You Cannot Buy Technical Excellence
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You Cannot Buy Technical Excellence
- 1. It’s Impossible to Buy Technical Excellence Antti Kirjavainen
- 2. It’s really freaking madness to try to buy for or control Technical Excellence
- 4. Photo by Casey Konstantin
- 8. Continuous attention to technical excellence and good design enhances agility. Technical Excellence
- 9. quality code, sound architecture, good test automation and coverage, continuous integration and continuous deployment. Examples of Technical Excellence
- 10. Emphasis on Flow over Batches Photo by Daniele Zedda
- 11. Emphasis on Flow over Batches Photo by Daniele ZeddaInfographic from People10
- 12. Emphasis on Flow over Batches Photo by Daniele Zedda 82 7 22 87 4 18 93 78 13 96 0 20 40 60 80 100 120 Jan-2013 Feb-2013 Mar-2013 Apr-2013 May-2013 Ratio of Value Adding and Fixing Work Feature work Fixing work Number of defects
- 13. building it right to maximize delivery potential Technical Excellence
- 15. Alert Alert! Your organization might be suffering from a Legacy mindset. Photo by Jeremiah Owyang Processes And policies
- 16. Test Coverage Policy: The Idea >60% Unit Test Coverage Regular reports Quality
- 17. Test Coverage Policy: The Reality >60% Unit Test Coverage Regular reports Lots of tests doing nothing but adding % of test coverage
- 18. Alert Alert! Your organization might be suffering from a Legacy mindset. Contract clauses
- 19. 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!
- 20. Contract with a Warranty Period Development Acceptance Testing Support, warranty period 6 months
- 22. Example from Real Life: The Plan Backlog A Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Feature 6 Backlog B Feature 1 Feature 2 Feature 3 Feature 4 Backlog C Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Feature 6 Feature 7 15months
- 23. Example from Real Life: The Reality Backlog A Architectural feature I Feature 1 Feature 2 Architectural feature II Feature 3 Feature 4 Feature 5 Feature 6 Backlog B Integration work I Feature 1 Feature 2 Additional feature I Feature 3 Feature 4 Backlog C Architectural feature III Feature 1 Feature 2 Integration work II Feature 3 Additional feature II Feature 4 Feature 5 Feature 6 Feature 7 12monthsto go
- 24. Example from Real Life: The Decision Backlog A Architectural feature I Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Feature 6 Backlog B Integration work I Feature 1 Feature 2 Additional feature I Feature 3 Feature 4 Backlog C Architectural feature III Feature 1 Feature 2 Feature 3 Additional feature II Feature 4 Feature 5 Feature 6 Feature 7 6monthsto go Duct tape & chewing gum solutions
- 25. Old approaches do not solve the problem Processes and policies Business value prioritization Contract clauses
- 26. Why?
- 27. Traditional Management Paradigm: Extrinsic motivation Desire to achieve goal G Reward result R Assume R leads to G Problems with non-linear effects From Management 3.0 by Jurgen Appelo
- 28. Non-linear effects in SW dev We are here From Management 3.0 by Jurgen Appelo
- 29. New Management Paradigm: Intrinsic motivation Desire to achieve goal G Where G is its own reward No non-linear effects From Management 3.0 by Jurgen Appelo
- 30. Nurturing Technical Excellence Photo by D Sharon Pruitt
- 32. Emphasis on Flow over Batches Photo by Daniele ZeddaInfographic from People10 Understanding
- 34. Autonomy
- 35. Discipline Antti Leinonen, Sirkus Magenta, photo by Tuomas Stenbäck
- 37. Contracting Point of View Shared Motivation Understanding Discipline Trust enables Autonomy Contractor brings Skills +Understanding +Discipline
- 38. Good Patterns
- 40. Contracting: Lead from customer Contractor dev team IT (customer) Business (customer)
- 41. Contracting: Lead from customer Joint dev teamIT (customer) Business (customer)
- 42. Who should define indicators / metrics? DevelopersBusiness IT / architectsManagers
- 43. Test Coverage Policy >60% Unit Test Coverage Regular reports Lots of tests doing nothing but adding % of test coverage
- 44. What would the Experts choose instead? Leading Indicators Lagging Indicators Technical Quality Sound Architecture Developers
- 45. Let excellence grow in circles or guilds! Team A Team C Team B Team D
- 46. Let excellence grow in circles or guilds! DevOps Circle Team A Team B Team C Team D
- 47. Houston Inc. Frontend Circle Frontend Circle Board of directors Houston Personne l Customer s & sales Outside world Houston Inc. Training Feedback Idea s Visibility Outside frontend scene Conferences + events
- 48. Involve devs on left side of value stream Initiatives Validation Portfolio Backlog Preparation Development Deploy Learn developersbusiness IT / architects
- 49. Involve devs on left side of value stream Initiatives Validation Portfolio Backlog Preparation Development Deploy Learn developersbusiness IT / architects Options for solution Risks Concept
- 50. Breakdown of Work Vision Business Goals Capabilities Features Adapted from BDD in the Large by Liz Keogh
- 51. Option for Solution Study Goal Who How What Deliverable Impact Mapping From Impact Mapping by Gojko Adzic
- 52. Impact Mapping Goal Who How What Improve time to market of big features in service A Developers Do major refactoring of the code Refactor high-priority areas Do a complete rewrite of the system Build new system Do the data migration Replace the backend with a new system Build API over backend Develop new backend for high- priority stuff Business Limit new features in progress Prioritize new feature requests
- 53. Impact Mapping Improve time to market of big features in service A Developers Do major refactoring of the code Refactor high-priority areas Do a complete rewrite of the system Build new system Do the data migration Replace the backend with a new system Build API over backend Develop new backend for high- priority stuff Business Limit new features in progress Prioritize new feature requests Goal Who How What
- 55. Hiring
- 59. Individuals and interactions Close collaboration Get to know your prospective contracting developers well Picking a contractor
- 60. Conclusions
- 61. building it right to maximize delivery potential Technical Excellence
- 62. Emphasis on Flow over Batches Photo by Daniele Zedda
- 63. Emphasis on Flow over Batches Photo by Daniele ZeddaInfographic from People10
- 64. Emphasis on Flow over Batches Photo by Daniele Zedda 82 7 22 87 4 18 93 78 13 96 0 20 40 60 80 100 120 Jan-2013 Feb-2013 Mar-2013 Apr-2013 May-2013 Ratio of Value Adding and Fixing Work Feature work Fixing work Number of defects
- 65. Old approaches do not solve the problem Processes and policies Business value prioritization Contract clauses
- 66. Traditional Management Paradigm: Extrinsic motivation Desire to achieve goal G Reward result R Assume R leads to G Problems with non-linear effects From Management 3.0 by Jurgen Appelo
- 67. New Management Paradigm: Intrinsic motivation Desire to achieve goal G Where G is its own reward No non-linear effects From Management 3.0 by Jurgen Appelo
- 69. Emphasis on Flow over Batches Photo by Daniele ZeddaInfographic from People10 Understanding
- 71. Autonomy
- 72. Discipline Antti Leinonen, Sirkus Magenta, photo by Tuomas Stenbäck
- 73. Contracting Point of View Shared Motivation Understanding Discipline Trust enables Autonomy Contractor brings Skills +Understanding +Discipline
- 74. Contracting: Lead from customer Joint dev teamIT (customer) Business (customer)
- 75. Involve devs in choosing indicators Leading Indicators Lagging Indicators Technical Quality Sound Architecture Developers
- 76. Let excellence grow in circles or guilds! DevOps Circle Team A Team B Team C Team D
- 77. Involve devs on left side of value stream Initiatives Validation Portfolio Backlog Preparation Development Deploy Learn developersbusiness IT / architects Options for solution Risks Concept
- 79. Picking a contractor Skills Motivation Understanding Discipline
- 80. Nurture Technical Excellence Photo by D Sharon Pruitt
- 81. Maximize the Impact Photo by Spettacolopuro
- 82. Thank you for your attention