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Some call it "craftsmanship", others prefer to speak of maturity, competence, excellence or skill. No matter what you call it, the software development community is in need of people with a professional attitude towards their work. From self-motivation to goal setting, from connecting with peers to delegating work, there are a number of crucial behaviors that software testers and developers need to adopt to be able to call themselves "professionals".
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The 7 Duties of Great Software Professionals
© Jurgen Appelo version 4 www.noop.nl
@jurgenappelo
Jurgen Appelo writer, speaker, entrepreneur... www.jurgenappelo.com
story
For 15 years I failed to leave my mark in this world. Until I started writing...
http://agilescout.com/top-agile-blogs-200/
http://www.flickr.com/photos/mfloryan/sets/72157627519257013/
#ALE2011 unconference http://ale2011.eu/
http://www.infoq.com/news/2012/04/agile-influential-people
How do you become a successful worker (whatever it is you do)...
Three maturity levels (for skill)
Shu traditional wisdom, learning fundamentals (apprentice)
Ha detachment, breaking with tradition (journeyman)
Ri transcendence, everything is natural (master)
http://en.wikipedia.org/wiki/Shuhari http://en.wikipedia.org/wiki/Master_craftsman
Six maturity levels (for discipline)
Oblivious “We don’t even know that we’re performing a process.”
Variable “We do whatever we feel like at the moment.”
Routine “We follow our routines (except when we panic).”
Steering “We choose among our routines by the results they produce.”
Anticipating “We establish routines based on our past experiences.”
Congruent “Everyone is involved in improving everything all the time.”
Gerard Weinberg, Quality Software Management: Systems Thinking
http://www.amazon.com/Quality-Software-Management-Systems-Thinking/dp/0932633226/
Competence = maturity in 2 dimensions
In order to be professionals, we grow skills and discipline.
Here’s how...
Motivate Yourself
Direct Yourself
Educate Yourself
Measure Yourself
Connect Yourself
Brand Yourself
Improve Yourself
Motivate Yourself
Direct Yourself
Educate Yourself
Measure Yourself
Connect Yourself
Brand Yourself
Improve Yourself
“16 Basic Desires” Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The need for influence of will
Eating The need for food
Romance The need for love and sex
Family The need to raise children
Saving The need to collect
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Tranquility The need to be safe
Order Or stable environments
Vengeance The need to strike back
Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
“16 Basic Desires” Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The need for influence of will
Eating The need for food
Romance The need for love and sex
Family The need to raise children
Saving The need to collect
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Tranquility The need to be safe
Order Or stable environments
Vengeance The need to strike back
Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
“9 Basic Desires” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Order Or stable environments
Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
“Self-Determination Theory” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Order Or stable environments
Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
Competence The need to feel capable
Autonomy The need to choose one’s own actions
Relatedness The need to be socially involved
“Self-Determination Theory” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence The need to feel capable
Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
10 Intrinsic Desires Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence The need to feel capable
“Drive” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism / Purpose The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence / Mastery The need to feel capable
Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us. Riverhead, 2009
10 Intrinsic Desires Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism / Purpose The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence / Mastery The need to feel capable
10 Intrinsic Desires
Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / Competence The need to feel capable
Power The need for influence of will
Freedom / Independence / Autonomy Being an individual
Relatedness / Social Contact The need for friends
Order Or stable environments
Goal / Idealism / Purpose The need for purpose
Status The need for social standing
Moving Motivators
http://www.management30.com/moving-motivators/
Are you aligning your work with your intrinsic motivators
Motivate Yourself
Direct Yourself
Educate Yourself
Measure Yourself
Connect Yourself
Brand Yourself
Improve Yourself
Let’s ignore the (subtle) differences for now…
goal
vision mission
objective
intent
target
aim
Goal checklist
specific and understandable
simple and concise
manageable and measurable
memorable and reproducible
attainable and realistic
ambitious and stimulating
actionable and assignable
agreed-upon and committable
relevant and useful
time-bound and time-specific
tangible and real
excitable and igniting
inspiring and visionary
value-based and fundamental
revisitable and assessable
Example 1
As a company, and as individuals, we value integrity, honesty, openness, personal excellence, constructive self-criticism, continual self-improvement, and mutual respect. We are committed to our customers and partners and have a passion for technology. We take on big challenges, and pride ourselves on seeing them through. We hold ourselves accountable to our customers, shareholders, partners, and employees by honoring our commitments, providing results, and striving for the highest quality.
Actionable
Ambitious
Inspiring
Measurable
Memorable
Realistic
Relevant
Simple
Tangible
Time-bound
Example 2
Our mission is to organize the world’s information and make it universally accessible and useful.
Actionable
Ambitious
Inspiring
Measurable
Memorable
Realistic
Relevant
Simple
Tangible
Time-bound
https://picasaweb.google.com/114043888000663006020/ALENetworkWorldCafeAtXP2011Results
Consider stories, metaphors, pictures or video
Photo: Dan Pop
And another one
And another one... 8-/
What do you see in your future
Motivate Yourself
Direct Yourself
Educate Yourself
Measure Yourself
Connect Yourself
Brand Yourself
Improve Yourself
I read...
About how people think...
About how people learn...
About how people change...
And nobody needs to tell me how, because I self-organize...
Self-organization… a definition
“Self-organization is a process of attraction and repulsion in which the internal organization of a system, normally an open system, increases in complexity without being guided or managed by an outside source.”
http://en.wikipedia.org/wiki/Self-organization
Your career is your own responsibility. Your employer is not your mother.
How have you decided to learn
Motivate Yourself
Direct Yourself
Educate Yourself
Measure Yourself
Connect Yourself
Brand Yourself
Improve Yourself
“What You Measure Is What You Get”
or…
“What gets measured gets managed”
(Peter Drucker)
http://www.edpsycinteractive.org/papers/wymiwyg.html
WYMIWYG
Example
perspective
dimension
stic
kies
actions
evals
cycle time
views
1. Time
2. Tools
3. People
4. Value
5. Functionality
6. Quality
7. Process
happy
1.
Emp
loye
e
2.
Team
3.
Org
aniz
atio
n
4.
Cu
sto
mer
5.
Man
ager
6.
Sup
plie
r
7.
Co
mm
un
ity
metrics
targets
incentives
How do you track your growth as a professional
Motivate Yourself
Direct Yourself
Educate Yourself
Measure Yourself
Connect Yourself
Brand Yourself
Improve Yourself
Individual competence
“We learned that individual expertise did not distinguish people as high performers. What distinguished high performers were larger and more diversified personal networks.”
Cross, Rob et.al. The Hidden Power of Social Networks. Boston: Harvard Business School Press, 2004
Network across disciplines
http://www.flickr.com/photos/wwworks/
Network across companies
How do you diversify your personal network
Motivate Yourself
Direct Yourself
Educate Yourself
Measure Yourself
Connect Yourself
Brand Yourself
Improve Yourself
yourself! What do you see?
Are you different? Remarkable?
Do you want to send resumes or quotes?
Do you want to be selling or marketing?
How are you developing your personal brand
Motivate Yourself
Direct Yourself
Educate Yourself
Measure Yourself
Connect Yourself
Brand Yourself
Improve Yourself
Three drivers of improvement
Adaptation
Looking backward, reactive, responding to change
Anticipation
Looking forward, proactive, imagining improvement
Exploration
Trying things out, experimentation, experience feedback
Are you improving by adapting, anticipating and experimenting
Motivate Yourself
Direct Yourself
Educate Yourself
Measure Yourself
Connect Yourself
Brand Yourself
Improve Yourself
@jurgenappelo
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linkedin.com/in/jurgenappelo
http://creativecommons.org/licenses/by-nd/3.0/
This presentation was inspired by the works of many people, and I cannot possibly list them all. Though I did my very best to attribute all authors of texts and images, and to recognize any copyrights, if you think that anything in this presentation should be changed, added or removed, please contact me at [email protected].
