Just a WIP

1. d e s p i t e t h e c o m m o n t e n d e n c y
t o a s s u m e t h a t
t h e r e i s a p e r f e c t s o l u t i o n
t o a p a r t i c u l a r p r o b l e m ,
THERE IS
NOT
A PERFECT
SOLUTION

2. THERE
IS
A RIGHT PROCESS

3. a p r o c e s s
CAN BE
LEARNED

4. a p r o c e s s
CAN BE
TAUGHT

5. • Computer engineering degree
• Master Multimedia design
• Helped making YOOX big during 2007-2012.
• Helped Photobox achieving +17% revenues year-on-year.
• Consultant for Microsoft Italia, TIM, Pirelli, Young and Rubicam,
British Telecom, etc.
ABOUT ME: EXPERIENCE

6. ABOUT ME: TEACHING
• Former 😢 From The Front conference organiser
• Web standards, agile methodology, and lean supporter
• Former team leader and manager on a mission to make developers
happier and companies more efficient
• Digital strategy consultant
• When this pic was taken, I was showing this to my friends: http://
www.feargod.net/fluff.html

7. THIS TALK BEGINS WITH A CURIOUS
DEVELOPER
EFFICIENCY
FORMULA
I N T R O

8. E ~ C * M * P
( I m p r o v i n g S o f t w a r e D e v e l o p m e n t P r o d u c t i v i t y
b y R a n d a l l W . J e n s e n , 2 0 1 5 )
Developer effectiveness is proportional to:
• Communication ability
• Manangement concepts awareness
• Programming skills

9. I AM NOT A FAN OF
FORMULAS TO ANALYSE
PEOPLE
b u t i t p o i n t s o u t s o m e t h i n g i m p o r t a n t :
I t ’ s n o t a l l a b o u t c o d i n g a b i l i t y

10. OK, THIS TALK IS ALSO
ABOUT LSD
I N T R O ( 0 2 )

11. DEVELOPERS
HAVE TO BE ABLE TO LOOK
AT THE
WHOLE PICTURE

12. BIG DESIGN UPFRONT IS NOT
SUSTAINABLE ANYMORE

13. FIND OUT
WHAT’S THE MOST
IMPORTANT THING TO WORK
ON
(not from a technical point of view)

14. BUT WE WERE TALKING
ABOUT PROCESS, RIGHT?

15. OK, LET’S GO BACK TO
PROCESS

16. PROCESS #1
BUILD DATA-DRIVEN
ITERATIONS
C H A P T E R 0 1

17. C H A P T E R 0 1
A N A L Y S E . D I S C O V E R . ( R E ) A C T . I T E R A T E
D A T A - D R I V E N I T E R A T I O N S

18. A N A L Y S I N G
C U S T O M E R
D A T A
C H A P T E R 0 1 - A n a l y s e
• Move from design speculation to data-based decision
making.
• Setup tools & scripts to track performance, UX, etc.
• Improve BI, create reports for quick data analysis.
• Track incidents.
COLLECT ANYTHING

19. D I S C O V E R
P A T T E R N S
C H A P T E R 0 1 - D i s c o v e r
Analyse daily reports.
See how changes have impact on conversions.
Find customers common traits and group them.
Define user profiles.
Define clear KPIs.
SEE THE DATA

20. RECIPE: DEFINE THEMES

21. ( R E ) A C T
C H A P T E R 0 1 - ( r e ) A c t
Prepare software for reactions: A/B Tests, feature-driven
development.
Quick-wins and long-term development can coexist.
METRICS

22. RECIPE: SUNSHINE CHART

23. I T E R A T E
C H A P T E R 0 1 - I t e r a t e
Regular data validation max every 2 weeks.
Review actions taken and conversions.
Discuss about incidents.
MAKE IT A PROCESS

25. DATA-DRIVEN
SPRINTS

26. PROCESS #2
CREATE REPEATABLE
UNIQUENESS
C H A P T E R 0 2

27. C H A P T E R 0 2
R E P E A T A B L E U N I Q U E N E S S
B R A N D I N G . D I S P L A Y . Q U A L I T Y

28. U N I Q U E N E S S
I S B R A N D I N G
C H A P T E R 0 2 - B r a n d i n g
• Branding is given by word of mouth.
• Branding is given by information.
• Branding is given by competitive research.
• Branding is given by process.
BE DIFFERENT

29. BE QUICK
OR BE DEAD?

30. “ U n d e r r e l e n t l e s s t i m e a n d f i n a n c i a l
p r e s s u r e , m a n y w e b d e v e l o p e r s w i l l
c o n t i n u e t o t a k e s h o r t c u t s —
i n c l u d i n g s h o r t c u t s t h a t h a r m t h e
u s e r e x p e r i e n c e .
M a n y c o m p a n i e s w i l l i m i t a t e t h e
s t y l e g u i d e s o f a f e w c o m p a n i e s . ”
( J e f f r e y Z e l d m a n )

31. D I S P L A Y W H A T
Y O U H A V E
C H A P T E R 0 2 - D i s p l a y
• Be everywhere - especially in the tech scene.
• Walk the streets.
• Engage.
NOT JUST SOCIAL

32. A D V O C A C Y
T H R O U G H
Q U A L I T Y
C H A P T E R 0 2 - Q u a l i t y
• Find competitors flaws.
• Make customers talk about you.
• Unblemished quality through clear short and
long-term vision.
ACTIVATE ADVOCACY

33. UNIQUENESS
THROUGH
ITERATIONS

34. QUALITY
WITH
ORIGINAL IDEAS

35. QUALITY
WITH
FOCUS

36. QUALITY
WITH
LEARNING

37. QUALITY
WITH
AUTOMATION

38. PROCESS #3
BUILD A WORLD-CLASS
CULTURE
C H A P T E R 0 3

39. W O R L D - C L A S S C U L T U R E
C H A P T E R 0 3
E F F I C * C Y . D E T E R M I N A T I O N . P E O P L E

40. E F F I C I E N C Y
A N D
E F F I C A C Y
C H A P T E R 0 3 - E f f i c * c y
• Look for the long run
• Eliminate waste
• Focus on specific results
BEST EFFORT APPLIED TO THE PERFECT
RIGHT SOLUTION

41. D E T E R M I N A T I O N
C H A P T E R 0 3 - D e t e r m i n a t i o n
• development is a broad discipline
• (not) agilise all-the-things
• leave space for connections with other areas
AGILE IS NOT ENOUGH

42. THIS
STORY POINTS
THING ARE
BORING

43. SCRUM IS NOT
JUST ABOUT
POINTS AND
VELOCITY

44. ALL THESE
PROCESSES
ARE
BORING

45. AND ALSO INEFFECTIVE
BY THEMSELVES

46. n o t a p e r f e c t s o l u t i o n
THERE
IS
A RIGHT PROCESS
PEOPLE

47. “ N o m a t t e r s h o w i t l o o k s a t f i r s t ,
i t ' s a l w a y s a p e o p l e p r o b l e m ”
( G e r a l d W e i n b e r g )

48. P E O P L E
C H A P T E R 0 3 - P e o p l e
• work together
• choose software development tools
• engage communication
• leave space for coding
• no context switch
COMBINE KNOWLEDGE

49. PEOPLE
C H A P T E R 0 4

50. DEVELOPERS HAVE THE
POWER
(but they’re not good in making money)

51. BUT WE KNOW DEMOCRACY
ISN’T PERFECT

52. NO FORMAL LEADERS, BUT
“EXTRA MILERS”

53. O N E T O O N E
C H A P T E R 0 4
• Do we want to improve work
• Treat everyone with respect
• giving people the responsibility to make decisions
about their work
HR

54. MAKE EVERYONE A SOURCE
OF INFORMATION

55. MAKE EVERYONE A VECTOR
FOR INFORMATION

56. L E A R N I N G
C H A P T E R 0 4
• Training (conference, books, etc.) with conditions
• Leave space for personal and team improvement
• Cross team work
• Cross code-validation
Learn from others

57. “ L e a r n i n g i s g o i n g t o h a p p e n
a n y w a y , o n l y t h e y a r e g o i n g t o l e a r n
s o m e t h i n g d i f f e r e n t ”
( A l b e r t o B r a n d o l i n i )

58. PROCESS IS GOOD TO
ENFORCE GOOD PRACTICES

59. ELIMINATE AMBIGUITY

60. SUMMARY

61. Would you prefer
a PAIR PROGRAMMING session
or
a RETRO meeting?

62. Would you prefer working
on a DB MIGRATION
or
on a FAILED MERGE to solve?

63. Would you prefer
a BEER
or
a day WITHOUT INTERRUPTIONS?

64. Would you prefer
THIS PRESENTATION
or
some code about FUNCTIONAL JS?

65. EVERYONE IS SO DIFFERENT,
SO IT’S HARD TAKING CARE
OF EVERYONE

66. n o t a p e r f e c t s o l u t i o n
THERE
IS
A RIGHT PROCESS
PEOPLE
CULTURE

67. BUILDING A WINNING
CULTURE MEANS
HAVING HAPPY
PEOPLE
W h o h e l p m a k i n g m o n e y

68. Meeting Design
Clear Decision Making
Defining Success
(WIP)

69. @francescozaia