Technical Excellence: Why does it not stick even now?
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Transcript of Technical Excellence: Why does it not stick even now?
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Technical Excellence: Why does it not stick even now?
Antti Kirjavainen @anttiki
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Test Coverage Policy: The Idea
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Test Coverage Policy: The Idea
>60% Unit Test Coverage
Regular reports
Quality
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Test Coverage Policy: The Reality
>60% Unit Test Coverage
Regular reports
Lots of tests doing
nothing but adding % of test coverage
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Technical Excellence
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Continuous attention to technical excellence and good design enhances agility.
Technical Excellence
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quality code, sound architecture, good test automation and coverage, continuous integration and continuous deployment.
Examples of Technical Excellence
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Emphasis on Flow over Batches
Photo by Daniele Zedda
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Emphasis on Flow over Batches
Photo by Daniele Zedda Infographic from People10
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building it right
to
maximize delivery potential
Technical Excellence
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Why don’t we have it, then?
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Alert
Alert!
Your organizationmight be suffering from a
Legacy mindset.Photo by Jeremiah Owyang
ProcessesAndpolicies
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Test Coverage Policy: The Idea
>60% Unit Test Coverage
Regular reports
Quality
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Test Coverage Policy: The Reality
>60% Unit Test Coverage
Regular reports
Lots of tests doing
nothing but adding % of test coverage
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Alert
Alert!
Your organizationmight be suffering from a
Legacy mindset.
Contract clauses
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Contract with a Warranty Period
Development
Acceptance Testing
Support, warranty period
6 months
We’ll fix all the defects for free during these periods!We’ll fix all the defects for free during these periods!
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Contract with a Warranty Period
Development
Acceptance Testing
Support, warranty period
6 months
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Prioritization by Business value
High risk, low
value
High risk, High value
Low risk, low
value
Low risk, high value
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Example from Real Life: The Plan
Product Backlog
Feature 1
Feature 2
Feature 3
Feature 4
Feature 5
Feature 6
15
mon
ths
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Example from Real Life: The Reality
Product Backlog
Architectural feature I
Feature 1
Feature 2
Architectural feature II
Feature 3
Feature 4
Feature 5
Feature 6
12
mon
ths
to g
o
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Example from Real Life: The Decision
Product Backlog
Architectural feature I
Feature 1
Feature 2
Feature 3
Feature 4
Feature 5
Feature 6
Arch
itectu
ral featu
re II
Duct tape & chewing gum solutions
6 m
on
ths
to
go
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Example from Real Life: The Effects
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Old approaches do not solve the problem
Processes and policies
Business value prioritization
Contract clauses
High risk, low
value
High risk, High value
Low risk, low
value
Low risk, high value
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Why?
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Traditional Management Paradigm:Extrinsic motivation
Desire to achieve goal GReward result RAssume R leads to G
Problems with non-linear effects
From Management 3.0 by Jurgen Appelo
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Non-linear effects in SW dev
We are here
From Management 3.0 by Jurgen Appelo
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What is needed instead?
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New Management Paradigm:Intrinsic motivation
Desire to achieve goal GWhere G is its own reward
No non-linear effects
From Management 3.0 by Jurgen Appelo
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Nurturing Technical Excellence
Photo by D Sharon Pruitt
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Emphasis on Flow over Batches
Photo by Daniele Zedda Infographic from People10
Understanding
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Skills
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Autonomy
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MotivationUnderstandingSkillsAutonomyDiscipline
Requires
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How can devs support that?
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Managers, Business and Developers
Trust enables
Autonomy
Managers
Business
Developers
Developers can bring
Skills
+Understanding
+Discipline
Shared
Motivation
Understanding
Discipline
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Motivation for Managers, Business?
Trust enables
Autonomy
Managers
Business
Developers
Developers can bring
Skills
+Understanding
+Discipline
Shared
Motivation
Understanding
Discipline
?
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What’s in it for me?
Manager
Business
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Example from Real Life: Legacy How-To
Product Backlog
Architectural feature I
Feature 1
Feature 2
Feature 3
Feature 4
Feature 5
Feature 6
Arch
itectu
ral featu
re II
Duct tape & chewing gum solutions
6 m
on
ths
to
go
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Example from Real Life: The Effects
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Your cautionary story?
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How to build trust?
Trust enables
Autonomy
Managers
Business
Developers
Developers can bring
Skills
+Understanding
+Discipline
Shared
Motivation
Understanding
Discipline
?
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Who should define indicators / metrics?
DevelopersBusiness
IT / architectsManagers
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Test Coverage Policy
>60% Unit Test Coverage
Regular reports
Lots of tests doing
nothing but adding % of test coverage
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What would the Experts choose instead?
Leading Indicators
Lagging Indicators
Technical Quality
Sound Architecture
Developers
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Micromanagement by the teamMike Cohn
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What to do if there’s no trust?
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Do not be an order-taker!
Product Backlog
Architectural feature I
Feature 1
Feature 2
Feature 3
Feature 4
Feature 5
Feature 6
Arch
itectu
ral featu
re II
Duct tape & chewing gum solutions
6 m
on
ths
to
goX
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How to grow development organization?
Trust enables
Autonomy
Managers
Business
Developers
Developers can bring
Skills
+Understanding
+Discipline
Shared
Motivation
Understanding
Discipline
?
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Let excellence grow in circles or guilds!
Team A
Team C
Team B
Team D
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Let excellence grow in circles or guilds!
DevOps Circle
Team A Team B
Team C Team D
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Houston Inc. Frontend Circle
Frontend Circle
Board ofdirectors
Houston Personn
el
Customers & sales
Where
to
invest
Outside world
Houston Inc.
ProtosTraining
Feedback
Ideas
Visibility
Cred
Outside frontend
scene
Conferences + events
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Conclusions
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building it right
to
maximize delivery potential
Technical Excellence
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Emphasis on Flow over Batches
Photo by Daniele Zedda
![Page 58: Technical Excellence: Why does it not stick even now?](https://reader034.fdocuments.net/reader034/viewer/2022051322/54420708afaf9f56208b481c/html5/thumbnails/58.jpg)
Emphasis on Flow over Batches
Photo by Daniele Zedda Infographic from People10
![Page 59: Technical Excellence: Why does it not stick even now?](https://reader034.fdocuments.net/reader034/viewer/2022051322/54420708afaf9f56208b481c/html5/thumbnails/59.jpg)
Old approaches do not solve the problem
Processes and policies
Business value prioritization
Contract clauses
High risk, low
value
High risk, High value
Low risk, low
value
Low risk, high value
![Page 60: Technical Excellence: Why does it not stick even now?](https://reader034.fdocuments.net/reader034/viewer/2022051322/54420708afaf9f56208b481c/html5/thumbnails/60.jpg)
Traditional Management Paradigm:Extrinsic motivation
Desire to achieve goal GReward result RAssume R leads to G
Problems with non-linear effects
From Management 3.0 by Jurgen Appelo
![Page 61: Technical Excellence: Why does it not stick even now?](https://reader034.fdocuments.net/reader034/viewer/2022051322/54420708afaf9f56208b481c/html5/thumbnails/61.jpg)
New Management Paradigm:Intrinsic motivation
Desire to achieve goal GWhere G is its own reward
No non-linear effects
From Management 3.0 by Jurgen Appelo
![Page 62: Technical Excellence: Why does it not stick even now?](https://reader034.fdocuments.net/reader034/viewer/2022051322/54420708afaf9f56208b481c/html5/thumbnails/62.jpg)
Emphasis on Flow over Batches
Photo by Daniele Zedda Infographic from People10
Understanding
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Skills
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Autonomy
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Managers, Business and Developers
Trust enables
Autonomy
Managers
Business
Developers
Developers can bring
Skills
+Understanding
+Discipline
Shared
Motivation
Understanding
Discipline
![Page 67: Technical Excellence: Why does it not stick even now?](https://reader034.fdocuments.net/reader034/viewer/2022051322/54420708afaf9f56208b481c/html5/thumbnails/67.jpg)
What’s in it for me?
Manager
Business
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What would the Experts choose instead?
Leading Indicators
Lagging Indicators
Technical Quality
Sound Architecture
Developers
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Let excellence grow in circles or guilds!
DevOps Circle
Team A Team B
Team C Team D
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Nurture Technical Excellence
Photo by D Sharon Pruitt
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Thank you for your attention
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Antti [email protected]@anttiki
http://www.slideshare.net/AnttiKirjavainen/http://learninggamedev.wordpress.com/http://www.houston-inc.com/