pics - development process & roles

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Project Development ProcessCarey Hinoki

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At Work…

How many people would like to grow personally?

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At Work…

How many people would like to grow intellectually?

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At Work…

How many people would like to grow financially?

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At Work…

How many people would like to stay invisible?

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What are the goals? No swoop and poop! Barriers of protection! Defined roles and responsibilities! Well oiled machine… or just well oiled up! Accountability and Respect! Removing the 5 dysfunctions from “our” team! More exclamation marks!!!11!

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What are the 5 Dysfunctions of a Team?

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1. Absence of Trust

An unwillingness to be vulnerable. Team members who are not genuinely open with one another about their mistakes and weaknesses make it impossible to build a foundation of trust.

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2. Fear of Conflict

Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas.

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3. Lack of Commitment

Without having their opinions aired in the course of passionate and open debate, team members rarely buy in and commit to decisions, though they feign agreement during meetings.

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4. Avoidance of Accountability

Without committing to a clear plan of action, even the most focused and driven people often hesitate to call their peers on actions and behaviors that seem counterproductive to the good of the team.

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5. Inattention to Results

When team members put their individual needs (ego, career, recognition) or even the needs of their divisions above the collective goals of the team.

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Ultimately, Be Happy!

If you are not happy with what you do at work, you should leave

If you do not respect your coworkers, you should leave

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Team Roles

ArchitectArchitectProjectManagerProject

ManagerLeadLead

ProjectTeam

ProjectTeam

DeveloperDeveloper

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Who is involved?

Architect(s)

•Creates tech. requirements

•Manages tech. requirements

•Designs solutions

Architect(s)

•Creates tech. requirements

•Manages tech. requirements

•Designs solutions

Project Manager

•Creates requirements

•Manages requirements

•Verifies requirements

Project Manager

•Creates requirements

•Manages requirements

•Verifies requirements

Developer(s)

•Implements solutions

Developer(s)

•Implements solutions

Lead

•Directs Developers

•Implements solutions

Lead

•Directs Developers

•Implements solutions

Stakeholder(s)

•Creates needs

Stakeholder(s)

•Creates needs

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Stakeholder Involvement, Hurray Requirements!

Must attend weekly project meeting• “Stakeholder Meeting”

IF you attend daily standups•Must be a chicken (no voice)•Must not be a pig•Must shower (pigs are stinky)

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Information Superhighway, No Skipping Ahead!

Architect(s)

Designs

Architect(s)

Designs

PM

Business Requirements

PM

Business Requirements

Developer(s)

Execution

Developer(s)

Execution

Lead

Technical Requirements

Lead

Technical Requirements

Stakeholder(s)

Needs

Stakeholder(s)

Needs

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Not to be confused with aSoftware Development Process

Developers

10 – 100%

•Develop

Developers

10 – 100%

•Develop

Stakeholder

5 – 10%

•Provide business goals

•Provide acceptance tests

Stakeholder

5 – 10%

•Provide business goals

•Provide acceptance tests

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What is required?

Architect(s)

“Quality Time”

•100% upfront

•Design must be accepted by Lead

•On call

Architect(s)

“Quality Time”

•100% upfront

•Design must be accepted by Lead

•On call

Project Manager

10 – 20%

•Facilitate daily standups

•Manage outside project communication

Project Manager

10 – 20%

•Facilitate daily standups

•Manage outside project communication

Developer(s)

10 – 100%

•Develop

Developer(s)

10 – 100%

•Develop

Lead

100%

•100% involved

•Facilitate implementation

•Develop

Lead

100%

•100% involved

•Facilitate implementation

•Develop

Stakeholder(s)

5 – 10%

•Provide business goals

•Provide acceptance tests

Stakeholder(s)

5 – 10%

•Provide business goals

•Provide acceptance tests

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What is required?

Intelligence Validationthrough

COMMUNICATION!!

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Who can be what?

You can only play one roll at a time, wear one hat.

ArchitectArchitectPMPM

LeadLead

StakeholderStakeholder

DeveloperDeveloper

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How should you do your job? Whatever works for you, as long as you

meet the role requirements. Mob programming Pair programming Ludacris speed programming (fake option) TDD DDT Wireframes, sketches, etc.

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Stipulations? There are always stipulations! Teams can be as little as one person!• Small ticket• Small task• One story point

There has always been an optional “I” in “Team”

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THERE IT IS!

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THERE IT ISN’T!

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Responsibilities of a Lead

Lead + PM + Architect

Lead + Architect

Lead + PM

Lead

SmallerTeam

LargerTeam

Always 100% Involved Always a Developer NEVER a Stakeholder!

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Isn’t a one man team dangerous?

Hell YA it is!Review DesignReview Design

Review CodeReview Code

Review Iterative Versions

Review Iterative Versions

Review System before pushed

Review System before pushed

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Stakeholder CommunicationNeeds Technical Needs

Has PMpermission false

true

ArchitectArchitectPMPM

DeveloperDeveloperLeadLead

Screw off

StakeholderStakeholder

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But what about the goals?

You tell me…

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No Swoop and Poop!

• Defined process• Defined stakeholder meetings• Defined standups• Managed communication• Must have buy in

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Barriers of protection!

Understanding your communication pathways and who are your direct contacts

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Defined roles and responsibilities!

“Productive knowledge work is all about how we use each other’s time and attention as we try to get stuff done. Your worst competitor is day-to-day confusion—the time it takes

everyone to figure out what to do and what not to do.”

Bill JensenAuthor of “Simplicity: the

New Competitive Advantage in a World of

More, Better, Faster”

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Accountability!“As politically incorrect as it sounds, the most

effective and efficient means of maintaining high standards of performance on a team is peer

pressure. One of the benefits is the reduction of the need for excessive bureaucracy around

performance management and corrective action. More than any policy or system, there is nothing like the fear of letting down respected teammates that motivates people to improve their performance.”

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Respect!Well, I’m just hoping for the best

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Well oiled machine… or just well oiled up!

1. Ability to do the work you want to do

2. Ability to play the role you want to play

3. Ability to be creative

4. Ability to not be micromanaged

5. I can bring in oil

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Removing the 5 dysfunctions from “our” team!

Read the bookhttp://www.amazon.com/The-Five-Dysfunctions-Team-ebook/dp/B006960LQW/ref=dp_kinw_strp_1

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More exclamation marks!!!11!

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What does it take to implement this golden opportunity?

BUY IN

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Borrowed Information

• http://www.iconfinder.com/search/?q=iconset%3Asketch• http://www.amazon.com/Five-Dysfunctions-Team-Leadership-Fable/dp/0787960756/ref=la_B001ILFMB2_1_1?

ie=UTF8&qid=1348166481&sr=1-1

• http://tomorrowsreflection.com/5-dysfunctions/

• http://www.waterfall-model.com/

• http://www.managedmayhem.com/2009/05/06/agile-software-development-process/

• http://www.ign.com/

• http://www.jafriedrich.de/pdf/Book%20summary%20-%20The%205%20Dysfunctions%20of%20a%20Team.pdf

• http://www.extension.iastate.edu/mt/civility/2007/02/roles_and_responsibilities_1.html