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.
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.
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.
This document summarizes the key discussions and lessons from a project management forum hosted by APM Corporate Partners. Regional roundtables were held in London, Bristol, and Leeds where project managers discussed challenges in their field. Common themes emerged around the need for both hard and soft skills, career development opportunities, and blending agile and traditional project management techniques. Younger talent is needed as skills shortages exist. The event highlighted that project management is a disciplined profession that must continue advancing to address changing needs.
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.
2019 NCTCOG Public Works Roundup - APWA 7 Habits of Dysfunctional Leaders n...Jim Proce
Brief overview of the APWA Habits of Dysfunctional Leaders program built by the APWA Leadership and Management Committee, based on the articles public in the December 2018 APWA Reporter magazine.
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).
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.
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.
This document summarizes the key discussions and lessons from a project management forum hosted by APM Corporate Partners. Regional roundtables were held in London, Bristol, and Leeds where project managers discussed challenges in their field. Common themes emerged around the need for both hard and soft skills, career development opportunities, and blending agile and traditional project management techniques. Younger talent is needed as skills shortages exist. The event highlighted that project management is a disciplined profession that must continue advancing to address changing needs.
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.
2019 NCTCOG Public Works Roundup - APWA 7 Habits of Dysfunctional Leaders n...Jim Proce
Brief overview of the APWA Habits of Dysfunctional Leaders program built by the APWA Leadership and Management Committee, based on the articles public in the December 2018 APWA Reporter magazine.
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).
Eight steps to leading a successful SharePoint project. Based on the article 'Leading Change' by John P Kotter with examples based on experiences with SharePoint projects over the past decade. Focused on business value, not technical fe
Get the full version at:
http//leanself.org/pocket/
What you miss if you do not download this e-book:
DEEP+ Quick Check
Lean Self Personal Dashboard How-To
Introduction to Value Driven Thinking
Tipps for Waste Elimination
Self-Empowerment
How to Pull Value
Introduction to Continuous Improvement
Root Cause Analysis Guidelines
How to Achieve More with Less Effort
How to Square Value
- Agile is a more successful approach to product development that focuses on adaptability, iterative delivery, and customer satisfaction. Scrum is the most commonly used Agile framework.
- The key goals of Agile and Scrum are to deliver more quickly and frequently while improving quality, visibility, accountability and learning. This is achieved through self-organizing cross-functional teams, minimizing work-in-process, and rapidly addressing impediments.
- Adopting Agile requires a mindset shift and executive support for teams to learn through failures and receive subtle guidance rather than rigid control from management.
The document discusses the seven types of waste in software development based on lean manufacturing principles. The seven wastes are: partially done work, extra features, relearning, handoffs, delays, task switching, and defects. It provides examples and explanations of each waste and how agile practices can help manage and reduce waste in software projects.
This document discusses scaling a development team from a startup to a larger company. It outlines Trademob's growth from 9 employees to 60 employees in under a year. Scaling people is difficult as communication needs grow exponentially with team size. While hierarchies aim to address this, they reduce information sharing and buy-in. The document recommends keeping teams flat and communication open. It provides tips for scaling including standups, all-hands meetings, mentoring, flexteams, and a focus on hiring the right people and building trust. The role of the leader will also change from coding to more management as the company grows.
This document discusses building and sustaining a strong engineering culture. It provides advice from various tech leaders on assessing your current culture, scaling it throughout the organization, and continuously evolving it. Some key recommendations include making sure different teams feel included as "engineering", embracing methodologies like DevOps, establishing routines for feedback and improvement, rewarding learning and collaboration, and maintaining a culture of openness, humility and respect.
This document discusses establishing a DevOps mentality and culture by restoring trust between development and operations teams. It argues that a lack of trust leads to inefficiency, while trust increases speed and decreases costs. The speaker outlines 13 behaviors for building trust, such as talking straight, demonstrating respect, creating transparency, and keeping commitments. Fostering these behaviors can help move from self and relational trust to organizational trust. Reducing bureaucracy, politics and turnover can also increase organizational trust. Overall, the document promotes a collaborative approach focused on shared goals and understanding between teams.
Getting the Work Done [Code for America Summit 2018 Breakout Session]Hana Schank
As anyone who has spent time working in or around civic technology knows, there are certain debates that come up time and again. Are we most effective fighting fires or should we work toward changing the culture around design and technology in government? Should we function as consultants, or as specialized innovation teams, or can we make change from the inside as a one-man-band? And ultimately, what is the best way to get stuff done? As Public Interest Technology fellows at New America, we've interviewed more than 70 people in and around government over the last ten months, many working on innovation or digital-service teams, and we’ve got answers. In this session we’ll share what the most effective teams in this space are doing, what works and what doesn’t, and more broadly how the field is thinking and feeling about the hard work we do.
How to get your agile development team to love you (product camp, 3.14)Ron Lichty
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager and VP in among leading development organizations and teams. As a development leader, he regards product managers who "get it" as key partners in delivering great work. This Product Camp talk delivers 15 ways to engage and motivate teams - so you can, together, delight customers.
Growing your business by hiring an offshore staff memberTim Plummer
Have you ever considered expanding your Joomla Business, but don't know where to start? Are you worried that employees are too expensive? Maybe you're thinking you don't have time to manage someone else. Well this presentation is for you.
This slide cast was created for my TMD course. Throughout my second year of IBM I had to attend 5 seminars and make a slide cast on the content at the end.
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.
How to Unlock the Hidden Potential of Your Team With a Results-Only Work Envi...Michael Reynolds
SpinWeb is a digital agency founded in 1996 and became a Results-Only Work Environment (ROWE) in 2008. This has been the single most significant and revolutionary change our agency has ever implemented. ROWE is more than flexible hours, more than telecommuting and more than a “virtual” workforce. It is a mindset shift that has enabled us to be more efficient than ever before, recruit and retain the best talent available, and lead a happy and productive team.
Learn how to balance work/life in a ROWE, how to lead without micro-managing, how to use the right tools and technologies to keep everything running smoothly, and how to embrace a culture where there is no work schedule, no limits on vacation time, and all meetings are optional.
Learning points and takeaways:
* How to empower your team to do the very best work
* How to recruit and retain the very best people
* How to communicate and collaborate in a virtual environment
* How to set up the right processes for maximizing efficiency
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
“Why Content Projects Fail” by Deane Barker - Now What? Conference 2017Blend Interactive
The content management implementation failure rate is higher than it should be, and projects seem to fail for the same cluster of reasons: unrealistic requirements, expectations, human factors, etc. In this session, Deane will discuss the major reasons for project failure learned through almost two decades of implementation experience, and discuss strategies and policies to put in place at each stage of the project to prevent them.
Why Content Projects Fail - Deane Barker - Presentation at eZ Conference 2017eZ Systems
Deane Barker, Chief Strategy Officer at Blend Interactive spoke at eZ Conference 2017 on Why Content Projects Fail. Deane discussed 5 reasons for why content projects fail, and what we can do to prevent it. From the case study syndrome to development myopia and more, Deane highlights the areas of failure for content projects. And then goes over practical ways to overcome these failure to achieve success.
This document discusses lean thinking and agile principles for improving productivity. It promotes embracing change and continuous improvement over rigid plans. Key aspects covered include lean concepts like just-in-time production, eliminating waste, continuous flow, and respect for people. Agile principles emphasized include valuing individuals, interactions, and responding to change over rigid processes. Methodologies like Scrum, Kanban, and lean software development are presented as ways to apply these principles through iterative development, visualization, inspection, and adaptation.
Software development management slides by George Berkowski (Hailo)MiniBar
This document provides a summary of key aspects of effective software development management. It discusses starting with a clear vision, focusing on building something useful. It emphasizes the importance of finding the right people through networking and making friends. When it comes to incentives for startups, it recommends creating your own company and mastering your own destiny. It also touches on outsourcing versus in-house work, the importance of being agile, using simple and integrated tools, and acting as your own best user to ensure quality.
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.
Eight steps to leading a successful SharePoint project. Based on the article 'Leading Change' by John P Kotter with examples based on experiences with SharePoint projects over the past decade. Focused on business value, not technical fe
Get the full version at:
http//leanself.org/pocket/
What you miss if you do not download this e-book:
DEEP+ Quick Check
Lean Self Personal Dashboard How-To
Introduction to Value Driven Thinking
Tipps for Waste Elimination
Self-Empowerment
How to Pull Value
Introduction to Continuous Improvement
Root Cause Analysis Guidelines
How to Achieve More with Less Effort
How to Square Value
- Agile is a more successful approach to product development that focuses on adaptability, iterative delivery, and customer satisfaction. Scrum is the most commonly used Agile framework.
- The key goals of Agile and Scrum are to deliver more quickly and frequently while improving quality, visibility, accountability and learning. This is achieved through self-organizing cross-functional teams, minimizing work-in-process, and rapidly addressing impediments.
- Adopting Agile requires a mindset shift and executive support for teams to learn through failures and receive subtle guidance rather than rigid control from management.
The document discusses the seven types of waste in software development based on lean manufacturing principles. The seven wastes are: partially done work, extra features, relearning, handoffs, delays, task switching, and defects. It provides examples and explanations of each waste and how agile practices can help manage and reduce waste in software projects.
This document discusses scaling a development team from a startup to a larger company. It outlines Trademob's growth from 9 employees to 60 employees in under a year. Scaling people is difficult as communication needs grow exponentially with team size. While hierarchies aim to address this, they reduce information sharing and buy-in. The document recommends keeping teams flat and communication open. It provides tips for scaling including standups, all-hands meetings, mentoring, flexteams, and a focus on hiring the right people and building trust. The role of the leader will also change from coding to more management as the company grows.
This document discusses building and sustaining a strong engineering culture. It provides advice from various tech leaders on assessing your current culture, scaling it throughout the organization, and continuously evolving it. Some key recommendations include making sure different teams feel included as "engineering", embracing methodologies like DevOps, establishing routines for feedback and improvement, rewarding learning and collaboration, and maintaining a culture of openness, humility and respect.
This document discusses establishing a DevOps mentality and culture by restoring trust between development and operations teams. It argues that a lack of trust leads to inefficiency, while trust increases speed and decreases costs. The speaker outlines 13 behaviors for building trust, such as talking straight, demonstrating respect, creating transparency, and keeping commitments. Fostering these behaviors can help move from self and relational trust to organizational trust. Reducing bureaucracy, politics and turnover can also increase organizational trust. Overall, the document promotes a collaborative approach focused on shared goals and understanding between teams.
Getting the Work Done [Code for America Summit 2018 Breakout Session]Hana Schank
As anyone who has spent time working in or around civic technology knows, there are certain debates that come up time and again. Are we most effective fighting fires or should we work toward changing the culture around design and technology in government? Should we function as consultants, or as specialized innovation teams, or can we make change from the inside as a one-man-band? And ultimately, what is the best way to get stuff done? As Public Interest Technology fellows at New America, we've interviewed more than 70 people in and around government over the last ten months, many working on innovation or digital-service teams, and we’ve got answers. In this session we’ll share what the most effective teams in this space are doing, what works and what doesn’t, and more broadly how the field is thinking and feeling about the hard work we do.
How to get your agile development team to love you (product camp, 3.14)Ron Lichty
Product managers and product owners can engage and motivate their teams to delight customers - or they can distract and dishearten their teams. Ron Lichty has been a product manager and VP in among leading development organizations and teams. As a development leader, he regards product managers who "get it" as key partners in delivering great work. This Product Camp talk delivers 15 ways to engage and motivate teams - so you can, together, delight customers.
Growing your business by hiring an offshore staff memberTim Plummer
Have you ever considered expanding your Joomla Business, but don't know where to start? Are you worried that employees are too expensive? Maybe you're thinking you don't have time to manage someone else. Well this presentation is for you.
This slide cast was created for my TMD course. Throughout my second year of IBM I had to attend 5 seminars and make a slide cast on the content at the end.
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.
How to Unlock the Hidden Potential of Your Team With a Results-Only Work Envi...Michael Reynolds
SpinWeb is a digital agency founded in 1996 and became a Results-Only Work Environment (ROWE) in 2008. This has been the single most significant and revolutionary change our agency has ever implemented. ROWE is more than flexible hours, more than telecommuting and more than a “virtual” workforce. It is a mindset shift that has enabled us to be more efficient than ever before, recruit and retain the best talent available, and lead a happy and productive team.
Learn how to balance work/life in a ROWE, how to lead without micro-managing, how to use the right tools and technologies to keep everything running smoothly, and how to embrace a culture where there is no work schedule, no limits on vacation time, and all meetings are optional.
Learning points and takeaways:
* How to empower your team to do the very best work
* How to recruit and retain the very best people
* How to communicate and collaborate in a virtual environment
* How to set up the right processes for maximizing efficiency
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
“Why Content Projects Fail” by Deane Barker - Now What? Conference 2017Blend Interactive
The content management implementation failure rate is higher than it should be, and projects seem to fail for the same cluster of reasons: unrealistic requirements, expectations, human factors, etc. In this session, Deane will discuss the major reasons for project failure learned through almost two decades of implementation experience, and discuss strategies and policies to put in place at each stage of the project to prevent them.
Why Content Projects Fail - Deane Barker - Presentation at eZ Conference 2017eZ Systems
Deane Barker, Chief Strategy Officer at Blend Interactive spoke at eZ Conference 2017 on Why Content Projects Fail. Deane discussed 5 reasons for why content projects fail, and what we can do to prevent it. From the case study syndrome to development myopia and more, Deane highlights the areas of failure for content projects. And then goes over practical ways to overcome these failure to achieve success.
This document discusses lean thinking and agile principles for improving productivity. It promotes embracing change and continuous improvement over rigid plans. Key aspects covered include lean concepts like just-in-time production, eliminating waste, continuous flow, and respect for people. Agile principles emphasized include valuing individuals, interactions, and responding to change over rigid processes. Methodologies like Scrum, Kanban, and lean software development are presented as ways to apply these principles through iterative development, visualization, inspection, and adaptation.
Software development management slides by George Berkowski (Hailo)MiniBar
This document provides a summary of key aspects of effective software development management. It discusses starting with a clear vision, focusing on building something useful. It emphasizes the importance of finding the right people through networking and making friends. When it comes to incentives for startups, it recommends creating your own company and mastering your own destiny. It also touches on outsourcing versus in-house work, the importance of being agile, using simple and integrated tools, and acting as your own best user to ensure quality.
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.
Presentation about how you can make effect in your organization.
Presented at Agile Tour Toronto, Agile Ottawa and PMI-SOC Professional Development Day.
Slides from a presentation I gave at VC CEO portfolio summit on Unlearning as we scale enterprise software startups focusing on how to think about the "next-level people" and "dance with who brung ya" adages along with thoughts on generalizing the former adage, hiring next-level people, and unlearning in general, specifically with infering false causality for success.
Corporate politics and higher education presentation at HPAIR conferenceSuad Alhalwachi
This document discusses corporate politics and provides advice for navigating them. It begins by outlining the types of organizations that make up the corporate world, including large corporations, governments, and NGOs, which all have different agendas. Examples are then given of both positive and negative workplace cultures and politics at several large companies. The document warns that even seemingly great companies can be politically challenging. It provides examples of situations where employees were forced to leave jobs due to unfair treatment or politics. Finally, it suggests options for avoiding toxic corporate politics, such as starting one's own business, carefully researching potential employers, or becoming a consultant. The overall message is that politics are inevitable in large organizations but there are ways to minimize their impact or
Lean is a set of concepts and tools used to maximize value and minimize waste from the customer's perspective. It involves engaging employees in continuous improvement. Examples show how lean helped improve processes in healthcare, manufacturing, and government. Key lean principles include specifying value, mapping the value stream, creating flow, establishing pull, and seeking perfection. Continuous improvement involves small, incremental tests of changes through the Plan-Do-Check-Act cycle.
Getting started with Job to be Done researchFirmhouse
This document provides an overview of how understanding "Jobs to be Done" can help companies create real customer value and develop innovative products and services. It defines a Job to be Done as the progress a customer is trying to make in a given circumstance. Understanding the goals, actions, pains, and gains associated with different Jobs can help identify opportunities. The document outlines techniques for discovering Jobs through customer interviews, analyzing qualitative data to group common Jobs, and implementing Jobs-based insights through experimentation, identifying opportunities, shaping the customer experience, and adapting marketing. The key thinkers credited with developing the Jobs to be Done framework include Christensen, Blank, Ulwick, Klement, and others from jobstobedone.org.
FPlive - Scaling Engineering: Pre and Post AcquisitionForward Partners
Sam Phillips from Shutl gave this talk on July 21st 2015 at FPlive, the startup community speaker event organised by Forward Partners. Sam talked about building Shutl's engineering team and becoming an eBay company.
How Yammer Stayed Lean Post-Acquisition: Customer Development as Survival Str...Cindy Alvarez
1) After being acquired by Microsoft, Yammer stayed lean by continuing to focus on customer development and maintaining their startup culture and processes.
2) Key aspects of Yammer's product development process included building products based on identified customer problems, autonomous cross-functional teams, and testing all features through A/B testing.
3) Yammer also focused on data-driven decision making, maintaining a supportive and empowering culture, and finding early adopters within Microsoft to socialize their approach.
Presentation given at User Experience Edmonton meetup in January 2015. Gives an overview of how you can sell User Experience design methodologies to your boss or company. Talks about starting small, return on investment and not asking permission.
Sakamun "take your game to a whole different level"Erol Bozkurt
Sakamun is a talent management application that works pretty much like the fictional device called Tricorder in Star Trek. It helps you to manage your workforce as efficiently as possible. Tired of Slack, WhatsApp, E-mail or task oriented project management tools like Jira, give us a shot!
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Top 10 Tips for Making Complicated Things SimpleCrispin Reedy
Are you trying to explain a technical concept to a non-technical team? Maybe you’re teaching design concepts to a demanding or distracted business unit. Or perhaps you’re pushing a picky executive to incorporate more user experience initiatives. This talk will give you ten takeaways you can use in meetings and presentations in order to be a more effective advocate and leader in your team, regardless of your role.
Nic Lawrence has spent the last 18 years leading and working at various technology startups. He discusses his experiences leading companies developing holographic laser projection, touch and pen sensing, intelligent whiteboards, and cameras. He reflects on lessons learned around products, people, and maintaining balance. Currently, he is the CEO of Genee Labs, a software startup focused on personalized local deals and recommendations without compromising user privacy.
Peter Shanley, Principal & Evangelist at Neo Startup Product
Presentation by Peter Shanley, Principle & Evangelist at Neo on August 11, 2014 at Startup Product Talks San Francisco: Going Global With Prezi, Neo And Visiting Guests
Peter has a passion for customer-centered product design and organizational change, having worked in both large enterprises and startups to bring new ventures to market. He held intrepreneurial roles at Yahoo! Brickhouse and HP Labs/Snapfish, and he led a strategic pivot at the startup Betable.com. https://www.linkedin.com/pub/peter-shanley/12/348/400
More info: bit.ly/1rj876o
http://startupproduct.com/startup-product-sf-going-global-prezi-neo-visiting-guests/
Cross Functional Teams and the Product ManagerSVPMA
This document summarizes a presentation by Ken Norton on working effectively as a product manager. Some key points include:
- Product managers often have accountability but little direct authority over teams who work on their products.
- It is important to build the right cross-functional team of about 7 people and invest "political capital" to do so.
- A product manager must communicate effectively to different stakeholders using their languages and represent the interests of those not in the room.
- To gain respect, a product manager should understand customer needs, remove obstacles for engineers, and make commitments for sales while bringing donuts for the team.
This document discusses test case execution for a boutique product development company. It explains why test case execution is important to ensure requirements are fulfilled, features work as expected, and bugs are found early. It also describes how test case execution should be conducted, including using approved, up-to-date test cases; properly documenting the execution process; and sharing results with the team and client.
This document discusses transitioning from an individual contributor role to a manager role on a team. It defines what a team and team members are, and explains that a manager plans projects, allocates resources, monitors progress, manages risks, and coaches the team. The skills needed for a manager role are then outlined. The document also provides advice on how an individual can build the capabilities and opportunities needed to transition to a manager role, such as getting certifications, taking initiatives, and learning. It concludes that success requires hard work and persistence.
Cloud computing has today become one of those “big bangs” in the industry. Most organizations are now leaning to adopting the cloud because of its flexibility, scalability and reduced costs. This session highlights the cloud testing different concepts in detail
The QualysGuard Cloud Platform and integrated suite of solutions help organizations simplify security operations and lower the cost of compliance by delivering critical security intelligence on demand and automating the full spectrum of auditing, compliance, and protection for IT systems and web applications.
SSL Labs is Qualys’s research effort to understand SSL/TLS and PKI as well as to provide tools and documentation to assist with assessment and configuration
This document discusses managing organizational conflicts from an Islamic perspective. It begins with an abstract that outlines the purpose is to understand organizational conflict and examine Islamic perspectives on conflict management, resolution, and prevention. The document then reviews existing literature that does not reveal empirical studies on the Islamic viewpoint of conflict management in organizations. The methodology used includes extracting data from Islamic books, papers, and websites. The main references are the Quran and hadiths. The conclusion is that Islamic models for conflict management exist and can be applied by project managers without limitations.
This document discusses obstacles faced by freelancers in information technology and suggests solutions. Some key obstacles include finding clients, low income early on, and distraction from other activities when working from home. Suggested solutions are to create profiles on freelancing websites to find work, focus on small initial contracts to build experience, and create a dedicated work schedule to avoid distractions. The document also addresses issues like poor communication, client demands beyond contracts, and lack of self-promotion that can hinder freelancer success and growth. Maintaining regular contact, clearly documenting additional work, and continuing to learn are recommended to overcome challenges.
The document summarizes information about the Tag Heuer brand. It describes Tag Heuer as a luxury Swiss watchmaker known for prestige sports watches. Key points include that Tag Heuer focuses on quality and innovation through features like water resistance. It targets high-income customers and celebrates partnerships with sports through advertising campaigns and sponsorships. Pricing ranges from $800 for steel to over $80,000 for platinum watches.
This document provides an overview of Test Studio, an automated testing tool from Telerik. It allows creating automated tests for web, desktop, and mobile applications without code. For mobile testing, it supports iOS applications. Key features include test recording, data-driven testing, test execution and reporting. The document then focuses on using Test Studio for iOS, covering test creation, recording, and execution steps against both web and native iOS applications.
This paper presents a secure algorithm for digital watermarking of images and other multimedia. The watermark is constructed as a random Gaussian vector that is imperceptibly spread across the perceptually most significant spectral components of the data. This embedding in the frequency domain provides robustness to common signal processing operations and geometric transformations, provided the original image is available for registration. The watermarking technique uses the discrete cosine transform (DCT) and inserts the watermark into the lowest frequency DCT coefficients, representing the most perceptually significant regions. Experiments demonstrate the watermark is robust against scaling, cropping, and photocopying and scanning attacks.
Ultrasonography, also known as medical sonography, is an ultrasound-based diagnostic imaging technique that uses high-frequency sound waves to visualize internal organs and tissues. A transducer emits inaudible sound waves that bounce off tissues and organs to create real-time images, allowing physicians to evaluate size, structure, and lesions. Ultrasound is a relatively inexpensive and portable option compared to other imaging modalities like MRI and CT. It is commonly used to diagnose conditions of the heart, liver, kidneys and other organs but has limitations penetrating bone or air-filled areas. During pregnancy, ultrasound is valuable for determining gestational age, detecting multiples or abnormalities, and assessing fetal growth and positioning.
Radar uses radio waves to detect objects by transmitting pulses that bounce off objects and return to a receiving dish. The time it takes and the strength of the returned signal can reveal an object's distance, direction, speed and other characteristics. Radar was developed secretly before and during WWII and is used for applications like air traffic control, weather monitoring, military defense systems and more. It works on the same echo and Doppler shift principles as sound but uses radio waves which travel far and are easy to detect.
PET is a nuclear imaging technique that produces 3D images of functional processes in the body. It detects gamma rays emitted by a radioactive tracer introduced into the body. 3D images showing tracer concentration are constructed via computer analysis. PET scans are used to diagnose cancer, heart problems, and brain disorders by revealing organ size, shape, position and some functions. They can also show how far cancer has spread and poor blood flow areas in the heart. Preparation may involve fasting for 4-6 hours before the scan. The tracer is injected intravenously and patients must lie still during the scan while the PET detects signals from the tracer to create images for doctors to analyze.
Magnetic resonance imaging (MRI) is a medical imaging technique that uses strong magnetic fields and radio waves to produce detailed images of the internal structures of the body. MRI makes use of nuclear magnetic resonance to image the nuclei of atoms inside the body and can create more detailed images than X-rays. During an MRI scan, patients lie within an enclosed scanner and remain still while loud clicking noises occur as the scanner takes images, which can take 30 minutes to 1.5 hours to complete depending on the area scanned.
Infrared light is electromagnetic radiation that is invisible to the human eye but can be detected as heat. Infrared radiation is emitted from objects based on their temperature and makes up over half of the energy from the Sun that reaches Earth, playing a critical role in the climate. Infrared has wavelengths longer than visible light and is used in applications like night vision, temperature measurement, wireless communication, and energy efficiency in buildings.
An electron microscope uses a beam of electrons to illuminate a specimen and produce a magnified image. It has much higher resolving power than a light microscope due to electrons having a much shorter wavelength. The first electromagnetic lens for an electron microscope was developed in 1926, laying the foundation for the technology. Electron microscopes are now widely used in medical and materials research due to their ability to reveal ultrastructural details. They work by firing a beam of electrons through a specimen, and using electromagnetic lenses to magnify the resulting image.
A computed tomography (CT) scan uses X-rays and digital geometry processing to produce cross-sectional images of the inside of the body. During a CT scan, an X-ray tube rotates around the body and takes pictures from different angles, which are processed by a computer to generate 2D and 3D images of tissues and organs. CT scans can identify problems like traumatic injuries, tumors, and infections by creating detailed images of internal structures like the head, chest, abdomen, arms, and legs. Contrast material may sometimes be used to better visualize certain areas.
X-rays are a form of electromagnetic radiation that can penetrate materials and are used in medical imaging to see inside the body. Wilhelm Röntgen discovered X-rays in 1895 while experimenting with cathode ray tubes. He noticed a fluorescent screen glowing nearby even when covered, and realized the rays could pass through some materials but not others like bone. This allowed him to see the outline of bones in his hand, demonstrating their medical application. Today, X-rays are widely used in medicine, industry, and research due to their ability to penetrate soft tissue while being blocked by denser materials like bones and metals.
Astronomy is the study of celestial objects outside Earth's atmosphere using electromagnetic radiation. Spectroscopy analyzes the spectrum of light from astronomical objects to determine their properties like composition, temperature, and motion. Telescopes detect light beyond the visible spectrum and spectroscopy is used to identify chemicals in stars, planets, and galaxies. It has helped discover exoplanets and can reveal properties of distant astronomical objects without direct observation.
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
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
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their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
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.
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
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Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
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/
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. Parts
Book is divided in following parts
• “Managing the human resource”
• “The office environment”
• “The right people”
• “Growing productive teams”
• Team Formation
• “Son of peopleware”
2
www.confiz.com
4. o Both Tom DeMarco and Timothy Lister say that:
• The major problems of our work are not so much technological as
sociological in nature
o Why do managers manage as though technology were their
principal concern?
• Because it is easy
o Other reasons:
• Little management experience
• Schooled in how the job is done rather than how to manage the job
www.confiz.com
4
5. • Managing people as though they were modular components
• Where does it come from?
• Promoted to manager because we were good doers.
• Design into components with standard interface
www.confiz.com
5
6. Managing People – Survey
Results
• Survey results from 500 projects:
• 15% of the projects were cancelled, postponed or delivered
something that was never used
• 25% of the projects failed to complete
• No technological issue was found to explain the failure
• The reason for the failure:
• Politics
• The term “Politics” is often loosely used to mean people related
problems or social problems
www.confiz.com
6
7. Project failure
• Politics as a cause of failure
• Communication problems
• Staffing
• Motivation
• High turn over
www.confiz.com
7
8. Many of the issues were not
technological but sociological
• Managers agree that they have more people issues then
technology issues, but they do not manage that way.
• Interested more in the technical issues then the people issues
• Results from the training and education that the manager had in
his technical background.
www.confiz.com
8
9. The high tech illusion
• Are we in the high tech world?
• Concentrating on technical is easier then concentrating on
people
• Human interactions are complicated.
www.confiz.com
9
10. Fast food business model
• Remove the errors, make the machines (or people) run
as smooth as possible.
• Do not allow goofing off on the job
• Treat the people as interchangeable parts
• Optimize the steady state
• Standardize everything
• Don’t think, do everything by the book
www.confiz.com
10
11. Imagine!! You are a manager of
fast food franchise
Make
machines
(human) work
as smoothly as
possible!
12. Imagine!! You are a manager of
fast food franchise
Take hard line
about people
goofing off on
the job!
13. Imagine!! You are a manager of
fast food franchise
Treat workers as
interchangeable
pieces of the
machine!
14. Imagine!! You are a manager of
fast food franchise
Optimize the
steady-state!
15. Imagine!! You are a manager of
fast food franchise
Standardize
Procedure and
Eliminate
Experimentation
– Do everything
by the book!!!!
17. A Quote for Errors
• Making mistake is natural and healthy.
• Learn to throw away.
• Atmosphere that doesn’t allow error
makes people defensive.
• Encourage people to make some error,
that helps in learning process.
• Congratulate people on completing of
tasks.
18. Management: The bozo
definition
• Wrong Definition
• “Management is kicking ass”.
• Manager provide thinking, people underneath
just carry them out.
• Correct Version
• Boost people, make them active but let people
be creative, inventive, and thoughtful.
• Don’t be a Dracula to keep people working,
most of them love their work. Let them do it.
19. The People Store
• Don’t think people as parts of machine (a
part wear out you get a new one).
• Make sure work goes on whether the
individual stays or not.
• Every worker is unique, accept it.
• Uniqueness is what makes project chemistry
vital and effective.
• Don’t be threatened by individuality of
people.
20. Example…
• One of my clients bought a splendid employee into
a salary review and was just amazed that the
fellow wanted something more then money. He
wanted a stable internet connection at home.
• The company did!!
• In subsequent years it even built and furnished a
small home office for the fellow.
• Its unusual, a less perceptive manager would never
do something like that. They are threatened by
individuality.
21. A project in steady state is
dead
•Project will not work for ever. Its
suppose to end.
•Do not judge resources quantitatively.
•Understand the role of catalyst. A
person who can help a project to jell
is worth two people who just do
work.
22. Example
• “After watching her in class for a week and
talking to some of her co-workers, I came to the
conclusion that she was a superb catalyst. Teams
naturally jelled better when she was there. She
helped people communicate with each other
and get along. Project was more fun when she
was part of them. When I tried to explain this
idea to the manager, I was stuck out. He just
didn’t recognize the role of catalyst as essential
to a project.”
23. Give time to think!!
• Give time for brainstorming, investigating new
methods, reading, training, and just goofing off.
• Ask questions like “Ought this thing to be done
at all?”
• We are so busy Doing Something, Anything that
we spend ONLY 5% of our time on the combined
actives of planning, investigating, reading,
training, estimating, budgeting, scheduling,
allocating personnel.
24. Horrifying but true
•An average developer doesn’t
own a single book on the subject
of this or her work. And hasn’t
ever read one.
25. •What could be the after effects of
working as an IT Professional
overtime and overnight ???
27. Theories of Value
• The Spanish Theory, for one, held that only a fix of Value existed
on earth, and therefore the path to the accumulation of wealth
was to learn to extract it more efficiently from the soil or from
people's backs.
• The English Theory that the Value could be created through
ingenuity and technology.
• The Indians Theory that moved huge quantities of gold across
the ocean and all they got for their effort was enormous
inflation.
28. • “ Working Smarter ” and “Working Hard” stands for “
Employee should WORK HARDER and LONGER at the expense
of their lives
• You may please your manager by working HARD but your
home is telling a different story
29. • “But you know when the truth is told, that you can get what
you want or you can just get old. You’re going to kick off
before you even halfway through. When you realize … Vienna
waits for you ?
___”The stranger,” Billy Joel
30. There are No such Thing as
Overtime
• Undertime cancel out Overtime
• Overtime , working on Saturdays is not much beneficial
• Unpaid overtime is invisible in Manager list as Undertime is
invisible in employee timesheet
31. Workaholics
• Workaholics are those who will put in uncompensated
overtime and work extravagant hours under pressure and
other hand they are actually spoiling their personal lives
32. • Slow down, you’re doing fine, you can’t be
everything you want to be before your time.
Although it’s so romantic on the borderline tonight.
But when you realize… Vienna waits for you ?
• Reaction to above saying
Workaholic seek revenge and
just Quit without saying anything
• Workholism is an illness ; if you exploit them to the
hilt you will lose them
33. Productivity : Wining battles and Losing
Wars
• Organization tactics to improve Productivity :
- Pressurize people to put in more hours
- Mechanize the process of product development
- Compromise the quality of product
- Standardize procedures
• Excessive use of any of these measure can make work less
enjoyable and less satisfying and increase Turnover
34. • Organizations don’t keep statistics on turnover and non can
tell you what replacement of an experienced worker costs.
• Turnover is not nonexistent
or cost free
35. Reprise
• “During the past year, I did some consulting for a project that
was proceeding so smoothly that the project manager knew
she would deliver the product on schedule. She was
summoned in front of the management committee and
asked for a progress report. She said she could guarantee
that her product would be ready by the deadline of March 1,
exactly on time according to the original estimate. The upper
managers chewed over that piece of unexpected good news
and then called her in again the next day. Since she was on
time for March 1, they explained, they deadline had been
moved up to January 15. “
36. • Manager prefers to hopelessly impossible schedule to extract
more labor from workers
• People under time pressure don’t work better; they just
work faster and sacrifice product quality and their own job
satisfaction.
37. What is management’s
true role?
• A manager’s function is not to make people
work, but to make it possible for people to
work
www.confiz.com
37
38. Quality (if time permits)
• People have emotional binds to their products
• Managers risk product quality by setting
unreasonable deadlines.
• Is it a challenge?
• When time is running out, there will not be more
resources, more people, more tools, but the thing that
will be reduced will be quality.
• Problems will be pushed under the rug or put a side
for later fix
39. Quality (if time permits)
• How does the reduced quality affect the team members?
• Managers treat quality as another attribute of the product.
• The builders have the point of view that the outmost quality is
needed for their product.
40. • “The market doesn’t give a damn about that much quality”
• Quality increase productivity
• “Quality is free but only to those who are willing to pay heavily for it”
42. Does Parkinson’s Law apply to your
people?
• People that enjoy their work do not loaf around wasting the time
• If you run into this issue, perhaps you should look into reassigning
people to different tasks (or different companies)
43. • Organizational “busy work” tends to expand to fill the working day
• Forms
• Unneeded reports
• Etc…
44. There is no Silver bullet
FredBrooks–ThemythicalManMonth
• Pressure to improve productivity pushes managers to look
for a silver bullet, a magic solution that will increase
productivity and solve all of the problems.
45. The seven false hopes of software
management
• There is some new trick you’ve missed that could send productivity
soaring
• Other managers are getting gains of 100%, 200% or more
• Technology is moving so swiftly that you’re being passed by
• Changing languages will give you a huge gain
• Because of backlog you need to increase productivity immediately.
• You automate everything else, isn’t it time you automate away your
software development staff
• Your people will work better if you put them under a lot of pressure
46. “You never get anything done here
between 9 & 5”
• I come early to accomplish more then when people show up
• In one late evening I can accomplish more then 2 regular days
• Too many meetings to get anything done
47. Part 2 : The office environment
www.confiz.com
47
48. 48
Open Office Environment
• A policy of total default:
• Failure to address the issue by saying that the solution is
beyond human capability
• IBM Survey results for Ideal office configuration:
• 100 sq.ft. of dedicated space per worker
• 30 sq.ft. of work surface per worker
• Noise protection in the form of enclosed offices or six foot
high partitions
49. Office arrangement
• Windows
• Who sits next to the windows ?
• Offices
• Open space
•Bringing back the door
• Creative space
51. The Right People
• Get the right people
• Make them happy so they don’t want to leave
• Turn them loose
52. Finding the right people
• But what do you really know about the candidate?
• Have him bring examples
• Holding an audition – have the candidate prepare a presentation
about his prior projects.
53. 53
Hire Right People
• Jim Collins: “Good to Great”
• Get the right people on the bus and the wrong people off
the bus
• Good-to-great companies built a consistent system … They
hired self-disciplined people who didn’t need to be
managed, and then managed the system, not the people
54. 54
Hiring Process
• While hiring:
• Portfolios
• Aptitude test
• Holding an auditorium
• Don’t let human resources organization
dominate
55. Replacing people
• Hidden costs of turnover
• Short term view of employees
• Employee moral
• Structure is top heavy due to fast promotion
56. Keep employees happy
• What is the annual employee turnover in the organization
over the past few years?
• How much does it cost to replace a person?
57. Part 4 : Growing productive
Teams
www.confiz.com
57
58. 58
Productivity Factors
• Productivity factors were observed by conducting
coding war game with 600 developers from 92
companies
• Top performers were about 10 times faster the worst
performers
• Top performers were about 2.5 times faster than median
performers
• Best organizations worked 11.1 times faster than the worst
organization
59. 59
Productivity Factors [continued]
• Productivity non-factors:
• Language, years of experience, and salary
• Productivity factors:
• Work space, noise, privacy and interruptions
60. 60
Productivity Factors [continued]
• Coding war game performance results:
Environment of the Best and Worst Performers
In the Coding War Games
Environmental Factors
Those Who
Performed in
1st Quartile
Those Who
Performed in
4th Quartile
1. How much dedicated work
space do you have? 78 sq.ft. 48 sq.ft.
2. Is it acceptably quiet? 57 % yes 29 % yes
3. Is it acceptably private? 62 % yes 19 % yes
4. Can you silence your phone? 52% yes 10 % yes
5. Can you divert your calls? 76 % yes 19 % yes
6. Do people often interrupt you
needlessly? 38 % yes 76 % yes
61. How to kill a team
• Defensive management
• Bureaucracy
• Physical Separation
• Fragmentation of people’s time
• Quality reduction of the product
• Phony deadlines
• Clique control
63. Replacing people
• Obvious costs?
• 1 – 2 month salary to find a replacement (agency or in house
hiring team)
• Training
• Time period to make the employee productive
64. Open Management
• Let people do their job
• Give people the freedom to perform their job
65. 65
Brain Time Versus Body Time
• Typical developer work mode:
• Working alone: 30%
• Working with one other person: 50%
• Working with two or more people: 20%
66. 66
Brain Time Versus Body Time [continued]
• Flow:
• Takes around 15 minutes to enter
• Time passes without much notice
• Extremely productive
• Environment Factor = uninterrupted hours / body -
present hours
68. 68
Workspace Patterns
• The first pattern: Tailored workspace from a kit
• The second pattern: Windows
• The third pattern: Indoor and outdoor space
• The fourth pattern: Public space
69. 69
Objectives of Team Formation
• Team formation contributes towards:
• Goal alignment
• Diversity of skills, knowledge, abilities and experience
• Positive aspects of group dynamics
e.g. Increased creative flow
70. 70
Team Formation Stages
• Forming: Team members define goals, roles,
and direction of the team
• Storming: Team sets rules and decision-
making processes, often renegotiates
(argues) over team roles and responsibilities
• Norming: Procedures, standards, and criteria
are agreed upon
• Performing: The team begins to function as a
system
71. 71
Jelled Teams
• What is a jelled team?
• Group of people so closely knit that the whole is greater
than the sum of the parts
• Why do we want a jelled team?
• Once a team jells, the probability of success goes up
dramatically!
72. 72
Signs of a Jelled Team
• Work is fun
• Self-motivated
• Low-turnover
• Sense of pride
• High morale
• Sense of eliteness
• Sense of identity
• Joint ownership of the product
• Loyalty to the team and the team
environment
73. 73
Teamicide
• Defensive management - not trusting the team
• Bureaucracy - too much paperwork
• Physical separation of team members
• Fragmentation of people’s time – assign multiple
projects
• Quality reduction of the product
• Phony deadlines
• Clique control - splitting up teams
75. 75
Chemistry Building Strategy
• Make a cult of quality
• Provide lots of satisfying closure
• Build a sense of eliteness
• Allow and encourage heterogeneity
• Preserve and protect the successful
teams
• Provide strategic but not tactical
direction
76. 76
Presentation Topics
• Managing People
• Managing Thinking Workers
• Quality – If Time Permits
• Office Environment
• Hiring Right People
• Growing Productive Teams
• Jelled Teams
• Teamicide
• Chemistry for Team Formation
• Motivating People
• Quiz
78. 78
Motivating People - Salary
• A 10% salary increase
• Stock options and other long-term benefits
79. 79
Motivating People - Performance
Reviews
• Performance reviews are generally useful, if handled
objectively
• Performance reviews are often spaced too far apart
• New approach: “360” day reviews to assess employee’s
interactions with peers, customers, everyone around
him/her
80. 80
Motivating People - Rotation
• Eliminates unique roles where one person is a sole
living expert
• Works fine if turnover rate is low
81. 81
Motivating People - Training
• Offer training 1-2 days/year
• Best organizations offer 5-10 days/year
• Customize training to the real needs of the
job
• Suggestions:
• Accrue education days
• Give software professionals their own individual
“training budgets” at the beginning of each year,
and let them decide how, when, and where it will
be spent.
82. 82
Motivating People – Creative Ways
• Pilot projects
• War games
• Brainstorming sessions
• Trips, conferences, and retreats
• Study groups: Weekly meetings of
60-90 minutes to discuss technology
issues
• Tuition reimbursement plans
83. 83
Conclusion
• Managing people
• Manager’s role should be to make it possible for people to work
• Quality if time permits
• Management should incorporate quality in every phase of delivery
• Office environment
• Management should ensure that the work environment is conducive
enough to focus while working
• Hiring right people
• Management should ensure that the right people are hired through
proper interview methods
84. 84
Conclusion [continued]
• Growing productive teams
• Management should preserve and protect jelled teams
• Management should avoid teamicide
• Motivating people
• Management should take creative steps to keep people motivated
and a few things to consider are:
• Provide “360” day performance reviews
• Increase the pay scale and give promotions
• Encourage fun filled trips, retreats and conferences
• Provide training
• Provide job rotation