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© 2010 Forrester Research, Inc. Reproduction Prohibited1
© 2010 Forrester Research, Inc. Reproduction Prohibited2 © 2009 Forrester Research, Inc. Reproduction Prohibited
Software Development Teams:Secrets to Achieving Unprecedented Rates of Growth and Innovation
Jeffrey Hammond, Principal Analyst
May 3rd, 2011
© 2010 Forrester Research, Inc. Reproduction Prohibited3
Your development teams are an untapped source of innovation
that you must unlock!
3Entire contents © 2010 Forrester Research, Inc. All rights reserved. Source: Flickr (http://www.flickr.com/photos/keoki/1418303458/sizes/o/)
How would you describe the act of developing software?
Algorithmic?4Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Source: Flickr (http://www.flickr.com/photos/keoki/1418303458/sizes/o/)
How would you describe the act of developing software?
Or heuristic?5Entire contents © 2010 Forrester Research, Inc. All rights reserved. Source: Flickr (http://www.flickr.com/photos/passer-by/1122901114/sizes/o/)
© 2010 Forrester Research, Inc. Reproduction Prohibited6
Three steps to a high performance team
1. Get (and keep) the right players
2. Create conditions for them to thrive and team
3. Manage with lean techniques and selective measures
Finding stars . . . why does it matter?
Source: Flickr (ttp://www.flickr.com/photos/clarism_4/3079019223/7Entire contents © 2010 Forrester Research, Inc. All rights reserved.
8Entire contents © 2010 Forrester Research, Inc. All rights reserved.
“Stars” are simply more productive . . .
Numerous studies show a 10-time difference in productivity and quality among software developers
and teams.
A tale of two developers . . .
Drew Jim
© 2010 Forrester Research, Inc. Reproduction Prohibited9
There Are Two Types Of Dev Professionals
Extrinsic
Biologic
Intrinsic
Source: Adapted from Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Hardcover, 2009
• Put food on table.• Pay mortgage.• Send kids to college.
• Expected rewards• Defined performance Motivation
• Internally driven• Self-motivated
Type X Dev Pro Type I Dev Pro• Does development (It’s a job)• Works 9-5, overtime if rewarded• Doesn’t invest in self improvement
• Self identifies (Is a developer)• Gets involved in side projects• Self invests in learning new skills
© 2010 Forrester Research, Inc. Reproduction Prohibited10
Three steps to a high performance team
1. Get (and keep) the right players.
2. Create conditions for them to thrive and team.
3. Manage with lean techniques and selective measures
© 2010 Forrester Research, Inc. Reproduction Prohibited11
Creating a climate that attracts “stars”
Three cultural elements that create space for (and attract)
intrinsically motivated development team members:
1. Autonomy
2. Mastery
3. Purpose
Source: Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Hardcover, 2009
Autonomy! Are you kidding?
What about compliance?
What about governance?
“We need to put fences around development teams to ensure they don’t wander off the path we want them to take . . .”
— Executive at a dev. tools ISV
12Entire contents © 2010 Forrester Research, Inc. All rights reserved. Source: Flickr (http://www.flickr.com/photos/pyxopotamus/3362291478/sizes/o/)
Focus on ends, not so much on means
Govern (and measure) autonomous behavior: Self-directed teams
Limited stage gates
Quality metrics
Engagement
On-time delivery
Customer centricity
Rapid recovery
Build a:
Results-
OrientedWorkEnvironment
13Entire contents © 2010 Forrester Research, Inc. All rights reserved. Source: Flickr (http://www.flickr.com/photos/pyxopotamus/3362291478/sizes/o/)
Mastery takes practice and perseverance
•Covet engagement.
•Set a10k plan.
•Focus on your 12.
Source: Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Hardcover, 2009 and Malcolm Gladwell, Outliers: The Story of Success, Little, Brown, and Company, 2008.
Build a “flow friendly” development shop.
14Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Purpose: prerequisite for self-actualization
“We’re on a mission from God.”“We’re not evil.”“OTTWD”“We want to put a dent in the universe!”“Let’s build a smarter planet”
Do you have:Transparency?Shared goals?
Simple policies?
15Entire contents © 2010 Forrester Research, Inc. All rights reserved. Source: Flickr (http://www.flickr.com/photos/65538421@N00/1377536488/sizes/o/)
© 2010 Forrester Research, Inc. Reproduction Prohibited16
Three steps to a high performance team
1. Get (and keep) the right players.
2. Create conditions for them to thrive and team.
3. Manage with lean techniques and selective
measures
Lean software is not really about this . . .
. . . it’s about getting teams “in the zone” — and keeping them there.
17Entire contents © 2010 Forrester Research, Inc. All rights reserved. Source: Flickr (http://www.flickr.com/photos/mikkime/3516613640/sizes/l/)
© 2010 Forrester Research, Inc. Reproduction Prohibited18
Wastes that impede flow
Manufacturing sources of waste:
Overproduction
Waiting (time on hand)
Unnecessary transport or
conveyance
Overprocessing or incorrect
processing
Excess inventory
Unnecessary movement
Defects
Unused employee creativity
App dev. equivalents:
Too many superfluous artifacts
Broken builds
Too many tool transitions
Rigid architectures
Analysis paralysis
Late discovery of defects
Rising downstream labor costs
Polluted supply chain management
(SCM) streams
High null-release ratios
© 2010 Forrester Research, Inc. Reproduction Prohibited19
Change management Service management
Portfolio management
Key ALM processes that improve “flow”
Build and software
configuration management
Deployment
Project management
Testing and quality
assurance
Release management
Production planningclosed loop
JIT Demand Management
Release managementclosed loop
Production controlclosed loop
Change awarecontinuous integration
Change awareconfiguration management
© 2010 Forrester Research, Inc. Reproduction Prohibited20
Measures that matter for the end result
Process Measure Objective/question How to calculatePPM Project alignment Do we have the right
investment mix?BCG Matrix Horizon Model
PPM/ALM
Scope, effort, cost, and schedule
Is the project tracking? What’s our velocity?
Burn-up/burn-down charts
ALM Readiness to deliver Is the software really ready to ship?
Post-build quality and code metrics
ALM Build for change. Can we easily change and evolve apps?
Code cohesion and coupling metrics
ALM/PPM
Estimation variance What type of process is appropriate?
Actual effort versus estimates effort
PPM Design for people. Do our customers value our efforts?
Net promoter, adoption rate/costs, defects
PPM Delivered value What have we done for the business lately?
Earned value,ROI
© 2010 Forrester Research, Inc. Reproduction Prohibited21
Forrester case studies on high performance teams
Atlassian
Ultimate Software
Sabre Holdings
CI&T
Netflix
Funambol
For more, see: www.forrester.com/masstlc
A game plan changing culture
The next 90 days
• Share these concepts with your management team.
• Explore the suggested bibliography.
• Ask your performers about “out-of-job innovations.”
• Run a “flow analysis” with your development teams.
• Create an “engagement plan” to spur intrinsic motivation.
22Entire contents © 2010 Forrester Research, Inc. All rights reserved. Source: Flickr (http://www.flickr.com/photos/werkunz/3599761533/sizes/l/)
A game plan for your BT strategy
Longer term
• Make a decision on how “innovative” you want to be.
• Begin to implement specific best practices (360-degree reviews, innovation time, OSS, Agile development).
• Start attacking waste that “slows flow.”
• Implement “unexpected” rewards system.
• Adjust measures to focus on building a ROWE.
• Start managing like a pro sports team.
23Entire contents © 2010 Forrester Research, Inc. All rights reserved. Source: Flickr (http://www.flickr.com/photos/werkunz/3599761533/sizes/l/)
24Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Thank you
Jeffrey Hammond
+1 617.613.6164
Twitter: jhammond
www.forrester.com
25Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Selected Forrester research
• November 3,2010, “Best Practice: Building High-Performance Application Development Teams”
• April 8, 2011, “Case Study: Sabre – A Culture Of Engagement”
• March 7, 2011, “CI&T – High Performance, Brazilian Style”
• January 14, 2011, “Atlassian Creates An Innovation Culture That Produces Results”
• November 3,2010, “Ultiamate Software Reinvents Its Development Shop To Stay On Its Game”
• November 2, 2010, “Software Development Archetypes – What’s Your Sign?”
26Entire contents © 2010 Forrester Research, Inc. All rights reserved.
Selected bibliography
• Netflix: Reference Guide on our Freedom & Responsibility Culture (http://www.slideshare.net/reed2001/culture-1798664)
•Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Books, 2009
•Malcolm Gladwell, Outliers: The Story of Success, Little, Brown & Co., 2008
•10X Software Development (http://forums.construx.com/blogs/stevemcc/default.aspx)