Tessa Mero gave a presentation on leading an open-source project. She discussed communicating effectively with the community, mentoring contributors to become future leaders, handling conflicts respectfully, and preventing burnout. Some of her key points included documenting processes transparently, assuming good faith in others until proven otherwise, and implementing major changes in small steps to avoid outrage. Her overall message was that positive leadership, clear communication, and respect for all people are important for a healthy open-source community.
This document discusses shifting leadership from a "cop" model of telling people what to do to a "coach" model of facilitating change. It advocates using motivational interviewing techniques to have collaborative conversations that elicit people's own reasons for change instead of imposing solutions. Key aspects of this approach include listening without judgment, reflecting on ambivalence, and guiding discussions to increase "change talk" and commitment rather than resistance. The goal is to help people resolve ambivalence and take ownership of changes by finding their own motivations, rather than just compliance with external directives.
Peopleware is a popular book about project management. in order to summarize i divided this book in 6 parts. This slide deck describes all chapters briefly.
Amphora & Clean is a software company that focuses on record keeping software. They have implemented Clean Questioning, neuroprofiling, and life coaching practices to improve their sales, technical work, organizational culture, and relationships. Clean Questioning was initially used to develop their product concept and now helps their soft sales approach. Neuroprofiling provides insights into individual cognitive styles and how to communicate effectively. Regular life coaching for all employees helps resolve issues. These practices have led to increased productivity, innovation, and harmony within the company.
Distributed Team Management: Pitfall, Challenges and AdvantagesEugenio Minardi
The document summarizes a presentation on managing distributed teams. It discusses the challenges of managing distributed teams such as building the right team with people who have certain skills and personality traits suited for remote work. It also discusses the importance of communication, defining processes and responsibilities clearly, and creating opportunities for team bonding. Some pitfalls of distributed teams mentioned include potential isolation of remote workers and lack of visibility into the big picture. The document also outlines advantages of distributed teams such as access to more talent and improved work-life balance for employees.
This document summarizes an invitation to join a one-year entrepreneurship accelerator program called Generation 2 in London. The program aims to significantly scale businesses and develop entrepreneurs through intensive learning, mentorship, coworking space, and community support. Selected entrepreneurs will receive business methodology training, confidence building, assistance scaling their business, and access to a network of experts and mentors over the course of the year-long program. The selection criteria prioritizes meaningful business ideas that are service-based, scalable, and aligned with the program's values of being open, brave, and focused on creating ownership.
Why changing your meetings bridges the gap to a fast, agile culture.Carrie Bedingfield
LoMo is a way to work/talk together in a group that is fast, high trust, data-driven, self-organising and very clear and honest.
It's inspired by Agile, Holocracy, Open Space Technology, Frederic Laloux's Teal organisations, Onefish Twofish' Clean Communications and Eric Ries' Lean Start Up.
Change your meetings.
Change your culture.
Michael Edson: Ten Patterns for Organizational ChangeMichael Edson
The document summarizes Michael Edson's presentation on ten patterns for organizational change. The presentation draws from Edson's experience over 15 years working to facilitate organizational change. Some of the key patterns discussed include the idea that the internet changes everything, the importance of having a sense of urgency around change initiatives, dealing with disruptive innovations, the role of strategy in prioritizing opportunities, issues that can arise between management and practitioners, and the concept of process maturity for evolving an organization's capabilities over time. The presentation provides frameworks and examples to help organizations navigate organizational change in the current digital environment.
This document discusses shifting leadership from a "cop" model of telling people what to do to a "coach" model of facilitating change. It advocates using motivational interviewing techniques to have collaborative conversations that elicit people's own reasons for change instead of imposing solutions. Key aspects of this approach include listening without judgment, reflecting on ambivalence, and guiding discussions to increase "change talk" and commitment rather than resistance. The goal is to help people resolve ambivalence and take ownership of changes by finding their own motivations, rather than just compliance with external directives.
Peopleware is a popular book about project management. in order to summarize i divided this book in 6 parts. This slide deck describes all chapters briefly.
Amphora & Clean is a software company that focuses on record keeping software. They have implemented Clean Questioning, neuroprofiling, and life coaching practices to improve their sales, technical work, organizational culture, and relationships. Clean Questioning was initially used to develop their product concept and now helps their soft sales approach. Neuroprofiling provides insights into individual cognitive styles and how to communicate effectively. Regular life coaching for all employees helps resolve issues. These practices have led to increased productivity, innovation, and harmony within the company.
Distributed Team Management: Pitfall, Challenges and AdvantagesEugenio Minardi
The document summarizes a presentation on managing distributed teams. It discusses the challenges of managing distributed teams such as building the right team with people who have certain skills and personality traits suited for remote work. It also discusses the importance of communication, defining processes and responsibilities clearly, and creating opportunities for team bonding. Some pitfalls of distributed teams mentioned include potential isolation of remote workers and lack of visibility into the big picture. The document also outlines advantages of distributed teams such as access to more talent and improved work-life balance for employees.
This document summarizes an invitation to join a one-year entrepreneurship accelerator program called Generation 2 in London. The program aims to significantly scale businesses and develop entrepreneurs through intensive learning, mentorship, coworking space, and community support. Selected entrepreneurs will receive business methodology training, confidence building, assistance scaling their business, and access to a network of experts and mentors over the course of the year-long program. The selection criteria prioritizes meaningful business ideas that are service-based, scalable, and aligned with the program's values of being open, brave, and focused on creating ownership.
Why changing your meetings bridges the gap to a fast, agile culture.Carrie Bedingfield
LoMo is a way to work/talk together in a group that is fast, high trust, data-driven, self-organising and very clear and honest.
It's inspired by Agile, Holocracy, Open Space Technology, Frederic Laloux's Teal organisations, Onefish Twofish' Clean Communications and Eric Ries' Lean Start Up.
Change your meetings.
Change your culture.
Michael Edson: Ten Patterns for Organizational ChangeMichael Edson
The document summarizes Michael Edson's presentation on ten patterns for organizational change. The presentation draws from Edson's experience over 15 years working to facilitate organizational change. Some of the key patterns discussed include the idea that the internet changes everything, the importance of having a sense of urgency around change initiatives, dealing with disruptive innovations, the role of strategy in prioritizing opportunities, issues that can arise between management and practitioners, and the concept of process maturity for evolving an organization's capabilities over time. The presentation provides frameworks and examples to help organizations navigate organizational change in the current digital environment.
Managing Using Intuition and Rules of Thumb 050113MWMantle
This document discusses managing using intuition and rules of thumb. It provides examples of how managers can use intuition, as discussed by Malcolm Gladwell, to make instant conclusions. It also gives numerous "rules of thumb" used by successful managers over time to guide decisions when facts are lacking. These rules of thumb cover topics like communication, hiring, team performance, and managing people. The document advocates that good managers rely on both intuition developed from experience as well as borrowing wisdom from rules of thumb to help make decisions.
A few background slides on Liberating Structures (http://www.liberatingstructures.com) shared at the Melbourne Knowledge Management Leadership Forum on November 10, 2015
12 Take Aways - Managing the UnmanageableRon Lichty
Twelve Take Aways: Managing the Unmanageable. We'll look at 12 best practices that make programming managers great but take most managers years to discover. Expect an interactive session.
About 95 percent of programming managers had no management training before being tapped to manage. Ron Lichty and his co-author Mickey W. Mantle, both former programmers, didn't either.
About half of managers never get any training in managing. Ron and Mickey were lucky enough to work for companies like Apple and Pixar that provided some general management training. But little to none of it was specific to managing programmers, or to managing programming teams.
The struggle to manage programmers and programming teams motivated years of weekend breakfasts for Ron and Mickey, during which they traded insights - on the challenges they faced - and solutions they had used and seen - the kinds of stuff they’d wished they'd had when they started managing.
Sharing insights and best practices with each other for a decade led them to realize they wanted to share what they had learned. And that led to spending eight years of free time writing their Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. To their own hard-won experience, they added the best of the treasure troves they'd each collected of rules of thumb and nuggets of wisdom from their peers and programming manager thought leaders around the world.
Reviewers have repeatedly compared Managing the Unmanageable to The Mythical Man-Month and Peopleware, the classics on software development challenges.
About Ron:
Ron Lichty has been managing and, more recently, consulting in managing software development and product organizations for over 25 years at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A | Razorfish, Forensic Logic, Stanford, Check Point, MediaBrands, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams.
The primary focus of his consulting practice, these last 5 years, has mirrored what he did as a manager: untangling the knots in software development. His career grew to VP Eng, VP Product and CTO roles.
As Ron Lichty Consulting, he takes on fractional Interim VPE roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations and coaches teams to make their software development “hum.” http://www.ronlichty
Do you want to be a manager (are you sure)Ron Lichty
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.”
The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge.
We tend to be free spirits, playful, curious, and (very) independent.
How can you ease the transition into management? What’s management really about? What will you give up?
Bio:
Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware.
During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple.
Ron co-chairs the Silicon Valley Engineering Leadership Community.
12 Take Aways - Managing the UnmanageableRon Lichty
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).
The energy of content: harnessing its power using strategy Kate Thomas
The document discusses content strategy and how content can be thought of as a type of energy. It describes how content was simpler prior to widespread mobile use but is now more complex and energetic. Content strategists help harness this energy through planning, developing systems and frameworks, and ensuring appropriate resources and technologies are in place. They provide strategic guidance to inform all subsequent work involving content.
The Politics of Designing a Large University Websitetamuwww
This document discusses the politics involved in designing large university websites. It explains that politics is a framework of competition between parties for their own advantage or goals. Politics matters because even if we try to avoid it, others will play politics around us. The document advises that those in IT should understand politics is happening even if they are not aware, and that decisions are often made from non-technical perspectives. It provides tips for coping with politics, such as understanding one's limited control, identifying sensitive issues early, and picking battles wisely while still advocating for appropriate solutions. Politics exists both at higher levels and within local project teams where individual agendas can influence outcomes. The ultimate goal is to balance all perspectives and serve the intended audience
Encourage Scrum and Scream, to Engineer is People centric, Source of Agility is a Nash Equilibrium State, Finding Nash Equilibrium of a Team is Hard Problem, it needs Continuous thinking and improvements
Talking to people: the forgotten DevOps toolPeter Varhol
This document discusses how conversation has declined as a tool in DevOps due to increased digital communication and a desire for control. It argues that face-to-face conversation is important for DevOps work because it allows for spontaneity, unexpected ideas, trust-building and practice in communication. The document provides suggestions for incorporating more conversation, such as designing shared work spaces, limiting digital distraction during meetings, bringing dispersed teams together occasionally, and using chatbots to facilitate both communication and tasks.
7 Secrets to Union & Management Success with Teams, MLMA 2014Deb Nystrom
Presented at the Partnerships in Progress Michigan Labor and Management Association Conference, 2014, East Lansing, Michigan http://mlma.org/
7 Secrets to Union-Management Success with Teams
Once what I want differs from what you want, we are in conflict. Conflict will naturally increase when shifting from a supervisor-to-employee model to a team model. This presentation describes a whole system, top to bottom and side to side process to implement teams in a union environment. The "from me to we" shift is continuous process that requires a different type of renewal annually. With commitment to this approach, everyone from top management and union officials down to frontline supervisors and employees can mutually benefit.
Deb Nystrom, REVELN Consulting and Ron Koller, Fenwick Koller Associates
A Tour through Open Space by the Center for Collaborative Awarenessmaureenkmccarthy
Open Space is one way to enable all kinds of people, in any kind of organization, to create inspired meetings and events. It then goes on to create inspired organizations where ordinary people work together to create extraordinary results with regularity.
In Open Space meetings, participants create and manage their own agenda around a central theme of strategic importance, such as: What is the strategy that all stakeholders in the organization can support and work together to create? OR How can we re-ignite passion in our company and look forward to building a future that engages all?
Culture and Methods: How things don’t quite work at Spotify and how we’re tr...Jason Yip
The document discusses problems at Spotify and how they are trying to solve them. It notes that some Squads at Spotify do not have informative workspaces that provide information about projects at a glance. It also mentions that not all Squads are good at managing delivery and some are unfamiliar with agile basics due to rapid growth. Additionally, there is sometimes a lack of distinction between autonomy and lack of oversight at Squads, and more focus on individual rather than team performance and improvement. The presentation aims to help people think about these issues and improve problem-solving through autonomy and perseverance.
State of Lean Management, AME Conference keynote by LEI CEO John ShookChet Marchwinski
Shook offered whats he has learned about cultural change, the rise and fall and resurrection of various production facilities – and about what’s working soundly at GE’s appliance manufacturing facility in Kentucky.
Becoming an Agile Manager (bay scrum, 10.24.13)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Agile at Scale: Lessons From the Mongolian Horde and OthersAtlassian
As agile methodologies go mainstream, enterprises want to know how they can make agile work at scale. Unfortunately, becoming an agile organization is not as simple as following a canned methodology. Join Matthew Lawrence, Atlassian Group Product Manager for Agile at Scale Solutions, to learn how the concept of agile organizations goes back thousands of years, why agile is a cultural phenomenon and, how you can be as agile as a Mongolian horde to help drive cultural change.
Slides for a virtual presentation I did on November 15th for the Benetec learning event. The audio for the last 10 minutes is here: https://www.youtube.com/watch?v=2eQJkYlmp_g (webinar software failure!)
Spotify scales agile by using Tribes, Squads, Chapters and Guilds. Squads of 7-10 people work on specific missions like building the Android app. Tribes are collections of related Squads that share an office. Chapters group people by skill within a Tribe. Guilds allow sharing across the company in areas like testing. This matrix structure balances autonomy and shared learning to help Spotify rapidly develop its music streaming product while growing to over 250 employees.
Open Space Technology is one way to enable all kinds of people, in any kind of organization, to create inspired meetings and events. Over the last 15 years, it has also become clear that opening space, as an intentional leadership practice, can create inspired organizations, where ordinary people work together to create extraordinary results with regularity.
Open Space is one way to enable all kinds of people, in any kind of organization, to create inspired meetings and events. It then goes on to create inspired organizations where ordinary people work together to create extraordinary results with regularity.
In Open Space meetings, participants create and manage their own agenda around a central theme of strategic importance, such as: What is the strategy that all stakeholders in the organization can support and work together to create? OR How can we re-ignite passion in our company and look forward to building a future that engages all?
This document discusses challenges faced by women in coding careers. It profiles the author as a web developer, instructor, and open source contributor who is sharing her experiences to educate others. Statistics are presented showing low percentages of women in technical roles at major tech companies. Common microaggressions experienced by the author are described, such as assumptions that she is in customer service rather than engineering. The document advocates for supporting women in tech through mentoring, female-focused groups, and encouraging both women and men to treat each other as equals.
- This document discusses how to build chatbots with JavaScript using the Cisco Spark API. It covers what chatbots are and their benefits. It then provides steps to get started, including creating a Cisco Spark account, building a bot using Cloud9, adding webhooks to handle events, and testing the bot. Code samples and additional resources are also referenced.
Managing Using Intuition and Rules of Thumb 050113MWMantle
This document discusses managing using intuition and rules of thumb. It provides examples of how managers can use intuition, as discussed by Malcolm Gladwell, to make instant conclusions. It also gives numerous "rules of thumb" used by successful managers over time to guide decisions when facts are lacking. These rules of thumb cover topics like communication, hiring, team performance, and managing people. The document advocates that good managers rely on both intuition developed from experience as well as borrowing wisdom from rules of thumb to help make decisions.
A few background slides on Liberating Structures (http://www.liberatingstructures.com) shared at the Melbourne Knowledge Management Leadership Forum on November 10, 2015
12 Take Aways - Managing the UnmanageableRon Lichty
Twelve Take Aways: Managing the Unmanageable. We'll look at 12 best practices that make programming managers great but take most managers years to discover. Expect an interactive session.
About 95 percent of programming managers had no management training before being tapped to manage. Ron Lichty and his co-author Mickey W. Mantle, both former programmers, didn't either.
About half of managers never get any training in managing. Ron and Mickey were lucky enough to work for companies like Apple and Pixar that provided some general management training. But little to none of it was specific to managing programmers, or to managing programming teams.
The struggle to manage programmers and programming teams motivated years of weekend breakfasts for Ron and Mickey, during which they traded insights - on the challenges they faced - and solutions they had used and seen - the kinds of stuff they’d wished they'd had when they started managing.
Sharing insights and best practices with each other for a decade led them to realize they wanted to share what they had learned. And that led to spending eight years of free time writing their Addison Wesley book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, http://www.ManagingTheUnmanageable.net. To their own hard-won experience, they added the best of the treasure troves they'd each collected of rules of thumb and nuggets of wisdom from their peers and programming manager thought leaders around the world.
Reviewers have repeatedly compared Managing the Unmanageable to The Mythical Man-Month and Peopleware, the classics on software development challenges.
About Ron:
Ron Lichty has been managing and, more recently, consulting in managing software development and product organizations for over 25 years at companies like Apple Computer, Fujitsu, Charles Schwab, Avenue A | Razorfish, Forensic Logic, Stanford, Check Point, MediaBrands, and dozens of startups of all sizes. Before that, as a programmer, he coded compiler code generators, was awarded patents for compression and security algorithms he designed and coded for embedded microcontroller devices, wrote two widely used programming texts, and developed the computer animation demo that Apple used to launch and sell a next-generation line of PCs. He has mostly managed development teams and organizations, but also product managers, project managers, testers, designers, … pretty much everyone on product teams.
The primary focus of his consulting practice, these last 5 years, has mirrored what he did as a manager: untangling the knots in software development. His career grew to VP Eng, VP Product and CTO roles.
As Ron Lichty Consulting, he takes on fractional Interim VPE roles, trains teams in scrum, transitions teams to agile, trains managers in managing software people and teams, and advises organizations and coaches teams to make their software development “hum.” http://www.ronlichty
Do you want to be a manager (are you sure)Ron Lichty
Managing programmers is hard! Becoming a successful manager requires a drastic change of focus. There are expectations to consider before making a leap to the “dark side.”
The transition from programmer to manager is made particularly challenging by the dramatic difference between what made us successful as programmers and what it takes to successfully manage others. In addition, programmers are an interesting management challenge.
We tend to be free spirits, playful, curious, and (very) independent.
How can you ease the transition into management? What’s management really about? What will you give up?
Bio:
Ron Lichty wants to make software development better worldwide by advancing the practice of software development management. He has been alternating between consulting with and managing software development and product organizations for 25 years, almost all of those spent untangling the knots in software development and transforming chaos to clarity, the last 20 of those in the era of Agile. Originally a programmer, he earned several patents and wrote two popular programming books before being hired into his first management role by Apple Computer, which nurtured his managerial growth in both development and product management roles.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges. He has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, coached teams already using agile to make their software development "hum", and trained managers in managing software people and teams. In his continued search for effective best practices, Ron co-authors the Study of Product Team Performance (http://www.ronlichty.com/study.html).
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net. Published by Addison Wesley as both book and video training, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware.
During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches. He has led products and development across a wide range of domains for companies of all sizes, from startups to the Fortune 500, including Fujitsu, Razorfish, Stanford, and Apple.
Ron co-chairs the Silicon Valley Engineering Leadership Community.
12 Take Aways - Managing the UnmanageableRon Lichty
His 450-page book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams (http://www.ManagingTheUnmanageable.net), published by Addison Wesley, has been compared by many readers to programming classics The Mythical Man-Month and Peopleware. It was recently released as video training - LiveLessons: Managing Software People and Teams - both from Pearson and on O’Reilly’s Safari Network (http://www.ManagingTheUnmanageable.net/video.html). He also co-authors the biannual Study of Product Team Performance (http://www.ronlichty.com/study.html).
The energy of content: harnessing its power using strategy Kate Thomas
The document discusses content strategy and how content can be thought of as a type of energy. It describes how content was simpler prior to widespread mobile use but is now more complex and energetic. Content strategists help harness this energy through planning, developing systems and frameworks, and ensuring appropriate resources and technologies are in place. They provide strategic guidance to inform all subsequent work involving content.
The Politics of Designing a Large University Websitetamuwww
This document discusses the politics involved in designing large university websites. It explains that politics is a framework of competition between parties for their own advantage or goals. Politics matters because even if we try to avoid it, others will play politics around us. The document advises that those in IT should understand politics is happening even if they are not aware, and that decisions are often made from non-technical perspectives. It provides tips for coping with politics, such as understanding one's limited control, identifying sensitive issues early, and picking battles wisely while still advocating for appropriate solutions. Politics exists both at higher levels and within local project teams where individual agendas can influence outcomes. The ultimate goal is to balance all perspectives and serve the intended audience
Encourage Scrum and Scream, to Engineer is People centric, Source of Agility is a Nash Equilibrium State, Finding Nash Equilibrium of a Team is Hard Problem, it needs Continuous thinking and improvements
Talking to people: the forgotten DevOps toolPeter Varhol
This document discusses how conversation has declined as a tool in DevOps due to increased digital communication and a desire for control. It argues that face-to-face conversation is important for DevOps work because it allows for spontaneity, unexpected ideas, trust-building and practice in communication. The document provides suggestions for incorporating more conversation, such as designing shared work spaces, limiting digital distraction during meetings, bringing dispersed teams together occasionally, and using chatbots to facilitate both communication and tasks.
7 Secrets to Union & Management Success with Teams, MLMA 2014Deb Nystrom
Presented at the Partnerships in Progress Michigan Labor and Management Association Conference, 2014, East Lansing, Michigan http://mlma.org/
7 Secrets to Union-Management Success with Teams
Once what I want differs from what you want, we are in conflict. Conflict will naturally increase when shifting from a supervisor-to-employee model to a team model. This presentation describes a whole system, top to bottom and side to side process to implement teams in a union environment. The "from me to we" shift is continuous process that requires a different type of renewal annually. With commitment to this approach, everyone from top management and union officials down to frontline supervisors and employees can mutually benefit.
Deb Nystrom, REVELN Consulting and Ron Koller, Fenwick Koller Associates
A Tour through Open Space by the Center for Collaborative Awarenessmaureenkmccarthy
Open Space is one way to enable all kinds of people, in any kind of organization, to create inspired meetings and events. It then goes on to create inspired organizations where ordinary people work together to create extraordinary results with regularity.
In Open Space meetings, participants create and manage their own agenda around a central theme of strategic importance, such as: What is the strategy that all stakeholders in the organization can support and work together to create? OR How can we re-ignite passion in our company and look forward to building a future that engages all?
Culture and Methods: How things don’t quite work at Spotify and how we’re tr...Jason Yip
The document discusses problems at Spotify and how they are trying to solve them. It notes that some Squads at Spotify do not have informative workspaces that provide information about projects at a glance. It also mentions that not all Squads are good at managing delivery and some are unfamiliar with agile basics due to rapid growth. Additionally, there is sometimes a lack of distinction between autonomy and lack of oversight at Squads, and more focus on individual rather than team performance and improvement. The presentation aims to help people think about these issues and improve problem-solving through autonomy and perseverance.
State of Lean Management, AME Conference keynote by LEI CEO John ShookChet Marchwinski
Shook offered whats he has learned about cultural change, the rise and fall and resurrection of various production facilities – and about what’s working soundly at GE’s appliance manufacturing facility in Kentucky.
Becoming an Agile Manager (bay scrum, 10.24.13)Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Agile at Scale: Lessons From the Mongolian Horde and OthersAtlassian
As agile methodologies go mainstream, enterprises want to know how they can make agile work at scale. Unfortunately, becoming an agile organization is not as simple as following a canned methodology. Join Matthew Lawrence, Atlassian Group Product Manager for Agile at Scale Solutions, to learn how the concept of agile organizations goes back thousands of years, why agile is a cultural phenomenon and, how you can be as agile as a Mongolian horde to help drive cultural change.
Slides for a virtual presentation I did on November 15th for the Benetec learning event. The audio for the last 10 minutes is here: https://www.youtube.com/watch?v=2eQJkYlmp_g (webinar software failure!)
Spotify scales agile by using Tribes, Squads, Chapters and Guilds. Squads of 7-10 people work on specific missions like building the Android app. Tribes are collections of related Squads that share an office. Chapters group people by skill within a Tribe. Guilds allow sharing across the company in areas like testing. This matrix structure balances autonomy and shared learning to help Spotify rapidly develop its music streaming product while growing to over 250 employees.
Open Space Technology is one way to enable all kinds of people, in any kind of organization, to create inspired meetings and events. Over the last 15 years, it has also become clear that opening space, as an intentional leadership practice, can create inspired organizations, where ordinary people work together to create extraordinary results with regularity.
Open Space is one way to enable all kinds of people, in any kind of organization, to create inspired meetings and events. It then goes on to create inspired organizations where ordinary people work together to create extraordinary results with regularity.
In Open Space meetings, participants create and manage their own agenda around a central theme of strategic importance, such as: What is the strategy that all stakeholders in the organization can support and work together to create? OR How can we re-ignite passion in our company and look forward to building a future that engages all?
This document discusses challenges faced by women in coding careers. It profiles the author as a web developer, instructor, and open source contributor who is sharing her experiences to educate others. Statistics are presented showing low percentages of women in technical roles at major tech companies. Common microaggressions experienced by the author are described, such as assumptions that she is in customer service rather than engineering. The document advocates for supporting women in tech through mentoring, female-focused groups, and encouraging both women and men to treat each other as equals.
- This document discusses how to build chatbots with JavaScript using the Cisco Spark API. It covers what chatbots are and their benefits. It then provides steps to get started, including creating a Cisco Spark account, building a bot using Cloud9, adding webhooks to handle events, and testing the bot. Code samples and additional resources are also referenced.
Leading an open source project oscon2016Tessa Mero
The document provides guidance for leading an open source project. It discusses effective communication, dealing with conflict, transparency, hiring and firing volunteers, preventing burnout, and implementing process changes. The key aspects of leadership according to the document are effective communication, transparency, respecting others, welcoming newcomers, training successors, and showing appreciation.
Joomla! Templates for Beginners ist eine Session die euch einen Einblick in die Template Programmierung geben soll. Niels Nübel zeigt welche Basis Dateien benötigt werden, um ein Template in Joomla! zu installieren. Darüber hinaus zeigt er wie man später sein Template mit Parameter erweitert, Module einbindet, sowie ein HTML Framework (Bootstrap 3/4, uikit, Foundation) integriert und für diese Overrides erstellt.
This document provides a guide to getting an extension approved to the Joomla extensions directory. It discusses important things to consider for the extension name and title, running the JEDChecker tool to check for errors, other basics like having both a free and paid version, properly forking another extension by changing 30% of the code and mentioning the original developer, details about the JED review team and their roles, and how to get involved with the JED 3.0 project by accessing their public repositories and issue trackers.
Get Joomla custom component development with leading web development company - Deligence Technologies. Hire Dedicated Joomla Developer to get your job done.
The document discusses secrets to website optimization. It outlines factors that impact website performance such as the number of HTTP requests, files sizes, and number of images. It then discusses tools that can be used to analyze site performance, including built-in Joomla tools like enabling caching, uninstalling unused extensions, and removing statistics. Third party tools like JCH Optimize and image compression plugins are also recommended. Browser tools from Google like PageSpeed Insights and PageSpeed Optimization are outlined as well. The document encourages optimizing websites using these various techniques and tools.
I spoke about why contributing is fun and how to get involved in the Joomla! project.
This was less writing and more images since it was designed to be a keynote presentation.
Developing Custom Applications with Joomla! and FabrikTessa Mero
The document provides an overview of a presentation about building custom applications using Joomla! and Fabrik. The presentation covers why to use Joomla!, what Fabrik is and how it can be used to build custom applications, steps for systems development like planning and creating data models, and an example of building a rudimentary movie rental application in Fabrik including creating forms, lists, elements and groups. It also discusses further extending applications through features like filters, joins, access levels, template overrides and custom coding.
The document discusses securing Joomla websites. It recommends:
1. Using the latest version of Joomla and keeping software updated.
2. Implementing strong security measures like changing default passwords, enabling two-factor authentication, and using security extensions.
3. Preparing for potential security breaches by performing regular backups and monitoring the site for suspicious activity.
The document provides steps for learning PHP, beginning with setting up a local development server and creating a test PHP file. It then discusses starting to write PHP code by displaying text, comments, variables, and conditional and looping statements. The document recommends extending PHP knowledge through object-oriented programming, frameworks like Laravel, and PHP functions. It provides resources like books, tutorials, and documentation to continue learning PHP.
The Joomla! Marketing Working Group presents their goals, team members, and 2016 roadmap. Their goals are to support the Joomla! community worldwide, increase adoption, attract and delight users, and renew the community. The diverse team has skills in UX, writing, design, development, and social media. The 2016 roadmap includes finishing the brand manual, launching a booth rental program and shop, creating a mascot, improving communications, and expanding outreach. The team welcomes new contributors and ideas to help spread the word about Joomla! globally.
Contributing - Behind the Scenes of the Joomla! ProjectTessa Mero
The document provides an overview of contributing to the Joomla open source project. It discusses how the author got involved with Joomla, an overview of the Joomla community and organization structure, why the community exists, who can volunteer, benefits of contributing to open source, and how to get involved. The author shares their story of using Joomla for a job and working their way up to leadership in the project.
The document describes how Tessa Mero started teaching a Joomla! class after taking web development courses herself and becoming a mentor and instructor. She details how the class involves students building practice websites and real websites for non-profits using Joomla!. The summary highlights student successes with many finding freelance jobs or starting their own businesses using the skills learned in the Joomla! class.
- This document provides instructions for building a basic chat bot using the Cisco Spark API and deploying it on Cloud9. It discusses what chat bots are and their benefits. It then walks through setting up a Cisco Spark account, creating a bot profile, deploying the bot code to Cloud9, adding webhook events to trigger the bot, and testing the bot responses.
DevNet 1056 WIT Spark API and Chat Bot WorkshopTessa Mero
This document provides an agenda for a workshop on introducing REST APIs and creating Spark bots. The agenda covers REST API basics, an overview of the Cisco Spark API, and how to build a bot for Cisco Spark. It includes demonstrations of listing rooms using the Spark API and creating a room. The second half of the workshop discusses what chat bots are, their benefits, and the difference between integrations and bots. It provides steps for getting started with a collaboration API and creating a Spark bot, including using Cloud9 for development and creating webhook events to test the bot.
The document discusses how to lead an open source project. It begins by introducing the speaker and what Joomla is. It then discusses what makes a good leader, including effective communication, following through on commitments, dealing with conflict respectfully, and representing the community positively. The document also covers management topics like transparency, hiring/firing processes, preventing burnout, and handling process changes gradually with community input. The overall message is that open leadership requires communication, respect, transparency and empowering others.
Leaders lead people. Realising that the greatest asset of any
organisation is its people, a leader will empower them and help
them to realise their own potential within the organisation. As
Jack Welch famously said, ‘Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.’ Put another way, leaders create leaders.
The document provides guidance for how to be an effective change agent within an organization. It discusses tools for understanding company culture and resistance to change, mapping political landscapes, building trust with others, and working on personal effectiveness. The key recommendations are to model desired behaviors, create a positive culture bubble, use early adopters to spread ideas, listen to understand other perspectives, celebrate small wins, and reflect regularly on progress.
The document outlines an agenda for a workshop on personal and professional development. It includes sessions on communication styles, preparing for the future of work, developing leadership skills, building trust in teams, and mindfulness/meditation. The workshop uses exercises and discussions to help participants understand their strengths and how they can best work with others. It emphasizes self-awareness, effective teamwork, and creating a supportive environment where all can contribute.
Bagi Pengunjung Slideshare yang Membutuhkan PELATIHAN PENGEMBANGAN MANAJEMEN, PERUBAHAN MANAJEMEN atau MANAJEMEN SECARA UMUM ataupun MANAJEMEN SDM, DLL maka Anda dapat menghubungi Kami di : 0878-7063-5053 (Fast Response) dengan HARD-Hi SMART CONSULTING
Slides from #EdgeTalks November 2017: Connecting People for Innovation and Co...NHS Horizons
The document describes a web seminar on connecting people for innovation and collaboration through "FabTeams". It introduces the session chairs and provides an overview of three FabTeam stories: the High Intensity User project, Transfer to Assess project, and Purposeful and Productive Community Services. The stories highlight how the teams worked across boundaries, built trust, embraced different approaches, and achieved successes like improved system flow and reduced care packages. Participants were then polled on their motivation to try some of the approaches discussed in their own work.
Working Lunch Seminar Series - Crowdsourcing & Employee EngagementAscentum
The document discusses a working lunch seminar on crowdsourcing and employee engagement hosted by Joe Peters and Stephan Telka of Ascentum. [1] It provides an overview of Ascentum and their approach to public involvement, employee engagement, and stakeholder relations. [2] The seminar then covers topics like what employee engagement and crowdsourcing are, reasons for engaging employees, symptoms of an unengaged workforce, what an idea forum is, and tips for successfully implementing crowdsourcing initiatives. [3] It concludes with a demonstration of an idea forum tool.
The document provides guidance for a new content strategist entering a new environment. It recommends spending time listening to understand roles, viewpoints and politics. The strategist should model the different types of content, connect with teams to discover pain points around people, technology and management, and map existing workflows. Securing support involves understanding goals, building relationships with managers, and testing changes on a smaller scale first. The overall approach is to make small, understandable changes that build on team strengths and existing tools.
The document discusses social factors that influence collaboration behaviors and adoption of new technologies. It presents a model of four stages of user adoption: winning attention, cultivating basic concepts, enlivening applicability, and making it real. People care about making progress on meaningful work, developing skills and expertise, having autonomy and input, and trust. Whether and how much people share is influenced by what they care about and reasons like building reputation, job requirements, helping others, or creating opportunities. Improving collaboration requires understanding these human behaviors and small, repeated changes to culture over time by leaders setting examples of expanded sharing and cooperation.
The document introduces Liberating Structures (LS), which are simple group activities designed to include more people in shaping the future. It provides an overview of LS and then demonstrates several specific LS, including:
- Impromptu Networking, which allows people to rapidly share challenges while building connections.
- 1-2-4-All, where participants generate ideas alone, then in pairs, groups of 4, and finally all together, focusing on the best ideas.
- TRIZ, where participants identify counterproductive behaviors and ways to "stop" them to make space for innovation.
- 15% Solutions, which focuses on small actions anyone can take now using their current resources and authority.
Ian McCarthy gave a seminar at LUISS Guido Carli University on being a business school professor. He discussed the challenges of balancing research, teaching, and service requirements while pursuing tenure. McCarthy emphasized the importance of having a clear "why" behind one's work to stay motivated. He advised professors to take small steps towards goals, manage their time well, and prioritize health to have long, productive careers. McCarthy also shared his experience using social media to enhance his research and reputation.
Leuphana Conference on Entrepreneurship 2015Norris Krueger
Great newer conference that focuses on creativity & innovation at Leuphana University in Luneberg! Silke Tegtmeier and her team has done a great job again thus year:
http://www.leuphana.de/zentren/rce/konferenz.html
My keynote on the entrepreneurial mindset: We talk about it all the time but never really define it :) So... how do we better understand it? Define it? Measure it? Change it? Ping me if you want to join the discussion! (And ACTION!)
In the rapidly evolving landscape of education in today's world, the ability to navigate complex change is crucial for leaders and organizations. Leading such change requires building the buy-in of stakeholders, address roadblocks hindering progress, and fostering a culture of experimentation that embraces calculated risks and encourages learning from failures. This workshop introduces the concept of transformative leadership, introducing a comprehensive framework specifically designed to guide leaders and organizations as they tackle complex challenges where no obvious solution exists.
These slides are from a workshop run at the Aurora Institute Symposium in Palm Springs, October 2023
Algerian Youth Leadership Program - 2014Todd Felts
The document provides an overview of the first two days of a leadership and social media training program.
Day 1 introduces the teams and their goals in using social media strategically. It discusses defining audiences and messages. The second part covers leadership, including definitions and focusing on influencing others and accomplishing goals through collaboration.
Day 2 continues exploring leadership, with a focus on listening. It discusses the importance of listening without judgment and using questions to gain understanding. Activities include exploring perspectives and creating questions to better understand others.
This webinar covered introducing and implementing new ideas in government. It discussed the importance of understanding your organizational climate and goals before presenting a new idea. It then outlined a three step process for implementing ideas: 1) Sell the idea by identifying an existing gap and how the idea fills it, 2) Pitch the idea by presenting the gap and asking for needed resources, and 3) Work the idea by assembling resources, inspiring teams, and identifying small wins. The webinar emphasized believing in ideas, socializing them positively, staying resilient, and finding champions. Subject matter experts then answered questions from participants.
Presentation about how you can make effect in your organization.
Presented at Agile Tour Toronto, Agile Ottawa and PMI-SOC Professional Development Day.
Entrepreneurship education: How would we know if we're moving the needle?Norris Krueger
Dubai Manipal talk: the real issues in growing the entrepreneurial mindset - research opportunities and what we really need to do the grow the mindset!
The document discusses creating an ideal workplace culture through establishing effective meeting norms and practices. It provides tips for planning meetings, giving and receiving feedback, setting cultural norms, and avoiding "collaborative overload". The agenda includes icebreakers, exercises on social styles, listening techniques, feedback models, creating meeting norms, and reflecting on productivity. The goal is to promote mutual support, learning, and effective collaboration through establishing shared expectations and communication best practices.
This document provides an overview of a psychology course on human relations and performance. It includes a syllabus, self-assessment exercises, and outlines key topics that will be covered such as understanding behavior, common myths about human relations, levels of behavior, and guidelines for effective human relations. The document concludes with a chapter summary and assignments for the next class.
This document discusses key performance indicators (KPIs) for developer relations roles. It begins with an introduction to KPIs and OKRs before providing examples of KPIs in different areas like awareness, relationships, new sign-ups, documentation, product, community, and support. Specific metrics are suggested for each area like number of blog posts, social media interactions, feedback received, documentation questions answered, and community engagement. The document emphasizes setting aspirational goals and measuring outcomes that are meaningful, focused, time-bound, and measurable. It also discusses getting company buy-in for KPIs and finding the right tools to track metrics.
The document provides career advice for getting into the tech field, including:
- Doing projects and internships in college to build a portfolio.
- Learning about different roles and technologies through industry research.
- Contributing to open source projects to build experience and network.
- Developing a personal brand through a website and social media presence.
- Networking through events, communities, and finding a mentor.
- Practicing interviews through mock interviews and whiteboarding coding questions.
5 ways to simply add media accessibility (m16y) to your jamstack appTessa Mero
This document provides 5 steps to add media accessibility (m16y) to a Jamstack app:
1. Understand web accessibility and how it is important for people with disabilities or impairments.
2. Understand media accessibility and how the majority of websites use some form of media. Automate adding alt text to images and transcriptions to videos using media APIs.
3. Demonstrate tools for color blind simulations and developing your own color contrast checker.
4. Use plugins and tools like contrast checkers, accessibility checkers, and screen readers to test accessibility.
5. Start small by adding basic accessibility and continue improving over time.
I'm Graduating Soon. Help! How Do I Get into the Tech Field?Tessa Mero
The tech field is booming and more and more companies are moving to be fully remote, giving more options to work at different tech companies. There are so many software engineering jobs open, but it seems so difficult to achieve! A big dream so close, but yet so far away. Whether you are still in college or freshly graduated, the earlier you start the process, the better your chances of getting hired are.
I've been in the tech field for 9 years now, and part of it was teaching programming at a college, working with students, and also being a student myself, I clearly see a pattern of how you can become "zero to successful" if you follow a very simple plan. I've mentored countless students as well as junior developers throughout my career. So, what's the plan?
Mentorship.
Personal Projects/Learning
Contributions.
Building a Personal Brand.
Networking.
Mock Interviews.
I'm going to go over these key points into more detail and how you can get started with it. I'll also have plenty of resources to provide for you that will help you with your next steps.
You will gain a lot of knowledge from this session and will feel not only more confident, but you'll feel the fire in your soul to want to make your dreams come true.
Are you ready to get hired?
Optimize media performance in wordpress with cloudinaryTessa Mero
This presentation discusses how to optimize media performance in WordPress using Cloudinary. It begins by explaining the reasons why performance matters, such as better user experience, visitor retention, and engagement. Next, it compares using native WordPress media versus the Cloudinary plugin, noting the plugin has over 6,000 active installations. The presentation then demonstrates how to install and use the Cloudinary plugin to generate responsive images, update image formats, add a video player, and apply video transformations. It also covers using the Cloudinary PHP SDK to build URLs, upload files locally and remotely, and add transformations. Resources are provided to learn more about Cloudinary, the WordPress plugin, and PHP integration.
Joining a developer experts program to leverage your careerTessa Mero
This document discusses joining a developer experts program to advance one's career. It provides definitions of such programs, generally run by tech companies to promote their technologies. Requirements typically include being a technical expert and community leader, while benefits include recognition, access to early features, free accounts/training, and opportunities to attend events. The document advocates for joining the Cloudinary Media Developer Expert program specifically.
With JAMStack being a major trend in web development lately, it is becoming more commonly adopted, and an alternative to LAMP and MEAN stack. With the ability to create better performing websites that can scale, I will go over several business use cases on how JAMStack made them more successful and will go over what technologies they used to accomplish this. Let’s find all the good jelly that the JAMStack has to offer!
This document is a presentation about building APIs using serverless technologies. It introduces serverless computing and discusses how serverless can be used to create an API with no servers to manage. The presentation demonstrates building an API using the Serverless framework, AWS services like IAM, DynamoDB, and API Gateway. It shows the file structure, serverless.yml configuration file, and code for the API routes. Resources are provided for learning more about serverless and JAMstack development.
Serverless Computing, serverless functions, and FaaS are all popular buzzwords that are gaining more and more traction. Even if we call Serverless “serverless”, there are still servers involved. In this session, we will discuss the history of Serverless, when and why it should be used, and the differences between BaaS and FaaS and I’ll show the transformation of an example application from locally hosted to be FaaS while still using some of the BaaS features.
With JAMStack being a major trend in web development lately, it is becoming more commonly adopted, and an alternative to LAMP and MEAN stack. With the ability to create better performing websites that can scale, I will go over several business use cases on how JAMStack made them more successful and will go over what technologies they used to accomplish this. Let’s find all the good jelly that the JAMStack has to offer!
The document outlines an agenda for a workshop on creating chatbots from zero to deployment. It discusses what chatbots are, the benefits of chatbots, and the differences between integrations and bots. It then provides steps on getting started with the Cisco Spark API, creating a bot, deploying the bot on Heroku, and creating webhook events to test the bot. The objective is to take participants through the process of creating their first chatbot from start to finish.
- The document is a slide deck for a workshop on using ChatOps with Cisco Spark. It introduces ChatOps and how it can be used to improve collaboration between development and operations teams. It discusses common chat tools and bot frameworks that can be used to automate workflows. The deck then demonstrates how to create a simple bot with Cisco Spark and debug a ChatOps Python script that posts messages to a Spark room. Attendees will learn how ChatOps can revolutionize their workflows through increased automation and transparency.
The document discusses Cisco Connected Mobile Experiences (CMX) and its use of location services to provide indoor positioning. CMX uses sensors on Cisco access points to determine the location of mobile devices within buildings to enable use cases like finding tools and people, geofencing of assets, indoor navigation, and tracking worker productivity. The CMX API allows developers to build applications that leverage CMX location data and analytics to enhance customer engagement.
DeveloperWeek2018 - Let's Build a ChatbotTessa Mero
The document discusses building a chatbot using the Cisco Spark API and deploying it on Heroku. It provides steps to create a Cisco Spark account and developer app, deploy the botkit-template code to Heroku, and configure the bot by adding the Cisco Spark access token and creating a webhook to trigger the bot in response to messages. The goal is to demonstrate how to set up a basic functioning chatbot integrated with Cisco Spark and deployed on Heroku.
Revolutionize Your Workflow with ChatOpsTessa Mero
- The document is a presentation by Tessa Mero on revolutionizing workflows with ChatOps. It discusses what ChatOps is, how it can help connect teams and automate workflows, and examples of how companies are using ChatOps. It also provides an overview of common chat tools and bot frameworks that can be used to implement ChatOps, such as Hubot, Lita, and Errbot, as well as examples of how specific DevOps tools integrate with ChatOps. The presentation includes quotes from developers on how ChatOps has helped improve collaboration and automation.
- The document is a slide deck about building a chatbot using Botman and Cisco Spark. It discusses what chatbots are and their benefits. It provides steps to set up a Botman bot using Cisco Spark's API, including creating accounts, adding the bot to a chat room, and deploying it on CodeAnywhere. It also covers creating webhook events and testing the bot.
Understanding REST APIs in 5 Simple StepsTessa Mero
This document summarizes the 5 steps to understanding REST APIs: 1) Understanding the purpose of APIs and their importance and growth, 2) Learning that REST defines functions to communicate via HTTP verbs and nouns, 3) Knowing that APIs use requests and responses, 4) Relying on documentation as the reference, and 5) Using debugging and testing tools to prevent issues. It provides examples of requests, responses, API documentation, and tools like Postman for working with REST APIs.
This document summarizes Tessa Mero's presentation on consuming REST APIs at the ZendCon conference in October 2016. The presentation introduced REST APIs and how to make requests and get responses from APIs. It provided examples using the Cisco Spark and Tropo APIs, demonstrating how to get data from an API, create rooms and messages using the Spark API, and build a phone application that makes calls using the Tropo API. The presentation emphasized reviewing API documentation to understand how to structure requests and work with the APIs.
Understanding REST APIs in 5 Simple StepsTessa Mero
This document summarizes a presentation on understanding REST APIs in 5 simple steps. It explains that APIs allow software to communicate via HTTP requests and responses, and REST defines using HTTP verbs and nouns to make requests. The steps are: 1) understand the purpose of APIs for developers to benefit users, 2) learn that REST specifies making HTTP requests to perform functions on a server, 3) recognize that requests elicit responses, 4) use documentation as a reference for available verbs and nouns, and 5) leverage debugging and testing tools to prevent issues when working with APIs. The document emphasizes that documentation is key to understanding an API and recommends Postman as a useful GUI testing client.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
2. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
My name is Tessa. Hi!!!
College Instructor. Curriculum Developer.
Web Developer.
Snowboarder.
Love to Speak – Educate - Inspire
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4. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Open Source Enthusiast
• Joomla contributor for 4 years
• Joomla Leadership for 2 years
• My roles in Joomla
• Organizer of Joomla User Group Seattle &
Seattle PHP User Group
• Organizer of PNWPHP Conference (with Jeremy
Lindblom, SHOUT OUT!)
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5. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Summary
• What is Joomla!
• Community & Communication
• Management/Representation
• Behavior
• Hiring/Firing Effectively
• Encouragement
• Dealing with Change
• Preventing Burnout
• Steps to Becoming a Leader
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6. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
JOOMLA!
• Fork of Mambo CMS in 2005
• Swahili for “All Together” (Jumla)
• Free and Open Source Software
• Created by over a dozen co-founders
• No paid staff
• 100% volunteers
• 35 Million+ Downloads
• Approx 9,500 Extensions for latest version
• 65+ Teams in Organization
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7. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Current Joomla! Structure
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8. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Community & Communication
Demonstrate leadership with communication and
listening to your community
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9. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Getting There (User to Leader)
• User
• Participation
• Contributor
• Leader (multiple meanings)
• Being in an official leadership team
• Leading a Team / Leading a Sub Team
• Assisting with leading a team
• Being a great example of a good
community member
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10. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Documentation & Transparency
• Documentation of Processes
• Transparency
• Team Reports
• Keep things as open as possible (no contract
signing!)
• Make it easy for newcomers to begin and
grow!
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11. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Communications
• TRUST
• Community Feedback
• It’s OK to disagree!
• Learn to compromise
• Accept outside advice (3rd party)
• Have Decision Making Processes
• Ideas floating around endlessly – NOTY
• Voting
• Don’t shoot down ideas quickly
• Give people a chance to speak
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12. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Assume people mean well
until proven otherwise.
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13. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Mentoring
• Help create future leaders
• Train them
• Delegate your work to others
• Don’t make 1 person a single point of failure,
train multiple people for the same roles
• Encourage and be thankful. Empower
people. (more on this later)
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15. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
The Importance of Follow Through
• Respect
• Reputation
• Trust
• Help teammates follow through by staying
organized and following up
Wait, let me explain the next slide….don’t judge
too quickly! =P
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17. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Management/Representing
The correct way to manage people and representing
your community
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18. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Representing Open Source
• Be a good representative by exhibiting positive
and good behavior internally and externally
(social media)
• Speak highly of others (and other Open Source)
and don’t put down other people
• Make newcomers feel welcome
• Don’t wait for things to happen (maybe they are
waiting on you?)
• Have fallback plans on changes (if…then..)
3
19. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Invest in being motivated,
not miserable
3
20. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Behavior
Let’s be grown-ups! Oh, look, an ice-cream shop!
2
21. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Code of Conducts
• My initial views on it back in 2012
• Why is it important?
• Sense of safety for all
• Increases diversity
• Keep the COC simple
• Representatives outside of Project
• Why is it important?
Code of conduct allows you to agree that you will be respectful
and to cooperate with each other, and make others feel
welcomed
3
22.
23. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Dealing with Conflict
• Try resolving 1 on 1 (don’t humiliate them in
public)
• Try using a mediator to resolve conflict
• Let people know if they are making you feel
uncomfortable or if they hurt you
• DON’T HOLD GRUDGES (hardest one of all, since
I have some…)
• Don’t Blame OTHERS!
• Accept fault and accept being wrong. It’s OK!
3
24. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Why can’t we all just get
along?!!!??? How hard is it?
3
25. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Toxic Volunteers & Negativity
• Stop the Gossip Train!
• Don’t talk about people negatively
• Get actual information before talking!
• A great contributor/leader will NOT tolerate
toxicity
3
26.
27. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
What to do?
• Don’t contribute to toxic behavior. That’s what
they want.
• First try to understand. Compromise
• Listen – Reasons why people are upset
• Alleviate situations – Don’t instigate!
• Still doesn’t work? Document extremely bad
behavior (insults, harassment, threats, etc)
• Create a Ban process for different parts of the
project if COC is violated
3
28.
29. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Hiring and Firing Effectively
We all know this is the toughest part of leadership!
2
31. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Interview Process
• Call for Volunteers
• Interview (Or Rejection Letter)
• Hiring
• Look for someone who is motivated and
excited to get started
• Willing to read documentation
• Not afraid to ask questions
• Training
3
32. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Firing Process
• “Firing” is too strong… the real term is “Let
them Step Down”. (unless there is a term)
• Remind them they haven’t contributed in awhile
• Give them a chance to continue their
contributions (let them know it’s ok for breaks)
• Let them know there is someone (or someone’s)
willing to take over their role.
• (It’s not a big deal. It’s OK to step down!! Please
do if you don’t have the time! Please!)
3
33. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Encouragement
Good job, want a cookie??????
2
34.
35. Remind people on how
awesome they are. Your
minute of time can make a
positive impact.
36. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Positivity
• Stay positive, even in extremely stressful
situations
• Helps make wiser decisions
• Prevents you from immature behavior
3
37. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Team Building
• May not always be “productive”.
• The best thing out of team building?
• Effective communication
• See “emotions” in person
• Collaborating more positively
• Creating “New” things (like friendships, ideas,
processes, etc)
• Understanding each other better
3
38. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Dealing With Change
Isn’t it easier if we keep everything the same?
2
39. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
And How?
• Have things well planned out
• Implement In SMALL STEPS!
• Prevents community outrage
• Prevents resignations from people that
disagree with the change
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40. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
My Response Timeline on Major Change
Day 1: “WHAT? SERIOUSLY????”
Day 5: “You’ve got to be kidding me. I can’t believe
we are doing this”
Week 2: “Okay, maybe we can do this. I’m feeling
confident about it”
Month 3: “Wow, this is amazing. Why didn’t we do
this a long time ago?”
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41. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Preventing Burn-out
Careful, don’t jump into the hot flames!
2
42. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Make your priorities
• Don’t choose open source over family
• Focus on work. Then open source.
It’s really easy to forget what your priorities are in
life when open source is SO amazing
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43. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
“Yes, yes, and yes!”
• Don’t say “yes” to everything. This is how you
overwhelm yourself with work. If you don’t have
the time, be honest about it
• Don’t start too many projects and leave it
unfinished. Make priorities and focus on it
• Learn to Delegate work
• Don’t be afraid to step back or ask for help
3
44. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Steps to Becoming a Leader
So you want to be a leader? Follow me!!!!!!
2
45.
46. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 2015
Traits of Leaders
• Demonstrating Confidence
• Listening to the community
• Making and Enforcing unpopular decisions
• Real leaders listen. Gather information, wait for
timely opening, and demand action
• Keep a good reputation
• Mentor people. Bring in new people
• Demonstrate positivity everywhere (influencial)
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47. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 20153
Leadership is not a
popularity contest. It’s
okay for people to disagree
and not like you.
48. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 20153
Create a Culture where
people respect each other
49. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 20153
What does it mean to be a
leader in an open source
project?
50. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 20153
“Honesty - people want to work
with people they trust. They want
someone with high values morals
and integrity”
-JessicaDunbar
51. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 20153
“It’s an opportunity explore ideas,
solve your own problems at scale,
and learn how little you know
about some subjects”
-KeithCasey
52. LEADING AN OPEN-SOURCE PROJECT – TESSA MERO - php[world] 20153
“Work with the community. When
it fails, don't get disgusted at the
failure; get involved and help
solve the problem.”
-CalEvans
It’s important to have a good community and to make the right choices being a leader. A good community will be a successful community. A failed community is a failed software. The goal of this presentation is to give you insights on how to become a better leader, or a better community member. I’m going to use the Joomla! Community as an example by sharing my experiences working with others.
I’m Tessa! I’m a college instructor teaching web development at a college and currently doing curriculum development work.
Previously, I spent many years as a web developer for a Ski & Snowboard company, which is how I discovered Joomla. While I was still in college learning how to code, I was hired at the company and needed a platform to begin working on. I found Joomla as a solution and was sent to a 2 day joomla training course in a live classroom with OSTraining and then sent to a Joomla Day conference in New york City. The rest is history.
On my free time, during the winter, I love to snowboard. Since I worked at a Ski and snowboard company, I happen to be hooked up with all the gear I needed. I worked with a lot of semi professionals and had colleagues give me lessons in exchange for beer.
I love speaking. I may not be the best speaker. I may not be the most confident speaker. But I am here because I love to educate and I love to inspire. If you see this as your dream to speak, I’d love to mentor you and help you become your dream.
Started as a user, then participated in a team, and contributed, then applied to leadership positions.
One of the most important things is documentation and transparency. It’s important to keep documentation of all your work flow processes to make it easy for people to adapt and get started. Transparency is key by keeping team reports and meeting notes public so people do not create rumors and false information about what is going on behind closed doors. I’ve seen this happen too many times in Joomla with particular teams not being transparent and how they end up being the bad guys. But over time I’ve seen a lot of teams, including a team I’m in, slowly make things more transparent. Trasnparency and having documented processes make it easy for newcomers to begin and grow within your community.
Trust is a very important role in communicating. If you don’t trust them, they won’t trust you. Learn to trust people (of course until they’ve proven not to be trusted).
Community feedback also plays a role in being trusted. Having the community as part of your decision making with feature changes or maybe changes in processes in the community could play a major role. Without trusting them, they won’t have trust in the project.
It’s okay to disagree with people. It’s part of the culture of respect. Learn to act like an adult and compromise with others and listen to feedback. It’s okay to accept outside advice. This is something I do quite often. It doesn’t hurt to hear advice from people in other communities to see what they’d do in particular situations.
Have decision making processes or else ideas will float around endlessly. Be very clear on your goals and ideas and have a timeline and a vote. With communication, it’s good to give people a chance to speak and not shoot ideas down so quickly. Good communication is key to a successful community.
To be a great community member or being viewed as a leader in the community, you need to assume people always mean well. We are all here on good intentions and want to do great things for the open source project. Don’t jump to conclusions and think people are out to benefit themselves or their company. Don’t assume people are trying to “drain” the budget or do things to only help themselves. People spend many hours of their time and use up their vacation days from work to be here to make our open source projects better. Ask questions and learn to understand people.
Mentor others. You can help create future leaders by mentoring and training them. Learn to delegate your work to others. Don’t make 1 person a single point of failure and train multiple people to understand the same roles. Encourage others and be thankful for the work they put in. Empower others to strive to do better.
The whole point of mentoring contributors is so we can set a precedent on our future contributors and leaders of the project.
Some of us won’t be around forever. Let’s keep our contributors generating and make our project more successful.
Following through helps gain respect from others. Without following through, it can hurt your reputation. If you cannot follow through on something, it’s important to say something to your team and have someone take over your work. It’s okay to not follow through if you speak up about it. This also helps gain trust from others. You can help teammates follow through by staying organizes and following up with them.
Don’t worry Nikki. I’m just as confused as you are. Let’s move on now….
When you are representing open source, you need to be a good representative by exhibiting positive and good behavior both internally and externally. Most importantly on social media, whether it’s twitter, facebook, forums, or pubic mailing lists. Speak highly of others. Find the good things in people. Don’t put other people down. Speak well of other open source projects. We’re all working hard as communities doing good for the project. There is no need to put down other projects. We are all awesome.
Make newcomers feel welcome. The more welcome they feel, the more likely they will stay in the community and stick around.
Don’t wait for things to happen. Step up and take action when it’s necessary. Make sure you have fallback plans on major changes. Sometimes things don’t always work out.
Invest in being motivated, not miserable. I’ve seen too many times where people will waste their time complaining and being miserable on social media. Spend your time being motivated. Spend your time talking about how you can help and how you can make a difference.
It’s time that people start adjusting their behavior. Leaders should be setting examples of what respectful behavior is.
Back in 2012, I used to think how ridiculous the code of conduct was. I’ve always been so used to sticking up for myself I always imagined that others should do the same thing. Now that I’ve read and heard so many stories of other people who were harassed, I understand how a COC could help with correcting the situation and making sure it doesn’t happen again.
COC’s are important because it gives people a sense of safety, which in turn can help increase the diversity in the community. The document doesn’t need to be complex. It can be a short and simple document. There are open source code of conduct documents available online. Also, to make the COC process better, have representatives from outside of your project to help with making decisions. This is where Joomla made a mistake and has failed with a working process. Fortunately, we have a process that will be in place soon that will work within our newly transitioned organization. So I’m very happy for their hard work.
This is how I feel a lot, especially in the last couple weeks of dealing with certain situations. As much as I want to punch someone in the face, we need to act like adults. We need to make mature decisions and do the right thing. If we acted childish and constantly fought everyone for every reason, it would spiral into a failed community.
So, how do you deal with a jerk face?
Remember, we all view the world differently and have different perspectives. You may see a situation as one way, while another person see’s it completely differently.
How do you hire new contributors to join your team?
This is my own little process
This is my own little process
Wait – It’s not over yet!
It’s Okay to be thankful
This is my own little process
This is my own little process
So what does it mean to be a leader or becoming a leader?