Development teams: an untapped source of innovation that you must unlock!
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The document discusses how to achieve high performance in software development teams. It recommends getting the right team members who are intrinsically motivated, and creating an environment that fosters autonomy, mastery, and a shared sense of purpose. Specific techniques mentioned include portfolio management, continuous integration, minimizing waste and delays, and measuring outcomes that indicate good team flow and performance. The document advocates managing teams like sports franchises to sustain innovation and growth.
Development teams: an untapped source of innovation that you must unlock!
- 2. Software Development Teams:Secrets to Achieving Unprecedented Rates of Growth and Innovation Jeffrey Hammond, Principal AnalystMay 3rd, 2011
- 3. Your development teams are an untapped source of innovation that you must unlock!Source: Flickr (http://www.flickr.com/photos/keoki/1418303458/sizes/o/)3Entire contents © 2010 Forrester Research, Inc. All rights reserved.
- 4. How would you describe the act of developing software?Algorithmic?Source: Flickr (http://www.flickr.com/photos/keoki/1418303458/sizes/o/)4Entire contents © 2010 Forrester Research, Inc. All rights reserved.
- 5. How would you describe the act of developing software?Or heuristic?Source: Flickr (http://www.flickr.com/photos/passer-by/1122901114/sizes/o/)5Entire contents © 2010 Forrester Research, Inc. All rights reserved.
- 6. Three steps to a high performance teamGet (and keep) the right playersCreate conditions for them to thrive and teamManage with lean techniques and selective measures
- 7. Finding stars . . . why does it matter?Source: Flickr(ttp://www.flickr.com/photos/clarism_4/3079019223/7Entire contents © 2010 Forrester Research, Inc. All rights reserved.
- 8. “Stars” are simply more productive . . .Numerous studies show a 10-time difference in productivity and quality among software developers and teams.A tale of two developers . . .JimDrew
- 9. There Are Two Types Of Dev Professionals Type X Dev ProType I Dev ProSelf identifies (Is a developer)
- 10. Gets involved in side projects
- 11. Self invests in learning new skills
- 12. Does development (It’s a job)
- 13. Works 9-5, overtime if rewarded
- 14. Doesn’t invest in self improvementIntrinsicExtrinsicInternally driven
- 15. Self-motivated
- 16. Expected rewards
- 17. Defined performanceMotivationBiologicPut food on table.
- 18. Pay mortgage.
- 19. Send kids to college.Source: Adapted from Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Hardcover, 2009
- 20. Three steps to a high performance teamGet (and keep) the right players.Create conditions for them to thrive and team.Manage with lean techniques and selective measures
- 21. Creating a climate that attracts “stars”Three cultural elements that create space for (and attract) intrinsically motivated development team members:AutonomyMasteryPurposeSource: Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Hardcover, 2009
- 22. Autonomy! Are you kidding?What about compliance?What about governance?“We need to put fences around development teams to ensure they don’t wander off the path we want them to take . . .”— Executive at a dev. tools ISVSource: Flickr (http://www.flickr.com/photos/pyxopotamus/3362291478/sizes/o/)12Entire contents © 2010 Forrester Research, Inc. All rights reserved.
- 23. Focus on ends, not so much on meansGovern (and measure) autonomous behavior:Self-directed teams
- 25. Quality metrics
- 26. Engagement
- 27. On-time delivery
- 29. Rapid recoveryBuild a:Results-OrientedWorkEnvironmentSource: Flickr (http://www.flickr.com/photos/pyxopotamus/3362291478/sizes/o/)13Entire contents © 2010 Forrester Research, Inc. All rights reserved.
- 30. Mastery takes practice and perseveranceCovet engagement.Set a10k plan.Focus on your 12.Build a “flow friendly” development shop.Source: Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Hardcover, 2009 and Malcolm Gladwell, Outliers: The Story of Success, Little, Brown, and Company, 2008.14Entire contents © 2010 Forrester Research, Inc. All rights reserved.
- 31. Purpose: prerequisite for self-actualization“We’re on a mission from God.”“We’re not evil.”“OTTWD”“We want to put a dent in the universe!”“Let’s build a smarter planet”Do you have:Transparency?Shared goals?Simple policies?Source: Flickr (http://www.flickr.com/photos/65538421@N00/1377536488/sizes/o/)15Entire contents © 2010 Forrester Research, Inc. All rights reserved.
- 32. Three steps to a high performance teamGet (and keep) the right players.Create conditions for them to thrive and team.Manage with lean techniques and selective measures
- 33. Lean software is not really about this . . .. . . it’s about getting teams “in the zone” — and keeping them there.Source: Flickr (http://www.flickr.com/photos/mikkime/3516613640/sizes/l/)17Entire contents © 2010 Forrester Research, Inc. All rights reserved.
- 34. Wastes that impede flowManufacturing sources of waste:App dev. equivalents:OverproductionWaiting (time on hand)Unnecessary transport or conveyanceOverprocessing or incorrect processingExcess inventoryUnnecessary movementDefectsUnused employee creativityToo many superfluous artifactsBroken buildsToo many tool transitionsRigid architecturesAnalysis paralysisLate discovery of defectsRising downstream labor costsPolluted supply chain management (SCM) streamsHigh null-release ratios
- 35. Key ALM processes that improve “flow”Portfolio managementProduction planningclosed loopProject managementJIT Demand ManagementBuild and software configuration managementDeploymentRelease managementChange managementService managementTesting and quality assuranceChange awarecontinuous integrationChange awareconfiguration managementRelease managementclosed loopProduction controlclosed loop
- 36. Measures that matter for the end result
- 37. Forrester case studies on high performance teams AtlassianUltimate SoftwareSabre HoldingsCI&TNetflixFunambolFor more, see: www.forrester.com/masstlc
- 38. A game plan changing cultureThe next 90 daysShare these concepts with your management team.
- 39. Explore the suggested bibliography.
- 40. Ask your performers about “out-of-job innovations.”
- 41. Run a “flow analysis” with your development teams.
- 42. Create an “engagement plan” to spur intrinsic motivation.Source: Flickr (http://www.flickr.com/photos/werkunz/3599761533/sizes/l/)22Entire contents © 2010 Forrester Research, Inc. All rights reserved.
- 43. A game plan for your BT strategyLonger termMake a decision on how “innovative” you want to be.
- 44. Begin to implement specific best practices (360-degree reviews, innovation time, OSS, Agile development).
- 45. Start attacking waste that “slows flow.”
- 46. Implement “unexpected” rewards system.
- 47. Adjust measures to focus on building a ROWE.
- 48. Start managing like a pro sports team.Source: Flickr (http://www.flickr.com/photos/werkunz/3599761533/sizes/l/)23Entire contents © 2010 Forrester Research, Inc. All rights reserved.
- 49. Thank youJeffrey Hammond+1 617.613.6164jhammond@forrest.comTwitter: jhammondwww.forrester.com
- 50. Selected Forrester researchNovember 3,2010, “Best Practice: Building High-Performance Application Development Teams”April 8, 2011, “Case Study: Sabre – A Culture Of Engagement”March 7, 2011, “CI&T – High Performance, Brazilian Style”January 14, 2011, “Atlassian Creates An Innovation Culture That Produces Results”November 3,2010, “Ultiamate Software Reinvents Its Development Shop To Stay On Its Game”November 2, 2010, “Software Development Archetypes – What’s Your Sign?”
- 51. Selected bibliographyNetflix: Reference Guide on our Freedom & Responsibility Culture (http://www.slideshare.net/reed2001/culture-1798664)Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Books, 2009Malcolm Gladwell, Outliers: The Story of Success, Little, Brown & Co., 200810X Software Development (http://forums.construx.com/blogs/stevemcc/default.aspx)
Editor's Notes
- #3: Delete second Name/Title if not needed, but be sure to keep the Month Day, Year information. For a teleconference, after the date, add a period and “Call in at XX:55 p.m. Eastern time” (change the time to five minutes prior to the start of the teleconference).
- #5: Source: Yahoo Flickr (http://www.flickr.com/photos/jurvetson/52580259/sizes/l/in/set-1140565/)
- #6: Source: Yahoo Flickr (http://www.flickr.com/photos/passer-by/1122901114/sizes/o/)
- #7: Source: Yahoo Flickr (http://www.flickr.com/photos/32746390@N00/776155/sizes/o/)
- #8: Source: Construx Conversations (http://forums.construx.com/blogs/stevemcc/archive/2008/03/27/productivity-variations-among-software-developers-and-teams-the-origin-of-quot-10x-quot.aspx)Sackman, Erikson, and Grant (1968). They studied professional programmers with an average of 7 years’ experience and found that the ratio of initial coding time between the best and worst programmers was about 20 to 1; the ratio of debugging times over 25 to 1; of program size 5 to 1; and of program execution speed about 10 to 1. They found no relationship between a programmer’s amount of experience and code quality or productivity.1968 – Sackman, Erickson and Grant1981 – Curtis1983 – Mills1985 – Demarco and Lister1986 – Curtis et al.1987 – Card1988 – Boehm and Papaccio2000 – Boehm et alThis ratio is characteristic of heuristic work
- #11: Source: Yahoo Flickr (http://www.flickr.com/photos/pyxopotamus/3362291478/sizes/o/)
- #12: Source: Yahoo Flickr (http://www.flickr.com/photos/rootneg2/361677965/)
- #14: Source: Yahoo Flickr (http://www.flickr.com/photos/65538421@N00/1377536488/sizes/o/)“We’re on a mission from God”…
- #15: Source: Yahoo Flickr (http://www.flickr.com/photos/mikkime/3516613640/sizes/l/)