Tweet
Tweet

Slide 1

Slide 1 text

Ernie Miller humanedevelopment.org @erniemiller Humane Development

Slide 2

Slide 2 text

erniemiller

Slide 3

Slide 3 text

No content

Slide 4

Slide 4 text

No content

Slide 5

Slide 5 text

No content

Slide 6

Slide 6 text

No content

Slide 7

Slide 7 text

It’s not my fault.

Slide 8

Slide 8 text

Aptenodytes ashamed Dave Morris CC BY 2.0

Slide 9

Slide 9 text

Lots of penguins Brian Gratwicke CC BY 2.0

Slide 10

Slide 10 text

Walking away Mindy Kimball Used with permission

Slide 11

Slide 11 text

Software

Slide 12

Slide 12 text

Software + Team

Slide 13

Slide 13 text

Software + Team + Culture

Slide 14

Slide 14 text

Software + Team + Culture It’s totally my fault.

Slide 15

Slide 15 text

STORY TIME!

Slide 16

Slide 16 text

No content

Slide 17

Slide 17 text

No content

Slide 18

Slide 18 text

No content

Slide 19

Slide 19 text

Simple Kanban Board Jeff Lasovski http://creativecommons.org/licenses/by-sa/3.0

Slide 20

Slide 20 text

No content

Slide 21

Slide 21 text

“You’re thinking of this all wrong. Think of it like another development task. Your team members are objects in the system and you’re doing engineering just like you would with software.” — A Former Boss

Slide 22

Slide 22 text

“You’re thinking of this all wrong. Think of it like another development task. Your team members are objects in the system and you’re doing engineering just like you would with software.” — A Former Boss

Slide 23

Slide 23 text

I HAVE NO IDEA WHAT I’M DOING

Slide 24

Slide 24 text

Person.is_a? Object

Slide 25

Slide 25 text

Person.is_a? Object # => SO MUCH FALSE

Slide 26

Slide 26 text

No content

Slide 27

Slide 27 text

Please Use Revolving Door Thomas Hawk CC BY-NC 2.0

Slide 28

Slide 28 text

No content

Slide 29

Slide 29 text

Tell me about your childhood. Personal space. Have you heard of it?

Slide 30

Slide 30 text

No content

Slide 31

Slide 31 text

“The Business” Values

Slide 32

Slide 32 text

“The Business” Values 1.Predictability

Slide 33

Slide 33 text

“The Business” Values 1.Predictability 2.Measurability

Slide 34

Slide 34 text

“The Business” Values 1.Predictability 2.Measurability 3.Control

Slide 35

Slide 35 text

© Jorge Royan / http://www.royan.com.ar / CC-BY-SA-3.0

Slide 36

Slide 36 text

No content

Slide 37

Slide 37 text

Man in a Box Keith Allison CC BY-SA 2.0 Abstraction!

Slide 38

Slide 38 text

Human

Slide 39

Slide 39 text

Human Resources

Slide 40

Slide 40 text

Resources

Slide 41

Slide 41 text

We are humans working with humans to develop software for the benefit of humans.

Slide 42

Slide 42 text

No content

Slide 43

Slide 43 text

Humane Development

Slide 44

Slide 44 text

humane

Slide 45

Slide 45 text

humane

Slide 46

Slide 46 text

Source: New Oxford American Dictionary humane |(h)yo ͞ oˈmān| adjective 1 having or showing compassion or benevolence • inflicting the minimum of pain 2 intended to have a civilizing or refining effect on people

Slide 47

Slide 47 text

Agile

Slide 48

Slide 48 text

The Land That Scrum Forgot Robert C. Martin

Slide 49

Slide 49 text

No content

Slide 50

Slide 50 text

“Martin Fowler and I sat down and said ‘You know, we should form an organization.’” – Robert C. Martin, “The Land That Scrum Forgot”

Slide 51

Slide 51 text

“We called this the ‘Lightweight Process Summit’.” – Robert C. Martin, “The Land That Scrum Forgot”

Slide 52

Slide 52 text

“It was at that meeting we coined the term ‘Agile’.” – Robert C. Martin, “The Land That Scrum Forgot”

Slide 53

Slide 53 text

“It was Ward Cunningham, I believe, who said ‘You know, what we need here is a few statements where we don't disparage the old way of working. We say that we value the old way of working, but we value these other things more.’ ” – Robert C. Martin, “The Land That Scrum Forgot”

Slide 54

Slide 54 text

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. The Agile Manifesto agilemanifesto.org

Slide 55

Slide 55 text

“At this meeting, Kent Beck reiterated his mission, his vision. He said again, ‘You know, this Agile thing, if we're going to call it Agile — it should be to heal the divide between business and development.’ And we all agreed.” – Robert C. Martin, “The Land That Scrum Forgot”

Slide 56

Slide 56 text

“Who do you think was taking these courses — these Certified Scrum Master courses? Was it developers? No. See, I was a developer, and I thought it was stupid. And all the other developers I talked to said ‘This is stupid.’ Who was it that didn't think it was stupid? Project Managers!” – Robert C. Martin, “The Land That Scrum Forgot”

Slide 57

Slide 57 text

“A Scrum Master was a coach. A Scrum Master was not a manager — explicitly not a manager, not supposed to be a manager.” – Robert C. Martin, “The Land That Scrum Forgot”

Slide 58

Slide 58 text

“[...] the role was supposed to rotate through the various team members. [...] And frankly, the idea of the role was to slowly kind of fade away so that in the end you wouldn't need a Scrum Master.” – Robert C. Martin, “The Land That Scrum Forgot”

Slide 59

Slide 59 text

“I don't think that the Project Managers who took the Certified Scrum Master course liked that particular interpretation.” – Robert C. Martin, “The Land That Scrum Forgot”

Slide 60

Slide 60 text

Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan

Slide 61

Slide 61 text

No content

Slide 62

Slide 62 text

Speed

Slide 63

Slide 63 text

Hustle

Slide 64

Slide 64 text

No content

Slide 65

Slide 65 text

No content

Slide 66

Slide 66 text

hustle

Slide 67

Slide 67 text

hustle

Slide 68

Slide 68 text

hustle |ˈhəәsəәl| verb 1 force (someone) to move hurriedly or unceremoniously in a specified direction • push roughly; jostle • hurry; bustle 2 obtain by forceful action or persuasion • coerce or pressure someone into doing or choosing something • sell aggressively • obtain by illicit action; swindle; cheat 3 engage in prostitution. noun 1 busy movement and activity 2 a fraud or swindle. Source: New Oxford American Dictionary

Slide 69

Slide 69 text

HUSTLE

Slide 70

Slide 70 text

No content

Slide 71

Slide 71 text

F5 tornado Elie Manitoba 2007 — Justin1569 — CC BY-SA 3.0

Slide 72

Slide 72 text

The notion of hustle-as-a- virtue is one of the most damaging memes afflicting software developers today.

Slide 73

Slide 73 text

No content

Slide 74

Slide 74 text

POINTS

Slide 75

Slide 75 text

VELOCITY = ZOMG!

Slide 76

Slide 76 text

Jeremy Wariner, ©2007 Phil McElhinney, CC BY-SA 2.0

Slide 77

Slide 77 text

Dr. Izumi Tabata

Slide 78

Slide 78 text

Tabata Intervals (2:1 work/recovery) Typical Sprint (1:3 work/recovery) = 10 seconds

Slide 79

Slide 79 text

No content

Slide 80

Slide 80 text

No content

Slide 81

Slide 81 text

An unsustainable pace is less than worthless.

Slide 82

Slide 82 text

The Big Picture is not on a “Need to Know” Basis Unless maybe you work for the CIA.

Slide 83

Slide 83 text

No content

Slide 84

Slide 84 text

Estimates are lies.

Slide 85

Slide 85 text

Most deadlines are lies.

Slide 86

Slide 86 text

Most “urgent” things aren’t really urgent.

Slide 87

Slide 87 text

Why? the importance of

Slide 88

Slide 88 text

No content

Slide 89

Slide 89 text

But the site is down! It’s actually urgent!

Slide 90

Slide 90 text

Why?

Slide 91

Slide 91 text

Because it’s down! Bad

Slide 92

Slide 92 text

Because while it’s down, we’re losing [credibility|exposure|$x/hr]. Good

Slide 93

Slide 93 text

Recursive Non-Answers

Slide 94

Slide 94 text

Recursive Non-Answers We need this feature by March 20th.

Slide 95

Slide 95 text

Recursive Non-Answers We need this feature by March 20th. Why?

Slide 96

Slide 96 text

Recursive Non-Answers We need this feature by March 20th. Why? So we can have this other feature by April 20th.

Slide 97

Slide 97 text

Recursive Non-Answers We need this feature by March 20th. Why? So we can have this other feature by April 20th. Why?

Slide 98

Slide 98 text

Recursive Non-Answers We need this feature by March 20th. Why? So we can have this other feature by April 20th. Why? …

Slide 99

Slide 99 text

“The Divide” is a lie.

Slide 100

Slide 100 text

We are humans working with humans to develop software for the benefit of humans.

Slide 101

Slide 101 text

There is no “us.”

Slide 102

Slide 102 text

There is no “them.”

Slide 103

Slide 103 text

A mission statement is not enough.

Slide 104

Slide 104 text

Empathy

Slide 105

Slide 105 text

Honesty

Slide 106

Slide 106 text

Smoke and Mirrors Flickr user: theilr CC BY-SA 2.0

Slide 107

Slide 107 text

No content

Slide 108

Slide 108 text

Crunch Mode is an Exceptional Situation

Slide 109

Slide 109 text

def build_feature do_work rescue Timeout::Error => e sacrifice_time_and_sanity end

Slide 110

Slide 110 text

I’d rather live in a Gotham that didn’t need Batman.

Slide 111

Slide 111 text

I’d rather live in a Gotham that didn’t need Batman.

Slide 112

Slide 112 text

MY BEST CODE EVER

Slide 113

Slide 113 text

No content

Slide 114

Slide 114 text

100% TEST COVERAGE

Slide 115

Slide 115 text

ZERO MAINTENANCE

Slide 116

Slide 116 text

DOES EXACTLY WHAT YOU THINK

Slide 117

Slide 117 text

Formalized processes are code for your company.

Slide 118

Slide 118 text

Be skeptical of someone else’s processes.

Slide 119

Slide 119 text

Integration

Slide 120

Slide 120 text

Integration MiniTest

Slide 121

Slide 121 text

Integration MiniTest

Slide 122

Slide 122 text

– Chad Fowler, “The Curse of a Name: How to Kill a Good Idea” “I can ‘Do BDD’ in the same way I can sign up for a membership at the gym. I feel the sense of accomplishment without the need to actually get healthy.”

Slide 123

Slide 123 text

Processes are a problem statement.

Slide 124

Slide 124 text

Trust

Slide 125

Slide 125 text

Process

Slide 126

Slide 126 text

Address the source of the problem.

Slide 127

Slide 127 text

Use processes as a last resort.

Slide 128

Slide 128 text

Legacy

Slide 129

Slide 129 text

Process Metaprogramming

Slide 130

Slide 130 text

Glenn Vanderburg @glv

Slide 131

Slide 131 text

No content

Slide 132

Slide 132 text

No content

Slide 133

Slide 133 text

No content

Slide 134

Slide 134 text

“Please note that this roundabout diagram is an example only and does not represent all roundabout designs.”

Slide 135

Slide 135 text

“Always drive so that everyone around you knows what you’re going to do before you do it.” – Thad Vanderburg

Slide 136

Slide 136 text

No content

Slide 137

Slide 137 text

A Theory of Evolution for Tools

Slide 138

Slide 138 text

A Theory of Evolution for Tools 1. Reflect

Slide 139

Slide 139 text

A Theory of Evolution for Tools 1. Reflect 2. Become

Slide 140

Slide 140 text

A Theory of Evolution for Tools 1. Reflect 2. Become 3. Define

Slide 141

Slide 141 text

No content

Slide 142

Slide 142 text

Build small tools.

Slide 143

Slide 143 text

Small tools are honest.

Slide 144

Slide 144 text

Small tools are honest. (and probably won’t turn sentient and decide to use you as a power source)

Slide 145

Slide 145 text

Leave room for choices.

Slide 146

Slide 146 text

Dr. Martin Seligman The Father of Positive Psychology

Slide 147

Slide 147 text

No content

Slide 148

Slide 148 text

Dr. Ivan Pavlov Nobel Laureate, Grower of Splendid Beard

Slide 149

Slide 149 text

No content

Slide 150

Slide 150 text

No content

Slide 151

Slide 151 text

Learned Helplessness

Slide 152

Slide 152 text

Dr. Ellen Langer Dr. Judith Rodin

Slide 153

Slide 153 text

The Effects of Choice and Enhanced Personal Responsibility for the Aged: A Field Experiment in an Institutional Setting

Slide 154

Slide 154 text

The Effects of Choice and Enhanced Personal Responsibility for the Aged: A Field Experiment in an Institutional Setting Experiment Control You’re responsible for yourself Staff is responsible for you You have freedom to make choices Choices are made for you Choose and care for a plant Plant is assigned and cared for by staff

Slide 155

Slide 155 text

The Effects of Choice and Enhanced Personal Responsibility for the Aged: A Field Experiment in an Institutional Setting Experiment Control You’re responsible for yourself Staff is responsible for you You have freedom to make choices Choices are made for you Choose and care for a plant Plant is assigned and cared for by staff Questionnaire ratings and behavioral measures showed a significant improvement for the experimental group over the comparison group on alertness, active participation, and a general sense of well-being.

Slide 156

Slide 156 text

– Every abuser of power, everywhere “If you don’t like it, leave.”

Slide 157

Slide 157 text

No content

Slide 158

Slide 158 text

AND NOW FOR SOMETHING COMPLETELY DIFFERENT

Slide 159

Slide 159 text

No content

Slide 160

Slide 160 text

No content

Slide 161

Slide 161 text

No content

Slide 162

Slide 162 text

Helpless?

Slide 163

Slide 163 text

We can work…

Slide 164

Slide 164 text

We can work… …any time.

Slide 165

Slide 165 text

We can work… …any time. …anywhere.

Slide 166

Slide 166 text

We can work… …any time. …anywhere. …in many different ways.

Slide 167

Slide 167 text

No content

Slide 168

Slide 168 text

Empathy Honesty Trust

Slide 169

Slide 169 text

Control

Slide 170

Slide 170 text

Autonomy

Slide 171

Slide 171 text

People are just like objects! OOP, baby! — Horrible Boss

Slide 172

Slide 172 text

Object-Oriented Programming isn’t about objects.

Slide 173

Slide 173 text

Object-Oriented Programming isn’t about objects.

Slide 174

Slide 174 text

Everything about your organization is encoded in communication.

Slide 175

Slide 175 text

Processes are just reusable messages!

Slide 176

Slide 176 text

Processes are just reusable messages! (good)

Slide 177

Slide 177 text

SNR

Slide 178

Slide 178 text

Must be willing to relocate to 1992

Slide 179

Slide 179 text

Must be willing to relocate to 1992 to 1992

Slide 180

Slide 180 text

Stop trying to substitute throughput for efficiency.

Slide 181

Slide 181 text

PROGRAMMING IS WRITTEN COMMUNICATION

Slide 182

Slide 182 text

No content

Slide 183

Slide 183 text

No content

Slide 184

Slide 184 text

No content

Slide 185

Slide 185 text

No content

Slide 186

Slide 186 text

No content

Slide 187

Slide 187 text

No content

Slide 188

Slide 188 text

– Tony Robbins, Author “Change happens when the pain of staying the same is greater than the pain of change.”

Slide 189

Slide 189 text

Thought Work

Slide 190

Slide 190 text

No content

Slide 191

Slide 191 text

Work

Slide 192

Slide 192 text

No content

Slide 193

Slide 193 text

Really hard work

Slide 194

Slide 194 text

– R. Keith Sawyer, Ph.D. “In creativity research, we refer to the three Bs—for the bathtub, the bed and the bus—places where ideas have famously and suddenly emerged.”

Slide 195

Slide 195 text

You are literally always working.

Slide 196

Slide 196 text

Lead by example.

Slide 197

Slide 197 text

Empathy Honesty Trust Autonomy

Slide 198

Slide 198 text

Stop looking for people to control.

Slide 199

Slide 199 text

Why?

Slide 200

Slide 200 text

That’s not how relationships work.

Slide 201

Slide 201 text

Ernie Miller @erniemiller Humane Development humanedevelopment.org

Slide 202

Slide 202 text

Ernie Miller @erniemiller Humane Development ❤ humanedevelopment.org ZOMG STICKERS!!