The document discusses decision making and problem solving for leaders. It covers that fast, intuitive thinking can lead to bad decisions while slow, reasoned thinking often leads to better outcomes. Leaders make many decisions based on emotion then rationalize them later. Cognitive biases are common enemies while mental models can provide helpful frameworks. The document promotes using problem solving frameworks to address "wicked problems" that are ill-defined with no clear solutions. It outlines the Creative Problem Solving process as one such framework.
Avoiding Landmines - A Tech Leaders Guide to the Critical Decisions
1. Avoiding Landmines
A Tech Leader’s Guide for the Critical Decisions
Scott Drake – Jared Faris
Hey! Sit near people you don’t
know. You’ll learn stuff!
Pre-Workshop Poll – Briefly tell us about a leadership landmine you’ve stepped on
Text CMLEADER to 22333 or https://pollev.com/cmleader
2. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Have you ever had a project go off course?
KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
3. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Have you ever had the plug pulled and a
project abandoned?
KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
4. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Have you ever seen a mass exodus from a
team?
KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
5. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
If you've worked in tech long, you've likely
seen many of those things
6. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
If you start digging into problems
7. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
You're likely to trace them back to a few
key decisions
8. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Sometimes made without too much effort
or thought
9. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Through these decisions, we set landmines
for ourselves
10. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Without even realizing we've done it
11. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Through these decision we create
problems that may not show up for six
months
12. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
This workshop is about decision making
13. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
“Decisions are the work product of
knowledge workers.”
-- Daniel Kahneman
14. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
QUALITY
Understanding what quality really means, managing tradeoffs
WRAP UP
Connecting all the dots, answering remaining questions
15. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
This is a workshop, not a lecture
16. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Decision Making Pre-Exercise
17. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
What are some decisions we make as
technologists?
18. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
What are some decisions we make as
leaders?
19. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Exercise: Let’s Make A Decision
20.
21. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Decision Making and Problem Solving
Crash Course
22. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
“Decisions are the work product of
knowledge workers.”
-- Daniel Kahneman
23. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Your brain is an energy hog so it has two
modes
24. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Fast thinking:
Emotion-driven
Intuition
Auto-pilot
Requires little energy
25. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Slow thinking:
Reasoned
Focused
Requires lots of energy
26. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Your default setting is fast-thinking, auto-
pilot
27. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Your default setting is to save energy by
jumping straight to conclusions
28. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Your default setting is the opposite of the
scientific method
29. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
There is no formulating, testing, accepting,
refuting hypotheses
30. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Your default setting finds data that is
similar or compatible with what it knows
31. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Your default setting matches patterns and
accepts the first-best answer
32. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Is the first-best answer always a good
decision?
33. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Fast-thinking is gullible
34. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Fast-thinking is more prone to bad
decisions
35. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
But fast-thinking may keep you alive if
you’re being chased by a bear
36. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
And it requires less food
37. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Slow-thinking is the inner-skeptic
38. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Slow-thinking is self-control
39. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Slow-thinking is discovering and weighing
options
40. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Slow-thinking often leads to better to
decisions
41. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
42. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Key Concepts in Decision Making
1. Fast-thinking is not always your best thinking, learn when to slow down
43. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
“People buy on emotion
and justify with logic”
44. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
We think of ourselves as rational
45. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Are we rational?
46. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
There’s not a rational person in this room
47. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Many big decisions are driven by intuition,
emotions
48. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
We then cherry-pick the data and reasons
to justify our decisions
49. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Key Concepts in Decision Making
1. Fast-thinking is not always your best thinking, learn when to slow down
2. Many decisions are intuition-based, then rationalized with cherry-picked data
50. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
“What you believe to be true is true”
51. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Confirmation bias
52. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
“When given a choice, we tend to favor the
default”
53. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Default effect
54. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
“I’ve been on a losing streak, my odds are
better now”
55. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Gambler’s fallacy
56. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
“I knew it all along!”
57. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Hindsight bias
58. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Dozens of biases
59. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Mental models are accepted principles,
captured wisdom
60. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Mental models help unlock unique ideas
and thinking
61. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
“What do you want to avoid versus what
do you want to get?”
62. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Inversion
63. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
“We should prefer the simplest explanation
with the least moving parts”
64. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Occam’s Razor
65. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
“Don’t attribute to malice what can be
explained by stupidity”
66. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Hanlon’s Razor
67. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
“A small amount of the effort often
produces a large part of the result”
68. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Pareto Principle
(80/20 rule)
69. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
There are dozens of mental models,
principles, captured wisdom
70. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
www.fs.blog
71. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Key Concepts in Decision Making
1. Fast-thinking is not always your best thinking, learn when to slow down
2. Many decisions are intuition-based, then rationalized with cherry-picked data
3. Cognitive biases are often your enemy, mental models are your friends
72. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Problem Solving Framework
73. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
What are some problems we solve as
technologists and leaders?
74. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Problems fall on a line scale
75. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Algorithmic
Simple
Heuristic
Wicked
76. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Wicked Problems
• No solution is known or a new solution is need
• Ill-defined or ambiguous problem
• Could be more than one right solution
• Aspects of the problem may not be clear until you begin solving it
• A solution will not be clearly wrong or right until you implement it
77. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Sound like what we deal with every day?
78. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
The average doctor graduates medical school
with $187,000 in debt, but school’s cost-per-
student already exceeds what they charge.
How do we educate doctors without forcing
them hundreds of thousands of dollars into
debt?
79. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Key Concepts in Problem Solving
1. Problems range from Algorithmic/Simple to Heuristic/Wicked, and require different
approaches
80. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
There are different frameworks and
methodologies for problem solving
81. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Creative Problem
Solving (CPS)
82. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Creative Problem Solving
1. Imagine the future
2. Find the questions and state them in a solvable way
3. Generate ideas through divergent and convergent thinking
4. Craft a solution statement
5. Explore acceptance
6. Plan for action to prove/falsify and implement
83. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Key Concepts in Problem Solving
1. Problems range from Algorithmic/Simple to Heuristic/Wicked, and require different
approaches
2. There are problem-solving frameworks like Creative-Problem Solving (CPS), find
one that works for you
84. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Ever had a great idea while taking a walk?
85. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Ever had a great idea in the shower?
86. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Focused and Diffuse Thinking
87. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
88. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
You want to use both, and switch between
them often
89. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Key Concepts in Problem Solving
1. Problems range from Algorithmic/Simple to Heuristic/Wicked, and require different
approaches
2. There are problem-solving frameworks like Creative-Problem Solving (CPS), find
one that works for you
3. Give yourself time and space to tap into diffuse thinking
90. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Three big enemies of good problem solving
91. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Unclear problem statement
92. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Clear Problem Statement
• Provides context
• States desired end state
The average doctor graduates medical school with $187K in debt, but school’s cost-per-student
already exceeds what they charge. How do we educate doctors without forcing them hundreds of
thousands of dollars into debt?
93. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Different success criteria among
stakeholders
94. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
The average doctor graduates medical
school with $187K in debt, but schools
lose money on a per-student basis.
How do we educate doctors where debt-
level at graduation can be paid off with
10% of average salary over first five years,
and not put more of the financial burden
on the school?
95. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Perfection
96. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Your sponsors rarely expect perfection
97. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Key Concepts in Problem Solving
1. Problems range from Algorithmic/Simple to Heuristic/Wicked, and require different
approaches
2. There are problem-solving frameworks like Creative-Problem Solving (CPS), find
one that works for you
3. Give yourself time and space to tap into diffuse thinking
4. The three enemies of good problem solving are: Unclear problem statement,
Disagreement among key stakeholders about success criteria, Perfection
98. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
99. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Exercise: Applying a Problem Solving Framework
100. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Exercise Scenario
Your company builds an EMR (Electronic Medical Records)
product.
Just signed major new customer who need a key analytics
feature in 3 months.
Your team estimates that the feature, as specced, would take
your team 6 months.
What options do you have?
101. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Steps
Imagine the Future – What are we trying to do? State the
questions we’re trying to answer in solvable ways.
Generate Ideas – What are ways we can solve this?
Craft a Solution Statement – What’s the core to our solution?
Develop the Plan – What are the steps necessary to implement
this solution?
102. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Clarify
Divergent thinking – What are we really trying to do? Come up
with ideas like “How do we” or “We need to”.
• Additive – Only add ideas, don’t shoot them down
• Be novel – Throw out new things, even if far fetched. They
may create other ideas.
• Yes, and – Build on ideas
103. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Clarify
We need to make the customer happy
We need to keep our employees happy
The need defined is double what we can fit
We need to maintain our reputation
We need to be profitable
We need to deliver what the customer is
asking for
We need to identify if the customer’s
request matches what they need
Need to identify the MVP
We need to identify a solution that meets
our customers needs in a way we can
actually deliver it.
104. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Clarify
Convergent thinking – We need to narrow down the challenge
statement that describes what we’re trying to do and choose
one.
We need to identify a solution that meets our customers
reporting needs in a way we can actually deliver it.
105. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Ideate
Divergent thinking – How do we solve the challenge? What options do we have?
Are the specs right for what the customer is trying to do? Has anyone actually talked
to them?
Is that the only option for what they are trying to do? Is there a non technical
solution?
Are there short vs long term solutions to this problem? Phase ½
How do they handle this issue currently? Is there a work around?
Are the three months flexible? Where does that come from?
What are the impacts of being late? Do I get fired?
What levers do we have we have to pull to increase our ability to deliver? Can we
bring in consultants?
Can we buy something?
Can we so no?
How critical is this deal?
106. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Ideate
Convergent thinking – Select using these principles
• Be deliberate, not random. Think through options
• Avoid tangents
• Improve! Iterate on ideas
• Be affirmative and avoid negatives. It’s not why something
won’t work, but why it will
We need to verify the scope and schedule we’ve been given
We need to identify all of our options to meet this
We need to not get fired
107. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Develop
What steps would we actually take to implement these ideas? Can we come up with
3-5 steps here?
We need to verify the scope and schedule we’ve been given
We need to identify all of our options to meet this
We need to not get fired
Setup meetings with all stakeholders (users, buyers, product managers) to
understand and validate our constraints.
Look at our current plan/schedule/teams and see what’s available to be moved. Look
costs of different options.
108. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Decision-Making Areas
109. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
What factors impact decisions we make?
110. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Project Type Science, Application Development, Engineering
Business Maturity Low to High
Business Requirements Stability Months to Years, how Volatile?
Business Requirements Complexity Low to High
Level of UX sophistication Low to High
Scalability Low to High
Asset lifespan Months to Years
Risk tolerance Low to High
Price consciousness Low to High
Max Team Size next 5 years Small to Large
Speed to market Target Date, Low to High based on Complexity
Learnable (for additional team members) Low to High
Easy to work in Low to High
111. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
What are categories of decisions we make?
112. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
PMBOK Categories
1. Scope
2. Schedule
3. Budget
4. Risks
5. Resources
6. Quality
113. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
PMBOK Categories
Less Control
• Scope
• Schedule
• Budget
• Risks
More Control
• Resources
• Quality
114. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Exercise: Identifying What You Do/Don’t Control
115. KEY CONCEPTS
Decision making, problem solving, and the responsibilities of leaders
Avoiding Landmines
Scott Drake – Jared Faris
Think / Pair / Share
Think – Identify a situation where you personally did not have
full control of all of scope/schedule/budget/resources. What
was this situation? What trade-offs did you make? What was
the outcome?
Pair – Find a partner. Share your stories, and ask about their
trade-offs and outcomes.
Share – Once everyone has had a chance to pair, we’ll call on
people to share stories they think show interesting trade-offs
and outcomes.
116. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
People & Culture
117. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Huge topic area
118. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Lots of landmines
119. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Could talk about it for days
120. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Goal: Break down three critical components
• Motivation
• Culture & Values
• Interviewing for Motivation, Culture & Values
121. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Tech is unique
122. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Tech presents unique challenges and
opportunities
123. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Obvious: Competition for people is fierce
124. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Not obvious: Most people in tech will
happily work for free
125. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
On open source, side, pet projects
126. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
What motivates people in tech to do this?
127. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
What motivates people to work all day,
then go home and work more?
128. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Any thoughts?
129. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
What if you could tap into the things that
motivate people to work for free,
and pay them?
130. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Will you have a more engaged team?
131. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Will a motivated team produce a better
outcome?
132. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Will a motivated team make your job as a
leader easier?
133. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
How do you build a motivated team?
134. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
135. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Fertile soil for intrinsic motivation can be
found in three areas
136. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Purpose
137. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
People want to contribute to something
larger than themselves
138. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
People want to be useful
139. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Builders want to create things that people
find useful
140. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Just being part of a team can be a solid
foundation for purpose
141. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Daniel Pink’s take on motivation
• Purpose – How do you help your team recognize a
purpose larger than a paycheck?
142. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Growth
143. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
People want to be better a month from
now, a year from now
144. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
People want to learn, master new skills
145. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Why are you here?
146. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Why would you come to a water park in
Sandusky, OH in January?
147. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Growth
148. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Daniel Pink’s take on motivation
• Purpose – How do you help your team recognize a
purpose larger than a paycheck?
• Growth – How do you keep your team members in
roles and challenges that require growth?
149. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
What do you want in a boss?
150. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Do you want someone lording over you,
telling you what to do?
151. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Do you want someone who challenges you
to solve problems and figure out things?
152. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Daniel Pink’s take on motivation
• Purpose – How do you help your team recognize a
purpose larger than a paycheck?
• Growth – How do you keep your team members in
roles and challenges that require growth?
• Autonomy – How do you give your team space and
more control?
153. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
How can you build your teams around
those drivers of intrinsic motivation?
154. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Exercise: Who Are You & Who Fits?
155. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Think / Pair / Share Exercise
• What do your systems do, and who do they help?
• (Example: We build education tools for aspiring medical doctors worldwide)
• What is challenging about the problems our team solves?
• (Example: Mobile, Highly-Stressed User Base, Deep Education and Learning Theory, Medical)
• Who might be more interested in what your systems do and the people you help?
• (Example: Family of Doctors, Interested in Education or Sciences)
• Who will enjoy solving those problems? Who will view them as a growth
opportunity?
• What opportunities do you have or can you create to make purpose front-and-
center?
156. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Culture & Values
157. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Let’s start with an example
158. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
159. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
160. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
161. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Harry Potter had it easy
162. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
You, not so much
163. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
164. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
165. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
The Houses of Hogwarts
Ravenclaw
• Smart
• Curious
• Risk-averse
Hufflepuff
• Loyal
• Caring
• Social
Slytherin
• Crafty
• Self-serving
• Risk takers
Gryffindor
• Brave
• Self-sacrificing
• Glory seekers
166. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Harry Potter showed up on day one and
something told him where he’d “fit”
167. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Most of us take a job and eventually quit
because we want something different
168. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Or we want something more
169. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
But we can’t quite put our finger on it
170. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
And that’s how most of us feel about
“Culture”
171. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
We can’t quite put our finger on it
172. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
So what is culture, and how can it help you
and your teams?
173. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Any group of people who gather regularly
or tackle a common cause begin to
establish a culture
174. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Schools, Workplaces, Churches,
Civic Organizations, Sports Teams,
Cities, States, Countries
175. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
But what exactly is different about them?
176. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
What are the areas of differentiation?
177. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Components of Culture
Values
Code of Conduct
Heroes
Symbols
178. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Components of Culture
Values
Code of Conduct
Heroes
Symbols
179. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Code of Conduct Example: Martin Luther King, Jr.
• A lot of people wanted what MLK Jr. wanted, but
he was somewhat unique in disavowing violence
• His mission was the same as many others
• He built an organization around a known code of
conduct, and people who shared that code of
conduct joined his cause, and those who didn’t
moved on
180. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Code of Conduct Example: Zero-Sum Game
• I was interested in exploring the changing relationship of employer/employee, so I
took a job at a distributed workforce company that built support centers for large
tech players
• It was basically a glorified call-center leveraging at-home contract workers
• Industry was very cut-throat, and the scarcity of resources forced the organization to
behave in ways I didn’t like
181. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Components of Culture
Values
Code of Conduct
Heroes
Symbols
182. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
183. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Components of Culture
Values
Code of Conduct
Heroes
Symbols
184. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
When you hear about values, you often
hear about things like …
185. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Honesty
186. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Integrity
187. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Keeping commitments
188. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
But these “values” don’t help you identify
who to hire or why you’re a good place for
someone to work?
189. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
What employer wants dishonest people, or
people without integrity, and would you
want to work there?
190. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Four Kinds of Values
• Core – just two or three that are inherent in an
organization. OK to be judged on these.
• Aspirational – these are characteristics you want to
develop
• Permission-to-play – minimum behavioral standards that
are required. Values like honesty and integrity belong here.
• Accidental – these are unintentional values and don’t
necessarily serve the good of the organization
191. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Exercise: Good Teammates
192. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Think / Pair / Share Exercise
• Who are your best teammates? What about behavior makes you work well with
them? What is their code of conduct?
• Who are teammates you didn’t work well with or didn’t fit in with? How did they
behave that caused struggles? (Inversion, BTW)
• What values underpin that code of conduct?
• Which of those would you make hire/fire decisions based-on?
193. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Hopefully you now have a better idea of
what is motivating …
194. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
And the components of culture that are
most important to you …
195. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
How do you interview people for fit?
196. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Your goal is to be aware of your
organization’s true self …
197. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
And help candidates reveal their true self …
198. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
And magic happens where there’s a match
between an authentic organization and an
authentic person
199. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
How do you help candidates reveal their
true selves?
200. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Five truths about interviewing …
201. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
1) People will lie in interviews
202. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
2) People will posture in interviews
203. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
3) People will tell you what they think you
want to hear
204. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
4) People love to talk about themselves
205. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
5) Most people can’t lie, posture, and
position for too long
206. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
To work with the five truths instead of
against them …
207. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Ask the same set of questions over a range
of projects spanning several years and
teams
208. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
To help candidates reveal their true selves,
ask:
209. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
1) What were you hired to do, and what
interested you about that problem?
210. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
2) In your work on that project, what are
you most proud of?
211. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
3) In your work on that project, what was
challenging? In what ways were your
teammates better than you?
212. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
4) For that project, what technologies were
used? Who decided? Did you agree?
213. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
5) What did you like about the team?
214. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
6) What would you have changed about
the team?
215. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
7) What did you like about your boss?
216. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
8) If you could give that boss one piece of
advice for how to work with you better,
what would it be?
217. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
9) Why did you leave?
218. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Those nine questions are like truth serum
when asked over a range of projects.
219. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Tips
220. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
1) Make the candidate comfortable
221. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
2) Be open that you’re interested in fit
because you want them to be happy and
challenged and engaged
222. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
3) Ask for examples
223. PEOPLE & CULTURE
Knowing your team, knowing your people, making hiring and staff decisions
Avoiding Landmines
Scott Drake – Jared Faris
Think / Pair / Share Exercise
1. What were you hired to do, and what interested you about that problem?
2. What are you most proud of?
3. What was challenging? In what ways were your teammates better than you?
4. What technologies were used? Who decided? Did you agree?
5. What did you like about the team?
6. What would you change about the team?
7. What did you like about your boss?
8. What advice would you give that boss to work better with you?
9. Why did you leave?
227. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
What happens if quality suffers
on your project?
229. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Quality for each stakeholder
• Customer
• Company
• Coworker
• Government regulation
• Partners
230. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Cost of Quality
Costs of Conformance
Costs you can pay before a project is
finished to improve quality.
Costs of Non-Conformance
Costs you pay after a project is completed
due to quality issues in the project.
Six Sigma breaks down quality costs into two categories:
231. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Cost of Quality
https://www.isixsigma.com/implementation/financial-analysis/cost-quality-not-only-failure-costs/
232. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Most teams aren’t building NASA missions
234. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Your job is to find the right
balance for your team
235. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Do you?
• Build/test one feature completely
• Focus on testing all possible inputs
• Work overtime to hit a deadline
• Perfect the UX
• Dial in performance
• Scaffold out many features
• Test the 90% golden path
• Tell the stakeholders you’ll miss the date
• Make sure the data is 100% right
• Leave technical debt to get back to
236. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Exercise: Prioritizing Quality
237. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Think / Pair / Share Exercise
What decisions around quality and prioritization have you or your team had to make
on a recent project?
What were the results?
What would you do differently, if anything?
238. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
TESTIMONIALS
Authoritatively unleash high standards in architectures before
state of the art scenarios.
How do you plan and execute quality?
239. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Everything is a requirement
240. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Get stakeholder buy in
241. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Think about how you prioritize
242. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Take a risk-based approach to quality
248. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Exercise: Quality Systems
249. QUALITY
Understanding what quality really means, managing tradeoffs
Avoiding Landmines
Scott Drake – Jared Faris
Think / Pair / Share Exercise
What systems do you have in place to get the quality balance right?
Thinking of quality as something you have control of, what can or should you do
differently in terms of:
• Planning
• Systems
• Communciation
250. The Other Stuff
Leading and managing is about a lot more
Avoiding Landmines
Scott Drake – Jared Faris?
Scope / Schedule / Risk / Budget
The other stuff
251. The Other Stuff
Leading and managing is about a lot more
Avoiding Landmines
Scott Drake – Jared Faris?
So what about the other stuff, anyway?
252. The Other Stuff
Leading and managing is about a lot more
Avoiding Landmines
Scott Drake – Jared Faris?
Is scope really fixed?
253. The Other Stuff
Leading and managing is about a lot more
Avoiding Landmines
Scott Drake – Jared Faris?
Why do we have that timeline?
254. The Other Stuff
Leading and managing is about a lot more
Avoiding Landmines
Scott Drake – Jared Faris?
Can I print more money?
255. The Other Stuff
Leading and managing is about a lot more
Avoiding Landmines
Scott Drake – Jared Faris?
How do you mitigate risks?
256. WRAP UP
Connecting all the dots, answering remaining questions
Avoiding Landmines
Scott Drake – Jared Faris
Wrap Up
257. WRAP UP
Connecting all the dots, answering remaining questions
Avoiding Landmines
Scott Drake – Jared Faris
Key Concepts in Decision Making
1. Fast-thinking is not always your best thinking, learn when to slow down
2. Many decisions are intuition-based, then rationalized with cherry-picked data
3. Cognitive biases are often your enemy, mental models are your friends
258. WRAP UP
Connecting all the dots, answering remaining questions
Avoiding Landmines
Scott Drake – Jared Faris
Key Concepts in Problem Solving
1. Problems range from Algorithmic/Simple to Heuristic/Wicked, and require different
approaches
2. There are problem-solving frameworks like Creative-Problem Solving (CPS), find
one that works for you
3. Give yourself time and space to tap into diffuse thinking
4. The three enemies of good problem solving are: Unclear problem statement,
Disagreement among key stakeholders about success criteria, Perfection
259. WRAP UP
Connecting all the dots, answering remaining questions
Avoiding Landmines
Scott Drake – Jared Faris
Project Type Science, Application Development, Engineering
Business Maturity Low to High
Business Requirements Stability Months to Years, how Volatile?
Business Requirements Complexity Low to High
Level of UX sophistication Low to High
Scalability Low to High
Asset lifespan Months to Years
Risk tolerance Low to High
Price consciousness Low to High
Max Team Size next 5 years Small to Large
Speed to market Target Date, Low to High based on Complexity
Learnable (for additional team members) Low to High
Easy to work in Low to High
260. WRAP UP
Connecting all the dots, answering remaining questions
Avoiding Landmines
Scott Drake – Jared Faris
PMBOK Categories
Less Control
• Scope
• Schedule
• Budget
• Risks
More Control
• Resources
• Quality
261. WRAP UP
Connecting all the dots, answering remaining questions
Avoiding Landmines
Scott Drake – Jared Faris
Goal: Break down three critical components
• Motivation
• Culture & Values
• Interviewing for Motivation, Culture & Values
262. WRAP UP
Connecting all the dots, answering remaining questions
Avoiding Landmines
Scott Drake – Jared Faris
Daniel Pink’s take on motivation
• Purpose – How do you help your team recognize a purpose larger than a paycheck?
• Growth – How do you keep your team members in roles and challenges that require
growth?
• Autonomy – How do you give your team space and more control?
263. WRAP UP
Connecting all the dots, answering remaining questions
Avoiding Landmines
Scott Drake – Jared Faris
Components of Culture
Values
Code of Conduct
Heroes
Symbols
264. WRAP UP
Connecting all the dots, answering remaining questions
Avoiding Landmines
Scott Drake – Jared Faris
And magic happens where there’s a match
between an authentic organization and an
authentic person
265. WRAP UP
Connecting all the dots, answering remaining questions
Avoiding Landmines
Scott Drake – Jared Faris
Quality is manageable
Its tradeoffs need to be managed,
and communicated
266. WRAP UP
Connecting all the dots, answering remaining questions
Avoiding Landmines
Scott Drake – Jared Faris
Many of your hardest decisions
come from balancing against
multiple of these dimensions
267. Thank You!
Scott Drake – Jared Faris
https://www.linkedin.com/in/scottdrake/
https://www.linkedin.com/in/jaredfaris/