1 Seven Habits of Highly Dysfunctional Teams Nathaniel T. Schutta
2 Who am I? Nathaniel T. Schutta Foundations of Ajax & Pro Ajax and Java Frameworks UI guy Author, speaker, teacher More than a couple of web apps
3 The Plan Planning the Plan Solutions vs. Problems Meetings and More Meetings More Ceremony! Complexity Gone Wild Collaborate This Bungee Management
5 Plans are worthless. Planning is essential. Dwight D. Eisenhower
6 When will the project be done?
7 VP needs a date.
8 How often do we hit it?
9 1/4? 1/9? 1/100? Worse?
10 Software can be planned right?
11 Just like building a house?
13 Built it.
14 Every decision up front.
15 *Every* one.
16 Down to the outlets...
17 Builder had a good reason...
18 Take a 4 month vacation!
19 House will be perfect!
20 Yeah right.
21 Visited often.
22 Found mistakes every time.
23 But things moved along.
24 Almost time to close.
25 Then we got the call.
26 There s a glitch.
27 Met with the builder.
28 Violated the setback.
29 By 17 feet.
31 Closed 2 months late.
32 It happens.
33 Builder s been around the block.
34 Wasn t the first house in the neighborhood.
35 Plan didn t quite work out.
36 We ve built houses for thousands of years.
37 Software? 50 or so.
38 So about that date...
39 Beware dateility.
40 Is it that important?
41 Sometimes it is.
42 Often it s not.
43 Can t turn every dial to 11.
44 Why are dates emphasized?
45 What s the real issue?
46 Lack of trust.
47 What are you doing?
48 Demo early, demo often.
49 Burn down/up charts.
50 Velocity is a better predictor.
51 Estimates are ranges. extremeprogramming/message/135269
52 Plan in small chunks.
53 Minutes to a day or two.
54 Depends on iteration length.
55 Weeks? Bad smell.
56 Further you go, less accurate you ll be.
57 Where will you be next Wednesday?
58 How about six months from now?
59 Solutions vs. Problems.
60 We solve problems.
61 We re often given solutions.
63 What about that outlet?
64 Extension cord?
65 Move the outlet?
66 Embed it!
67 Customers don t always know best.
69 How we ve always done it.
72 Search out problems.
73 Demonstrate alternatives.
74 Trust is key.
75 Helps to deliver!
78 Some cultures love meetings.
81 You have to work from home...
82 Think about that.
83 Is that a good thing?
84 Look how busy I am.
85 Managers vs. Makers.
86 Do we really need to meet?
87 Meetings are costly.
88 Establish boundaries.
89 No meeting Friday.
90 Start with an afternoon.
91 Block top of the hour.
92 Have an agenda.
93 Clear purpose.
94 Don t invite the world.
95 Stay focused.
97 The Google Way. content/sep2006/sb _ htm
98 Too many conference rooms are like Vegas...
99 Meetings are like goldfish.
100 Does it have to be an hour? %2Fsrchnum.html&r=1&f=G&l=50&s1=% %22.PGNR.&OS=DN/ &RS=DN/
101 If you only need 15 mns, schedule 15 mns.
102 Constraints are good!
103 Test drive meetings.
104 What do we want to accomplish?
105 TPS - Death by Meetings. Effective-Productive-Business-Meetings.aspx
107 Interruptions kill.
108 Flow state matters.
109 Office hours.
110 Quiet time.
112 More Ceremony.
113 We need a CBA...
114 The CBA costs more than the license.
115 $300 for a class?
116 Not an approved vendor.
118 Sign off!
119 Most processes are high ceremony.
120 When are you going to update the detailed plan?
122 To serve whom?
123 At what cost?
124 Favor simplicity.
125 Test the process.
126 Supposed to solve X?
127 Did it?
128 Check the last 10 projects.
129 Did they have problem X?
130 Not just process though.
131 Languages, technologies.
132 Vendor packages.
133 Programmers are always surrounded by complexity; we cannot avoid it.... If our basic tool, the language in which we design and code our programs, is also complicated, the language itself becomes part of the problem rather than part of its solution. C. A. R. Hoare
134 Do we have infrastructure?
135 What s the true cost?
136 Can you staff it?
137 Can you hire people?
138 Three things to ask about any new tech.
139 How do I test it?
140 How do I refactor it?
141 How do I version it?
142 Other things too...
143 True cost.
144 Maintenance contract.
145 Hardware care & feeding.
146 Retention costs.
147 Training costs.
148 Not just the license.
149 Beware solutions in search of problems.
150 Favor simplicity.
151 Complexity Rules!
152 Anyone can make the simple complicated. Creativity is making the complicated simple. Charles Mingus
153 Developers seem to love complexity.
154 Way of showing off?
155 Well if *you* can t understand that code...
156 It isn t about us.
157 3 AM rule.
159 Is the intent clear?
160 Write code to be read.
161 For us too.
162 Can you understand your code a year later?
163 Less is more.
164 Small codebase = good. codes-worst-enemy.html
165 Klocs Kill - the amount of code you ships becomes the tax on future development. "Smalltalk" Dave Thomas viewpost.jsp?thread=252702
166 Boilerplate = bad.
167 Short classes.
168 Few pages.
169 Short methods.
170 Do one thing.
171 Say what you do.
172 < 10 lines.
173 One level of indent.
174 No else statements.
175 Descriptive names.
176 Fine line!
177 How Big Should a Function Be? how-big-should-a-function-be
178 Object Calisthenics by Jeff Bay perfecting-oos-small-classes-and-short.html
179 9 Rules.
180 Simplify, simplify, simplify.
181 What about terseness?
182 Portrait of a Noob. portrait-of-n00b.html
184 A must, not a best practice.
185 If it s hard to test, rewrite it so it isn t.
186 Applies to architecture too.
187 A complex system that works is invariably found to have evolved from a simple system that worked. The inverse proposition also appears to be true: A complex system designed from scratch never works and cannot be made to work. You have to start over, beginning with a working simple system. Gall s Law John Gall
188 Apple gets this.
189 Do you need a SOA solution with highly clustered blah blah blah?
190 How many users do you have?
191 What do they really need?
192 Start simple.
193 Grow it up.
194 Complexity kills. It sucks the life out of developers, it makes products difficult to plan, build and test. Ray Ozzie CTO, Microsoft Corporation
195 Collaborate This.
196 Jan Tik
197 IT tradition.
198 Apps don t talk.
199 People don t talk.
200 An 860 number...
201 Lack of collaboration.
203 More of a fight.
204 Turf battles.
206 Lack of accountability.
208 Burrito debriefings.
209 Coffee run.
210 Get to know each other.
211 Common ground.
212 Shared goals.
213 One team.
214 Bungee Management.
215 Some managers just wander around.
216 Others are very hands on.
217 Some bounce in and out.
218 Technical management is hard.
219 Often don t understand what they re managing.
220 Former developers?
221 How good were they?
222 Requires a high level of trust.
224 How can we make their job easier?
225 What do they need from us?
226 Favor simplicity!
227 Status reports?
229 Big Visible Charts.
230 Burn down/up charts.
232 Card walls.
233 Ambient orbs.
234 Lava lamps...in the VPs office.
235 Project monitors.
236 Show build status, coverage rates...
239 Situational awareness.
240 Shed light on risk...early.
241 Help them look good.
242 Teams really can function!
243 Ask yourself...
244 What are we doing well?
245 What can we do better?
246 Change your organization or change your organization. Martin Fowler
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