TRUTH Why do Co-Founder & Chief Software Crafter THE DISTU BING R most software projects suck? LEMİ ORHAN ERGİN Craftgate

2022 2023 2024 LEMi ORHAN ERGiN linkedin.com/in/lemiorhan speakerdeck.com/lemiorhan @lemiorhan co-founder, Craftgate founder, SCTurkey alumni, Sony, eBay/GittiGidiyor, ACM, iyzico programming, since 2001 with love Payment Orchestration Platform Software Craftsmanship Community

teams rush to catch the deadlines get-it-done mindset overemphasis on efford estimations primary goal is to complete all tasks no time for testing in development custom frameworks are created to narrow focus and understanding new teammates join to go faster technical dept is accepted

individual speed and productivity are crucial no time for helping peers and working in pairs hard to onboard juniors to team critical tasks go to seniors micro management happens

metrics are collected to manage productivity story points per person is calculated tons of metrics with no real meaning are collected, like team productivity, velocity, code coverage performance appriasals based on metrics destroys justice & team spirit

plans should be obeyed scope is fixed we know customers will like it product owners as as analysts, no need to know the product internals feature prioritization is for catching the deadline poker planning for hours only few people touch and hear real customers

lords of the house are the decision makers know-how is kept at seniors and architects, who form a separate team everyone has separate duty, has limited visibility on the big picture lack of skill development for others high turover rate with many outsources team mates

If what you are building are projects, you should be prepared to have issues with the team, the practices and the codebase

software product is not a software written for a customer by a team a green-field project with latest technologies used an output of a Scrum team running sprints something developed iteratively something you demo at the end of every sprint an output of the team using a board and tasks a product if it is been built as if it is a project

building a project is like taking care of someone else’s child what you really care is getting the given tasks done in a expected period of time and get paid for it

you follow long term vision and a purpose learn from every failure aim is sustainable satisfaction & growth there is no end for growth and development look for continuous improvement seek for good people and processes you touch your customer frequently building a product is like growing your own child

Unless you bend the rules of the business game, all you can do is projects

Product KPIs Time https://medium.com/ctonun-el-defteri/startup-dinamikleri-ve-cto-rolleri-18af101649cc Hakan Erdoğan, Startup Dinamikleri ve CTO Rolleri EARLY STAGE SCALE STAGE LATE STAGE Main concern: Speed Quality Business Continuity Main Focus: Validation Growth Customer Satisfaction Customer Development Sustainability Customer Loyalty Developed: Product Projects MVP products start to die when it loses capability for innovation and adaptability SIGMOID CURVE OF BUSINESS

Product KPIs Time SIGMOID CURVE OF BUSINESS SECOND CURVE THEORY AT RE-SCALE STAGE Main concern: Quality Main Focus: Growth Customer Satisfaction Developed: Product first curve second curve

Scaling an organization could be the worst idea to grow

HELL DEPENDENCY

The team structures required for projects and products are totally different

Managers cannot know the capabilities and dynamics of their teams without being involved in what their teams are doing

Organizations usually seek for answers without knowing the problem

Non-business metrics are waste and destroy teams slowly from the inside like radioactive chemicals

Teams and organizations trying to continue working with toxic/unfit employees always fail

speakerdeck.com/lemiorhan lemi orhan ergin co-founder, craftgate Evolution of Code to Modularity twitter.com/lemiorhan