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Engaging Developers
Music City Agile
Jeffrey Hicks
2017
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Engaging Developers?
• Not about engaging developers for an open
source community
• Not about a9rac:ng developers to a pla;orm,
API etc.
• This talk is about engaging the employed
developer.
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About Me
• Developer Turned Developer & Manager
• Organize Li9le Rock ReactJS Meetup
• I Prac:ce Scrum
• Write soNware for crises management
@jrhicks
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Origins of this Talk
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Abridged List of Models
and Agile Methodologies
Models Agile
• Waterfall
• Spiral
• RAD
• Agile
• Lightweight
• Scrum
• Kanban
• XP
• ….
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Crises Management
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Incident Command System
ICS
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SCRUM & ICS
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Some Surprising Similari:es
Chlorine Train Derailment Flappy Birds IOS Game
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Glucksberg (1962)
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Glucksberg (1962)
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Glucksberg (1962)
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Glucksberg (1962)
Average Time
(Minutes)
% Failure
Tacks In Box 7.41 31%
Tacks Outside the
Box
4.99 18%
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Non Incen:vized
Average Time
(Minutes)
% Failure
Tacks In Box 7.41 31%
Tacks Outside the
Box
4.99 18%
Incen:vized ($5, $20)
Average Time
(Minutes)
% Failure
Tacks In Box 11.08 50%
Tacks Outside the
Box
3.67 6%
Glucksberg (1962)
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Glucksberg (1962)
Giving $160 performance incen:ve for 7
minutes of insight work
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Glucksberg (1962)
Giving $160 performance incen:ve for 7
minutes of insight work
Time 49%
Failure 60%
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Managing Flow
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How does SCRUM
Improve Flow?
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The Sprint
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Product Backlog Sprint Backlog Sprint
Epics and Stories Selected Stories with Task
Breakouts
Fixed deadline &
deliverables
SCRUM
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The Backlog
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Product Backlog Sprint Backlog Sprint
Epics and Stories Selected Stories with Task
Breakouts
Fixed deadline &
deliverables
Incident PrioriAes Incident AcAon Plan OperaAonal Period
Objec:ves Selected Objec:ves with
Tac:cal Assignments
Fixed deadline &
deliverables
SCRUM
ICS
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Intrinsically Sa:sfying Sprint
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Planning Poker (The Process)
• Product Owner Reads A Story
• Each es:mator is holding a deck of cards with
values like 0, 1, 2, 3, 5, 8, 13, 21, 34 ...
• ANer a short discussion
• Each player privately reveals their es:mate
• Repeat un:l consensus
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Pin the Tail on the Es:mate
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Pin the Tail on the Es:mate
1 3 21
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Pin the Tail on the Es:mate
1 3 21
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Pin the Tail on the Es:mate
1 3 21
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Pin the Tail on the Es:mate
1 3 21
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Pin the Tail on the Es:mate
1 3 21
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Pin the Tail on the Es:mate
1 3 21
0, 1, 2, 3, 5, 8, 13, 21, 34 ..
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Pin the Tail on the Es:mate
500lb 3.5k lb 21k lb
0, 1, 2, 3, 5, 8, 13, 21, 34 ..
12-15k lb
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Ross et al. (1988)
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No content
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No content
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Ross et al. (1988)
Most
Likely
Least
Likely
80% 16%
8% 0%
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Ross et al. (1988)
Most
Likely
Least
Likely
80% 16%
8% 0%
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Ross et al. (1988)
Dear Jeffrey Hicks
Dear Student
Most
Likely
Least
Likely
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Ross et al. (1988)
81% 17%
Dear Jeffrey Hicks
Dear Student
Most
Likely
Least
Likely
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Ross et al. (1988)
81%
80%
17%
16%
Dear Jeffrey Hicks
Dear Student
Most
Likely
Least
Likely
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Ross et al. (1988)
81%
80%
17%
16%
42%
Dear Jeffrey Hicks
Dear Student
Most
Likely
Least
Likely
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Ross et al. (1988)
81%
80%
17%
16%
42% 25%
Dear Jeffrey Hicks
Dear Student
Most
Likely
Least
Likely
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Ross et al. (1988)
81%
80%
17%
16%
42%
8%
25%
Dear Jeffrey Hicks
Dear Student
Most
Likely
Least
Likely
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Ross et al. (1988)
81%
80%
17%
16%
42%
8%
25%
0%
Dear Jeffrey Hicks
Dear Student
Most
Likely
Least
Likely
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Ross et al. (1988)
81%
80%
17%
16%
42%
8%
25%
0%
Dear Jeffrey Hicks
Dear Student
Most
Likely
Least
Likely
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Ross et al. (1988)
81%
80%
17%
16%
42%
8%
25%
0%
Dear Jeffrey Hicks
Dear Student
Most
Likely
Least
Likely
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Ross et al. (1988)
81%
80%
17%
16%
42%
8%
25%
0%
Dear Jeffrey Hicks
Dear Student
Most
Likely
Least
Likely
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Ross et al. (1988)
Results in a
12 to 1 Error Rate
Belief that personality has a bigger impact than
situa:on
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How can Scrum Improve Specificity
>
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How can Scrum Improve Specificity
Stories conforming to the templates describe
the what and why.
As a [user role] I want [the ability] for [business
value]
>
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How can Scrum Improve Specificity
• Sprints with a fixed start and stop provide
specific when
>
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How can Scrum Improve Specificity
• Task breakouts provide the How
>
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Specificity
Micro
Management
THE WHEN & WHO OF THE HOW
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When: Sprint Planning
Who: Developers
SCRUM
Stories Tasks
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When: TacAcs MeeAng
Who: OperaAons
ICS
ObjecAves Work Assignments
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How can Scrum Provide a Clear Map
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How can Scrum Provide a Clear Map
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How can Scrum
“Personalize it”
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How can Scrum
“Personalize it”
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How can Scrum
“Personalize it”
Dear Developer
Dear Jeff
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How can Scrum
“Personalize it”
Daily stand-ups
Each developer
• Progress
• Plans
• Impediments
Dear Developer
Dear Jeff
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Takeaways
• Being specific is more engaging.
– As long as you don’t micromanage
• Task boards show the path.
• Daily stand-ups personalize it.
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D. Ariely et al (2008)
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D. Ariely et al (2008)
MEANING
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D. Ariely et al (2008)
Paperwork
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D. Ariely et al (2008)
Paperwork
$0.55
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D. Ariely et al (2008)
Paperwork
$0.55
$0.50
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D. Ariely et al (2008)
Paperwork
$0.55
$0.50
$0.45
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D. Ariely et al (2008)
Paperwork
$0.55
$0.50
$0.45
…
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D. Ariely et al (2008)
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D. Ariely et al (2008)
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D. Ariely et al (2008)
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D. Ariely et al (2008)
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D. Ariely et al (2008)
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D. Ariely et al (2008)
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D. Ariely et al (2008)
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How can SCRUM provide meaning?
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How can SCRUM provide meaning?
The Review
• Held at end of sprint
• Product owner required
• Can invite others
• Always let the doers present
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How can SCRUM provide meaning?
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How can SCRUM provide meaning?
Shipping
• Defini:on of done
• Says easy does hard
• Not shipping == shredding
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What did I miss?
• Glucksberg - Candle Problem
– Sprints (Well es:mated)
• Ross et al - Disposi:on vs Situa:on
– Well wri9en stories and tasks
– Taskboards and burndowns for guidance
– Standups for planning and personalizing
• Ariely et al – Shredding Mo:va:on
– Reviews
– Working Increment of SoNware
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Thank You
• Jeffrey Hicks
• Twi9er: @jrhicks
• Github: @jrhicks
• Email: [email protected]