondono le metodologie agili, ma il mercato rimane rigido sul fronte del diritto. Snellimento della burocrazia e soluzioni win-win permettono la stesura di contratti onesti e pratici a sostegno di processi di sviluppo efficacemente agili. Verranno presentati formule contrattuali possibili, scenari di conflitto e storie di successo per rendere chiaro lo spirito fortemente pragmatico di questo talk.
Negotiating contracts as user experiences - WIAD Rome 2016Jacopo Romei
Usually deals and contracts have a flaw: they are designed around deliverables and penalties rather than on the relationship between involved people or organisations.
This happens despite contracts should deliver an experience, like all other human artifacts which are not just an object or a service.
Collaboration around a common shared goal: this is the experience to look for.
You might have heard of a new breed of organisational models, responding to the fast growing adaptability, engagement and collaboration needs within modern company structures.
Or you might have simply experienced the sound problems of slowness, rigidity, bureaucracy, disengagement along with various kinds of waste and bottlenecks that “traditional” organisational models generate and suffer nowadays.
This is what LiquidO™ is all about: the original “liquid organisation” model for governance, born from direct experience within Cocoon Projects and in use in a growing number of for profit and not-forprofit organisations willing to get liquid.
During more than 100 years of classic management, hierarchy oriented organizations have shown their limits.
A new generation of enterprises is now moving its first steps towards a brand new way to organize and prosper.
Liquid, collaborative, flat, responsive, adaptive and anti-fragile: these are just buzzwords as long as alibis keep hanging around.
Based on our real experience, we present a workshop to involve audience while experimenting with new ways to set an organization up.
Il debito tecnico raramente viene riconosciuto in modo chiaro come quello finanziario. Eppure il suo impatto sul ritorno di investimento dei progetti IT è analogo.
One of my sessions at Better Software 2011, held in Florence, Italy.
I meant to stress the relevance of social skills in deplying technical skills, as a company or as an individual.
My keynote at phpDay 2011 in Verona, Italy.
I meant to stress the relevance of social skills in deplying technical skills, as a company or as an individual.
This session was the most rated, with an average rating of 5 on 5:
http://joind.in/talk/view/2998
I quattro punti cardinali per un orientamento lean nell'impr... insomma.Jacopo Romei
In un mercato già particolarmente competitivo, se l'acqua è poca, far galleggiare la papera diventa ancora più difficile. Reagire alla siccità economica significa asciugare le infrastrutture, ma soprattutto asciugare il modo di pensare.
Focus sui clienti, potenziale sistemico dell'azienda, flusso di valore e policy sprecone sono i 4 specchi delle nostre brame per stabilire chi sia il più lean del reame.
An introductory session about agile methodologies like SCRUM, Extreme Programming and Lean Software Development.
First part is about the ship metaphor, the second half is made of random slides to support following conversations.
Sue me sue you blues - Contratti e preventivi nei processi agili phpDay2009Jacopo Romei
Si diffondono le metodologie agili, ma il mercato rimane rigido sul fronte del diritto. Snellimento della burocrazia e soluzioni win-win permettono la stesura di contratti onesti e pratici a sostegno di processi di sviluppo efficacemente agili. Verranno presentati formule contrattuali possibili, scenari di conflitto e storie di successo per rendere chiaro lo spirito fortemente pragmatico di questo talk.
5. A prezzo fisso
Tempo & materiali
Non lean Contratti
Consulenza
Scala linearmente
...nel migliore dei casi
Mediocristan Incertezza ignorata
Non adatta a start-up
Technical co-founder
6. Aspetti sociali critici
Fallimenti improvvisi VC
Grandi big Mercato IT
Coda lunga
“A regime”
Mercato finanziario
Mediocristan Extremistan
Il cigno nero
Il cigno giusto
Non sempre negativo
No alla predittività
Diffidare da chi vende certezza in Extremistan
Non dobbiamo educare nessuno
“There are some people who, if they don't already know, you can't tell them”
Esporsi all'opportunità
8. Iterazione brevissima
Tariffa flat
Meccanica
starto
Soddisfatti o rimborsati
Equity o revenue share
VC del know-how
9. Più performante nel Mediocristan
Visto per l'Extremistan
Bassissima barriera di ingresso
Sgama-furbastri
Niente... contratto! Per molti ma non per tutti
Epifenomeni
starto
ROI alto
Manovrabilità
Divertente
Team di alta qualità
Disinnesca il dilemma del prigioniero
Fail fast! Filtro dei clienti a monte
No visual design Niente specifiche Negoziazione fluida
Per il cliente ROI
Qualità minima alta
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