A talk about Company Culture, Software, People, Lean Thinking, Agile Software.
This is the Powerpoint for a talk I gave at Tech2020, in Oak Ridge, Tennessee in June, 2012.
Crash course - managing software people and teams (engineering leadership sig...Ron Lichty
Ā
Crash Course: Managing Software People and Teams (Engineering Leadership SIG of SVForum, 11.12), a talk by Ron Lichty, co-author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams.
"We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.
This talk outlines a number of the lessons and principals I have learned in my 5 years with Sauce Labs and experiencing its growth and success from a development and management perspective.
This document provides advice on building and managing a startup team. It discusses that startups solve new problems by applying new technologies in a fast-changing environment. The right metaphor is being a kayak on the ocean rather than "going heads down." The ecosystem includes many people who don't care if you succeed. The author recommends finding exemplar companies in analogous situations to determine optimal team size and structure. When hiring, prioritize culture fit, intelligence, and a track record of success over specific skills. Constantly communicate goals and hold people accountable for milestones. Turnover is normal, as retaining over 85% of a startup team year-over-year is unheard of.
The document provides guidance on pitching startups effectively. It discusses the three fundamental pillars of an effective pitch: the contents, order, and design. It recommends beginning with a one minute elevator pitch describing the problem, solution, audience and unique approach. The pitch should tell a story and demonstrate the solution through a demo. Timing is critical, aiming to take less time than expected. Body language and practicing are emphasized to improve delivery and confidence.
Product talk good sw mgmt 11.13.12 (startup product meetup)Ron Lichty
Ā
Good software management:
ā How to recognize it when you see it
ā How to encourage it
ā How to encourage senior management to encourage it
ā How to collaborate with it effectively
10 questions: Global Product Mgmt Talks: 10 questions to stimulate thinking (& enable Socratic discussion):
What does good software development management look like?
How do good programming managers motivate their teams?
What are programming managers bedeviled by?
How are programming managers tormented by product managers?
What are the forces that cause discord between product and software development managers?
What can be done about feature creep and late changing requirements?
Why do so many parts of organizations expect feature requirements to change but not delivery schedules?
What part of ācheap, fast, good ā pick any twoā isnāt clear?
What are objectives shared between programming managers and product managers that could encourage collaboration?
What would happen ifĀ programming managers and product managers formed mutual admiration societies with each other?
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.
Lecture on Innovation at Startups at ESADEMichael Wolfe
Ā
1) Michael Wolfe discusses how he and his co-founders validated the idea for their B2B startup that developed data loss prevention software. They conducted customer interviews to understand problems and gain feedback on prototypes, learning that large regulated companies cared most about preventing loss of consumer data.
2) Based on this validation, they focused their minimum viable product on blocking outbound email of consumer data for large customers. Their first customer was Bank of America.
3) The startup continued learning customer needs through further development and interviews. This allowed them to expand their product capabilities and customer base, growing revenue from $500K to $50M in just a few years before potentially exiting.
This document discusses outsourcing software development. It covers reasons for and against outsourcing, choosing an outsourcing partner, and making outsourcing work effectively. Key considerations include technical ability, communication challenges, cultural differences, and unclear expectations. While outsourcing provides access to talent and flexibility, the author notes it is difficult and risks remain. Regular communication, knowledge sharing, clear processes, and addressing challenges are important to make outsourcing successful.
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.
This document summarizes information from Launch League, an organization that aims to build a strong startup community in Akron, Ohio. Launch League is run by founders for founders, with the goal of transforming Akron's economy by supporting its tech, design, and business sectors. It provides microcommunities for founders through groups on topics like front-end development, startup operations, and marketing. The front-end development community seeks to inclusively educate people interested in front-end skills. It communicates through Slack and encourages connections between members by introducing themselves. Organizers are also needed, as are speakers and sponsors to help the community grow.
Michael de la Maza gave a presentation on using kanban. He began with an overview of his background and credentials in agile coaching. He then discussed how corporations can become too complicated for humans to understand, and introduced kanban as a way to make companies more effective by making processes simpler and more visual. The presentation covered the history and principles of kanban, how to create an initial kanban board with states and workflows, and examples of electronic and physical kanban boards in use. It concluded with a survey on attendees' plans to implement kanban boards.
The document summarizes the BÄhance 99% Conference that took place in May 2012. It provides summaries of talks given by various speakers on topics related to design, creativity, innovation, and entrepreneurship. Key points emphasized include the importance of prototyping, testing ideas early, embracing failure, and focusing on execution over just idea generation. Overall, the conference seemed to aim to provide inspiration and practical advice for shifting the focus from coming up with ideas to implementing and developing them.
This document discusses improving the design of PowerPoint. It advocates designing for users rather than designers, hiring engineers with design skills, and making decisions based on metrics. Design should focus on how a product works rather than just aesthetics. The goal is to shrink the gap between what a product does and the reasons it exists.
Agile Toronto 2016: What do you mean when you say "leadership"?Jason Yip
Ā
The word leadership can trick us into believing that we are talking about the same thing when are actually not. This presentation explores different leadership accountabilities and how they might manifest in different roles. I also describe different patterns of how this might play out using a couple specific examples from ThoughtWorks and Spotify.
Crash Course: Managing Software People and Teams (IEEE, 4.4.13)Ron Lichty
Ā
This document provides an overview of managing people and teams in software development. It discusses best practices for managing down, motivating employees, recruiting, handling problem employees, shielding teams, managing upwards and outwards, establishing culture, communicating, and the reasons for managing. Key points include measuring twice before cutting, life being simpler when plowing around stumps, adding people to late projects makes them later, behaviors being more important than what is measured, and slack being critical for throughput. The document emphasizes communication, culture, and priorities for managing software teams.
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.
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
infoShare 2013: Wojciech Seliga - Kariera software developera na poważnie.Infoshare
Ā
The document discusses career development as a software developer. It covers various topics such as choosing an attractive company based on its culture, products, opportunities for growth, colleagues, location and technology. It also discusses job titles, the difference between developer and manager roles, qualities of senior developers, the importance of colleagues, and when to change jobs. The document provides advice to take control of one's own career and not let accidents drive life decisions.
This document summarizes a panel discussion on success through agility. The panelists discussed how agility allows companies to adapt to changing demands and environments. They emphasized having a culture of collaboration, transparency, and empowerment. Continuous learning, thinking beyond rules, and leadership support of innovation at all levels also helps organizations act with agility. The panel concluded that most companies would benefit from cultivating a culture that enables flexibility and rapid adaptation.
This document provides an overview of Agile software development. It begins by defining Agile as a project management process that encourages frequent inspection and adaptation. It then discusses some common Agile practices like Scrum and eXtreme Programming. The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change. Finally, it provides advice for different roles on how Agile can benefit them and their work.
This document provides an overview of DevOps. It begins with definitions of DevOps, noting that it is a cultural and professional movement, not a new role or team. It discusses how DevOps aims to break down barriers between development and operations teams to improve collaboration. The document outlines some common DevOps practices like automating infrastructure, implementing continuous delivery, measuring metrics, and encouraging sharing of knowledge. It provides examples of how organizations have benefited from DevOps approaches like faster delivery and more stable systems. Overall, the summary emphasizes that DevOps is focused on changing culture and ways of working, not just tools or processes.
Devops is not a new concept, but rather a growing movement that aims to break down barriers between development and operations teams. It promotes automating processes, measuring outcomes, and sharing knowledge across teams. The goals are to speed up delivery of features, improve reliability and safety, and make customers, developers and operations staff happier. Central to devops is adopting a culture of collaboration between teams through practices like continuous integration, infrastructure automation, and enabling fast and reliable software deployments.
Devops, The future is here, it's just not evenly distributedKris Buytaert
Ā
Devops aims to break down barriers between development and operations teams through principles like continuous integration, automation, shared infrastructure access, and cross-functional teams. It advocates automating processes from building to deploying to testing in order to enable continuous delivery of new features in a secure and reliable manner. This helps improve communication between teams and allows organizations to get features to users faster while increasing stability, security, and customer satisfaction. Achieving devops culture and practices requires patience, improving collaboration, building trust between teams, and automating as many processes as possible.
This document discusses accessibility initiatives within an enterprise. It covers three main topics: [1] Winning the business case for accessibility by understanding business objectives and championing the initiative; [2] Developing accessibility policies and processes through standards, stakeholder buy-in and integrating accessibility into product lifecycles; and [3] Training and testing through user-centered design, disability inclusion and continuous improvement.
Devops aims to break down barriers between development and operations teams through cultural and technical changes. This includes adopting continuous delivery practices like automating infrastructure, implementing monitoring, and integrating development and operations workflows. Devops also emphasizes collaboration between teams through standardizing environments, sharing code and experiences, and measuring both successes and failures. The goal is to build trust between teams and allow for more frequent and reliable deployments through cultural alignment and automation.
Devops is about culture, not tools. It involves building cross-functional teams that share goals of helping the business by improving communication, trust, and automation. This allows features to be released more quickly, reliably, and securely by breaking down barriers between previously separate functions like development and operations. The document discusses how devops aims to continuously improve systems through measuring outcomes and eliminating fear and slogans in favor of leadership.
Revolutionise your team through lean and agile thinkingEduardo Nofuentes
Ā
This is the pack used by Eduardo Nofuentes during his talk on Thursday 21st of June 2018 about using Lean and Agile to transform Contact Centres and Sales Teams in Sydney and organised by Smart Recruitment.
Adopting Devops , Stories from the trenchesKris Buytaert
Ā
As presented at Baltic Devops in Talllinn ,
Starting with devops is either the most trivial, or the hardest thing to do.
This talk will teach you a number of tricks on how to make life easier for your team. How to work together with your management and how to convince them devops is a relevant thing
This document provides advice on developing an effective DevOps strategy. It emphasizes that DevOps goals should focus on improving business outcomes like faster delivery and reducing outages, rather than being technology-focused. An effective strategy considers tools, people, and culture, priorities existing work, supports experimentation, and measures progress towards goals. Automating routine tasks can free up time for employees to focus on higher value work. While technology is important, a DevOps strategy requires cultural changes that take time and can't be built with contractors alone. Celebrating improvements can help build an supportive culture for ongoing changes.
Development Doesn't Stop at the Last CommitKris Buytaert
Ā
This document discusses the DevOps movement and its key principles. DevOps aims to break down barriers between development and operations teams through cultural and technical changes like automating infrastructure, implementing continuous integration and delivery, and bringing metrics and monitoring practices from development into production environments. The speaker advocates for cross-functional teams, automation of all processes, and using infrastructure as code to enable faster delivery of features while maintaining reliability and security.
Lean Startup talk at Business Bootcamp, BrunelDaniel Tenner
Ā
The document provides an overview of the Lean Startup methodology. It emphasizes that Lean Startup is not a silver bullet, substitute for experience, or complete tool. The Lean Startup approach involves building minimum viable products to test assumptions and learn quickly through experimentation and metrics focused on customer engagement and business growth. Pivots are recommended when assumptions are invalidated to rework the business model based on learnings. The goal is to minimize waste through iterative testing and improvement.
The document discusses reasons why companies and organizations should hire consultants. It states that consultants can provide specialized expertise to solve existing problems, draw from experience solving similar problems for other clients, and provide an outside perspective. Consultants act as a catalyst for change without worrying about internal politics. The document also provides examples of the consultant's experience in various fields like packaging, printing, product design, engineering, electronics, research, training and cost-saving solutions for clients.
Lean Startup: It's Not Just Technology, Lives are at StakeKen Power
Ā
This is the slide deck from my keynote talk at the first Serbian ICT conference on Technology and Entrepreneurship, held Thursday November 22, 2012 in Belgrade.
For more notes, please see my corresponding Blog entry at http://systemagility.com/2012/11/22/lean-startup-and-lives/
I would love to hear your thoughts and feedback.
Leo Tech is a technology consulting firm that focuses on helping clients solve problems through technology. They structure their business around four pillars - having the right people, creating the right environment, using lean methodology, and having in-depth knowledge. Some key aspects of their approach include focusing on the strengths of each employee, creating a supportive and innovative culture, adopting agile development practices like Scrum and continuous delivery, and thoroughly understanding client needs through techniques like persona mapping and storyboarding. Their goal is to encourage creativity, produce relevant solutions, understand client needs, and inspire innovation.
This document provides an overview of practical scrum. It discusses the three scrum roles of product owner, scrum master, and team. It also describes the four scrum ceremonies and three artifacts. Key principles of scrum include self-organizing teams, empirical process, and delivering working software frequently. The document contrasts command-and-control with self-management and explains how the manager's role changes in an agile environment.
This document discusses three key challenges to scaling agile adoption: distributed teams, hybrid projects, and scaling agile in general. It provides advice on overcoming these challenges, including establishing clear communication for distributed teams, creating a hybrid project management office to manage both agile and non-agile teams, and ensuring the right organizational culture and support is in place for large-scale agile transformation. Polls are included to gauge attendees' experience with these topics.
The document provides an introduction to Agile project management. It discusses key concepts like Scrum, an Agile methodology. Scrum uses short "sprints" to incrementally deliver working software. Meetings like daily stand-ups and sprint planning and retrospectives help coordinate work. The roles of product owner, Scrum master, and self-organizing cross-functional teams are also outlined. The document emphasizes delivering value to customers through iterative development and continuous improvement.
The Three Pillars of Continuous Delivery - Boston Continuous Delivery EventXebiaLabs
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The document discusses the three pillars of continuous delivery: culture, practices, and tooling. It argues that culture is expressed through practices, which are carried out using tooling. However, many organizations initially focus on tooling and practices before establishing a supportive culture. The document recommends starting with easily implementable tooling to demonstrate quick wins, and then focusing on developing practices and culture over time to sustain continuous delivery efforts.
Similar to Money, Process, and Culture- Tech 20/20 June, 2012 (20)
Major Outages in Major Enterprises Payara ConferenceTier1 app
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In this session, we will be discussing major outages that happened in major enterprises. We will analyse the actual thread dumps, heap dumps, GC logs, and other artifacts captured at the time of the problem. After this session, troubleshooting CPU spikes, OutOfMemoryError, response time degradations, network connectivity issues, and application unresponsiveness may not stump you.
Ansys Mechanical enables you to solve complex structural engineering problems and make better, faster design decisions. With the finite element analysis (FEA) solvers available in the suite, you can customize and automate solutions for your structural mechanics problems and parameterize them to analyze multiple design scenarios. Ansys Mechanical is a dynamic tool that has a complete range of analysis tools.
What is OCR Technology and How to Extract Text from Any Image for FreeTwisterTools
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Discover the fascinating world of Optical Character Recognition (OCR) technology with our comprehensive presentation. Learn how OCR converts various types of documents, such as scanned paper documents, PDFs, or images captured by a digital camera, into editable and searchable data. Dive into the history, modern applications, and future trends of OCR technology. Get step-by-step instructions on how to extract text from any image online for free using a simple tool, along with best practices for OCR image preparation. Ideal for professionals, students, and tech enthusiasts looking to harness the power of OCR.
COMPSAC 2024 D&I Panel: Charting a Course for Equity: Strategies for Overcomi...Hironori Washizaki
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Hironori Washizaki, "Charting a Course for Equity: Strategies for Overcoming Challenges and Promoting Inclusion in the Metaverse", IEEE COMPSAC 2024 D&I Panel, 2024.
In this session, we explored how the cbfs module empowers developers to abstract and manage file systems seamlessly across their lifecycle. From local development to S3 deployment and customized media providers requiring authentication, cbfs offers flexible solutions. We discussed how cbfs simplifies file handling with enhanced workflow efficiency compared to native methods, along with practical tips to accelerate complex file operations in your projects.
YouTube SEO Mastery ......................islamiato717
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### Introduction
#### The Importance of YouTube SEO
In the digital age, video content has emerged as a dominant force, capturing the attention of billions of people worldwide. YouTube, the second largest search engine after Google, plays a crucial role in this landscape. With over 2 billion logged-in monthly users and more than a billion hours of video watched each day, YouTube is a platform of immense potential for content creators, businesses, and influencers alike.
However, simply uploading videos isn't enough to harness this potential. To stand out amidst the vast sea of content, your videos must be discoverable. This is where YouTube SEO (Search Engine Optimization) comes into play. YouTube SEO is the practice of optimizing your videos, playlists, and channel to rank higher in YouTube's search results, thereby increasing visibility and attracting more viewers.
Understanding and implementing YouTube SEO is not just about getting more views; it's about reaching the right audience. By ensuring your content appears in relevant searches, you can connect with viewers who are genuinely interested in your message, products, or services. This targeted approach can lead to higher engagement, more subscribers, and ultimately, greater success on the platform.
#### Why SEO Matters for YouTube
Search Engine Optimization (SEO) has long been a critical component of online success, predominantly associated with websites and Google searches. However, its principles are equally vital for video content. YouTubeās algorithm considers various factors when ranking videos, including relevance, engagement, watch time, and click-through rate (CTR). By understanding and leveraging these factors, you can improve your video's position in search results and recommended lists.
High-ranking videos are more likely to be seen, clicked on, and watched. This visibility not only boosts your immediate views but also contributes to long-term growth. As your channel gains traction, the algorithm rewards you with more exposure, creating a positive feedback loop that can propel you to new heights.
#### The Impact of High-Ranking Videos on Business and Personal Brands
For businesses, a well-executed YouTube SEO strategy can drive traffic to your website, increase product awareness, and enhance customer engagement. Video content allows you to showcase products, provide tutorials, and share customer testimonials in a compelling and easily digestible format. High-ranking videos can lead to higher conversion rates and ultimately, more sales.
For personal brands and influencers, visibility on YouTube translates to greater influence and authority within your niche. It opens up opportunities for sponsorships, collaborations, and monetization. As you build a loyal audience, you can leverage this platform to expand your reach and establish yourself as a thought leader.
#### Overview of YouTube SEO
This book is designed to be a comprehensive guide to mastering YouTube SEO. We will
Break data silos with real-time connectivity using Confluent Cloud Connectorsconfluent
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Connectors integrate Apache KafkaĀ® with external data systems, enabling you to move away from a brittle spaghetti architecture to one that is more streamlined, secure, and future-proof. However, if your team still spends multiple dev cycles building and managing connectors using just open source Kafka Connect, itās time to consider a faster and cost-effective alternative.
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Join me for an insightful journey into task scheduling within the ColdBox framework. In this session, we explored how to effortlessly create and manage scheduled tasks directly in your code, enhancing control and efficiency in applications and modules. Attendees experienced a user-friendly dashboard for seamless task management and monitoring. Whether you're experienced with ColdBox or new to it, this session provided practical knowledge and tips to streamline your development workflow.
Explore the latest in ColdBox Debugger v4.2.0, featuring the Hyper Collector for HTTP/S request tracking, Lucee SQL Collector for query profiling, and Heap Dump Support for memory leak debugging. Enhancements like the revamped Request Dock and improved SQL/JSON formatting streamline debugging for optimal ColdBox application performance and stability. Ideal for developers familiar with ColdBox, this session focuses on leveraging advanced debugging tools to enhance development efficiency.
2. Adrian CarrAdrian Carr
ā¢Iām a Software Developer with a passion for efficiency.Iām a Software Developer with a passion for efficiency.
ā¢Experience as a business analyst, project manager.Experience as a business analyst, project manager.
ā¢Scrum Product Owner and Scrum MasterScrum Product Owner and Scrum Master
ā¢Director of Software DevelopmentDirector of Software Development
ā¢Founder and Organizer of Agile KnoxvilleFounder and Organizer of Agile Knoxville
(http://agileknoxville.com)(http://agileknoxville.com)
3. Why am I here?Why am I here?
ā¢I'm not trying to sell you anything.I'm not trying to sell you anything.
ā¢I want to see local businesses be successful.I want to see local businesses be successful.
ā¢ I also want to see people enjoying their jobs andI also want to see people enjoying their jobs and
their lives.their lives.
5. I travel to L.A. forI travel to L.A. for
installā¦installā¦
6. 2011ā¦2011ā¦
ā¢Iām working in KnoxvilleIām working in Knoxville
ā¢ Offered the job of leading the developmentOffered the job of leading the development
team at Voices Heard Media.team at Voices Heard Media.
-Run it however you wantā¦-Run it however you wantā¦
7. I travel to L.A. againā¦I travel to L.A. againā¦
Example of chat app to Disney- five days early, in production, no
major bugs
Response from Disney project manager
āYou guys are setting the standardā
That was normal for us. And we usually had fun doing it. And it
wasnāt that difficult after a while.
Both of these, we took business and $$ from other companies who
couldn't move as fast and weren't as responsive.
8. Step One:Step One:
ā¢ Start with more frequent releases (reduceStart with more frequent releases (reduce
batch size)batch size)
ā Reduced cycle timeReduced cycle time
ā Faster feedbackFaster feedback
ā Greater ability to respond to changesGreater ability to respond to changes
ā Increased efficiencyIncreased efficiency
ā Greater sense of urgencyGreater sense of urgency
ā Defects don't build up unnoticedDefects don't build up unnoticed
9. Step Two:Step Two:
ā¢ Agile practices.Agile practices.
ā Small cross-functional teamsSmall cross-functional teams
ā Frequent deliveryFrequent delivery
ā Small batch sizesSmall batch sizes
ā Daily standup meetingsDaily standup meetings
ā Demos and planning meetings every 2-4Demos and planning meetings every 2-4
weeksweeks
10. The Agile ManifestoThe Agile Manifesto
ā¢ Individuals and interactionsIndividuals and interactions over processesover processes
and toolsand tools
ā¢ Working softwareWorking software over comprehensiveover comprehensive
documentationdocumentation
ā¢ Customer collaborationCustomer collaboration over contractover contract
negotiationnegotiation
ā¢ Responding to changeResponding to change over following a planover following a plan
That is, while there is value in the items onThat is, while there is value in the items on
the right, we value the items on the left morethe right, we value the items on the left more..
11. Principles behind the Agile ManifestoPrinciples behind the Agile Manifesto
ā¢ Our highest priority is to satisfy the customerOur highest priority is to satisfy the customer
through early and continuous delivery ofthrough early and continuous delivery of
valuable software.valuable software.
ā¢ Welcome changing requirements, even late inWelcome changing requirements, even late in
development. Agile processes harness changedevelopment. Agile processes harness change
for the customer's competitive advantage.for the customer's competitive advantage.
ā¢ Deliver working software frequently, from aDeliver working software frequently, from a
couple of weeks to a couple of months, with acouple of weeks to a couple of months, with a
preference to the shorter timescale.preference to the shorter timescale.
12. ā¢ Build projects around motivatedBuild projects around motivated
individuals. Give them the environmentindividuals. Give them the environment
and support they need, and trust them toand support they need, and trust them to
get the job done.get the job done.
ā¢ The most efficient and effective method ofThe most efficient and effective method of
conveying information to and within aconveying information to and within a
development team is face-to-facedevelopment team is face-to-face
conversation.conversation.
ā¢ Working software is the primary measureWorking software is the primary measure
of progress.of progress.
13. ā¢ Continuous attention to technical excellenceContinuous attention to technical excellence
and good design enhances agility.and good design enhances agility.
ā¢ Simplicity--the art of maximizing the amountSimplicity--the art of maximizing the amount
of work not done--is essential.of work not done--is essential.
ā¢ The best architectures, requirements, andThe best architectures, requirements, and
designs emerge from self-organizing teams.designs emerge from self-organizing teams.
ā¢ At regular intervals, the team reflects on howAt regular intervals, the team reflects on how
to become more effective, then tunes andto become more effective, then tunes and
adjusts its behavior accordingly.adjusts its behavior accordingly.
http://agilemanifesto.org/http://agilemanifesto.org/
14. Warning:Warning:
ā¢ Partially agile isnāt very agile.Partially agile isnāt very agile.
ā¢ Agile practices without the principles willAgile practices without the principles will
only give marginal benefits.only give marginal benefits.
ā¢ A few lean concepts can make anA few lean concepts can make an
amazing difference.amazing difference.
ā¢ After a lot of study on this, Iāve come toAfter a lot of study on this, Iāve come to
believe that this wonāt happen withoutbelieve that this wonāt happen without
systemic cultural changes.systemic cultural changes.
15. Lean ThinkingLean Thinking
ā¢ The core idea is to maximizeĀ The core idea is to maximizeĀ valuevalueĀ whileĀ while
minimizing waste. Simply, lean meansminimizing waste. Simply, lean means
creating more value with fewer resources.creating more value with fewer resources.
http://lean.orghttp://lean.org
16. ā¢ Eliminating waste creates processes thatEliminating waste creates processes that
need less human effort, less space, lessneed less human effort, less space, less
capital, and less time to make products andcapital, and less time to make products and
services at far less costs and with muchservices at far less costs and with much
fewer defects, compared with traditionalfewer defects, compared with traditional
business systems.business systems.
http://lean.orghttp://lean.org
18. Lean Cultural ChangesLean Cultural Changes
ā¢ Culture of problem solvingCulture of problem solving
ā Problems shouldn't carry blame, or they willProblems shouldn't carry blame, or they will
be suppressed, and you can't solve them.be suppressed, and you can't solve them.
ā Stop going around them and solve themStop going around them and solve them
insteadinstead
ā¢ The fact that we know more today, and are more capable today,The fact that we know more today, and are more capable today,
is good news about today, not bad news about yesterday.is good news about today, not bad news about yesterday. RonRon
JeffriesJeffries
ā¢ A manager at an auto plant that used to be a manager in aA manager at an auto plant that used to be a manager in a
Toyota plant:Toyota plant: āWhen I was a manager at the Toyota plant, I hadāWhen I was a manager at the Toyota plant, I had
2000 problem solvers working in āthe plant. Now I have 10. How2000 problem solvers working in āthe plant. Now I have 10. How
am I going to compete?āam I going to compete?ā From āLeading Lean DevelopmentāFrom āLeading Lean Developmentā
19. Lean Cultural ChangesLean Cultural Changes
ā¢ Continuous improvementContinuous improvement
ā¢ Who is responsible for quality at yourWho is responsible for quality at your
company?company?
ā¢ ExpectExpect employees to look for waste andemployees to look for waste and
ways to eliminate it.ways to eliminate it.
20. Lean Cultural ChangesLean Cultural Changes
ā¢ āāStop the lineā cultureStop the lineā culture
ā¢ This can be painful at first, but yields greatThis can be painful at first, but yields great
results.results.
21. Lean Cultural ChangesLean Cultural Changes
ā¢ 5 Whys5 Whys
ā Powerful tool. To get to root cause.Powerful tool. To get to root cause.
ā Avoid trap of turning into 5 BlamesAvoid trap of turning into 5 Blames
ā¢ Try to keep it simple. Donāt try to solve aTry to keep it simple. Donāt try to solve a
massive, multi-faceted problem with this.massive, multi-faceted problem with this.
22. Be PreparedBe Prepared
ā¢ This will probably be hard, and willThis will probably be hard, and will
probably cause some clashes.probably cause some clashes.
ā¢ It will expose things that some peopleIt will expose things that some people
(including you) hold dear.(including you) hold dear.
ā¢ This is where your company culture getsThis is where your company culture gets
really important. Some people wonāt fit thisreally important. Some people wonāt fit this
24. What values and behaviors are rewarded at your company?
Is it ok to lie to make a sale?
(Slide borrowed from Netflix)
25. How do you create a greatHow do you create a great
culture?culture?
ā¢ Reward the values that matter.Reward the values that matter.
ā¢ Eliminate waste and make your employeeāsEliminate waste and make your employeeās
jobs easierjobs easier
ā¢ Encourage employees to ask why and lookEncourage employees to ask why and look
for better ways of doing things.for better ways of doing things.
ā¢ Care about people.Care about people.
ā¢ Be a coach, not a policemanBe a coach, not a policeman
26. A Few ResourcesA Few Resources
ā¢ Leading Lean DevelopmentLeading Lean Development By Mary andBy Mary and
Tom PoppendieckTom Poppendieck
ā¢ The Lean StartupThe Lean Startup By Eric ReisBy Eric Reis
ā¢ http://lean.orghttp://lean.org
ā¢ http://agileknoxville.comhttp://agileknoxville.com
First, I want to thank you all for being here. You had other options, and you chose to be here.
Iāve held a lot of different roles, so I have a unique perspective. Most of my professional career has been in software development, so thatās the emphasis of this talk, but a lot of this will apply to any business. This is what worked for me.
-The rising tide floats all boats. I don't want one without the other, and I donāt believe these have to be mutually exclusive.
Iām a Jr programmer working at Alltel Information Services/Fidelity Business analysts, project managers, Gantt charts, lots of plans. -Carefully planned project, with two phases of about a year each. I assume that this is the best way to handle software projects.
-Epiphany when an end user said āThis wonāt work.ā
Example of chat app to Disney- five days early, in production, no major bugs Response from Disney project manager ā You guys are setting the standardā That was normal for us. And we usually had fun doing it. And it wasnāt that difficult after a while. Both of these, we took business and $$ from other companies who couldn't move as fast and weren't as responsive.
Some people will say itās too hard, or too much work. Do it more often. Automate it if possible.
There are practices, and there are principles -Small cross-functional teams -Frequent delivery -Small batch sizes -Daily standup meetings -Demos and planning meetings every 2-4 weeks
Our highest priority is not to āfollow a planā
When decisions are made, these principles should be the decider.
Not one department, or optimize by department. Examples: -Sales process at VHM -Support processes Be careful what you measure
Expose and welcome problems "That's not my job" ā A serious warning sign that you donāt have the right culture.
Hint: It should be everyone .
You may find that some people simply donāt fit this culture. They may be on the wrong bus. Have compassion.
Sounds good right?
Amblerās question about status reports They have to trust you, and know it's not a waste of their time.