Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

PICS - Development Process & Roles

233 vues

Publié le

Publié dans : Technologie
  • Soyez le premier à commenter

  • Soyez le premier à aimer ceci

PICS - Development Process & Roles

  1. 1. Project Development Process Carey Hinoki1
  2. 2. 2At Work…How many peoplewould like to growpersonally?
  3. 3. 3At Work…How many peoplewould like to growintellectually?
  4. 4. 4At Work…How many peoplewould like to growfinancially?
  5. 5. 5At Work…How many peoplewould like to stayinvisible?
  6. 6. 6What 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!
  7. 7. 7What are the5 Dysfunctions of a Team?
  8. 8. 81. 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.
  9. 9. 92. Fear of Conflict Teams that lack trust are incapable of engaging in unfiltered and passionate debate of ideas.
  10. 10. 103. 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.
  11. 11. 114. 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.
  12. 12. 125. 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.
  13. 13. 13Ultimately, 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
  14. 14. 14Team Roles Project Project Team Team Project Project Architect Architect Lead Lead Developer Developer Manager Manager
  15. 15. 15 Who is involved? Stakeholder(s) Stakeholder(s) Project Manager Project Manager Architect(s) Architect(s) Lead Lead Developer(s) Developer(s)••Creates needs Creates needs ••Creates Creates ••Creates tech. Creates tech. ••Directs Directs ••Implements Implements requirements requirements requirements requirements Developers Developers solutions solutions ••Manages Manages ••Manages tech. Manages tech. ••Implements Implements requirements requirements requirements requirements solutions solutions ••Verifies Verifies ••Designs solutions Designs solutions requirements requirements
  16. 16. 16Stakeholder 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)
  17. 17. 17Information Superhighway,No Skipping Ahead! Stakeholder(s) Stakeholder(s) PM PM Architect(s) Architect(s) Lead Lead Developer(s) Developer(s) Needs Needs Business Business Designs Designs Technical Technical Execution Execution Requirements Requirements Requirements Requirements
  18. 18. 18Not to be confused with aSoftware Development Process
  19. 19. 19 What is required? Stakeholder(s) Stakeholder Stakeholder(s) Stakeholder Project Manager Project Manager Architect(s) Architect(s) Lead Lead Developer(s) Developers Developer(s) Developers 5 – 10% 5 – 10% 10 – 20% 10 – 20% “Quality Time” “Quality Time” 100% 100% 10 – 100% 10 – 100%••Provide business Provide business ••Facilitate daily Facilitate daily ••100% upfront 100% upfront ••100% involved 100% involved ••Develop Developgoals goals standups standups ••Design must be Design must be ••Facilitate Facilitate••Provide Provide ••Manage outside Manage outside accepted by accepted by implementation implementationacceptance tests acceptance tests project project Lead Lead ••Develop Develop communication communication ••On call On call
  20. 20. 20What is required? Intelligence Validation through COMMUNICATION!!
  21. 21. 21Who can be what? You can only play one roll at a time, wear one hat. Stakeholder Stakeholder PM PM Architect Architect Lead Lead Developer Developer
  22. 22. 22How 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.
  23. 23. 23Stipulations?  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”
  24. 24. 24THERE IT IS!
  25. 25. 25THERE IT ISN’T!
  26. 26. 26Responsibilities of a Lead Lead + PM + Architect Smaller Team Lead + Architect Lead + PM  Always 100% Involved Larger  Always a Developer Lead Team  NEVER a Stakeholder!
  27. 27. 27Isn’t a one man team dangerous? Hell YA it is! Review Review Review Review Review Review Review Review Design Design Code Code Iterative Iterative System System Versions Versions before before pushed pushed
  28. 28. 28Stakeholder Communication Needs Technical Needs PM PM Stakeholder Stakeholder Architect Architect Has PM Screw permission false off true Lead Lead Developer Developer
  29. 29. 29But what about the goals? You tell me…
  30. 30. 30No Swoop and Poop! • Defined process • Defined stakeholder meetings • Defined standups • Managed communication • Must have buy in
  31. 31. 31Barriers of protection! Understanding your communication pathways and who are your direct contacts
  32. 32. 32Defined 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 Jensen Author of “Simplicity: the New Competitive Advantage in a World of More, Better, Faster”
  33. 33. 33Accountability! “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.”
  34. 34. 34Respect! Well, I’m just hoping for the best
  35. 35. 35Well oiled machine…or just well oiled up!1. Ability to do the work you want to do2. Ability to play the role you want to play3. Ability to be creative4. Ability to not be micromanaged5. I can bring in oil
  36. 36. 36Removing the 5 dysfunctionsfrom “our” team! Read the book http://www.amazon.com/The -Five-Dysfunctions-Team- ebook/dp/B006960LQW/ref=d p_kinw_strp_1
  37. 37. 37More exclamation marks!!!11!
  38. 38. 38What does it take to implement thisgolden opportunity? BUY IN
  39. 39. 39Borrowed 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

×