tag:blogger.com,1999:blog-9737189289279352062024-03-18T09:17:29.210+01:00Joy of software developmentAbout people in software development... but not only. My top professional interests are technical leadership and deep clean code practices.
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"Don't do anything that isn't play." - Marshall RosenbergAnonymoushttp://www.blogger.com/profile/10018425072074176883noreply@blogger.comBlogger94125tag:blogger.com,1999:blog-973718928927935206.post-70453840911999890432018-08-21T14:05:00.000+02:002018-08-21T14:12:22.527+02:00Współczesne architektury aplikacji - kto chętny?<div style="color: #454545; font-family: "Helvetica Neue"; font-stretch: normal; line-height: normal;">
<img alt="Znalezione obrazy dla zapytania ebook reader" class="irc_mi" height="360" src="https://www.extremetech.com/wp-content/uploads/2017/05/471213-best-ebook-readers-640x360.jpg" style="caret-color: rgb(0, 0, 0); color: black; font-family: -webkit-standard; margin-top: 13px;" width="640" /><br />
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Przymierzam się do napisania książki odnośnie kilku typów architektur, wykorzystywanych w obecnych systemach informatycznych m. in. o klasycznej monolitycznej architekturze warstwowej, DDD, ports and adapters/clean architecture, microservices, reactive architecture, serverless.</div>
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Książka skierowana będzie do osób początkujących jeśli chodzi o dziedzinę architektury - programista, który ma rok, dwa doświadczenia programistycznego i chciałby złapać szerszą perspektywę architektoniczną, zrozumieć założeniu kilku popularnych podejść, rozumieć różnice, mieć wyobrażenie na temat tego jak architektura może ewoluować, jakie czynniki mogą decydować o tym, na jakie rozwiązanie się zdecydować w danym kontekście. Pewien zarys możecie znaleźć w artykułach z ostatnich numerów Programisty (kwiecień, maj, czerwiec), zainteresowanym mogę przesłać na maila.</div>
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Mam już za sobą napisane dwie książki i dziesiątki artykułów, natomiast tym razem do tematu chciałbym podejść inaczej. W związku z tym poszukuję osób, które chciałyby uczestniczyć w procesie tworzenia książki, osób które odpowiadają profilowi docelowego uczestnika, osoby dla których wspomniane tematy architektoniczne nie są znane, lub są znane powierzchownie, hasłowo, w niewielkim stopniu, ale za to mają pewne doświadczenie programistyczne (może nawet nie być komercyjne). Współpraca byłaby pewnego rodzaju barterem - uczestnicy będą mieli okazję zdobyć wiedzę i umiejętności związaną z tworzeniem architektury, brać udział w dyskusjach (w zasadzie cały projekt to będzie bardzo pogłębione szkolenie z architektury), dostawać feedback odnośnie tworzonych implementacji. Będzie też opcja otrzymania potwierdzenia nabytych umiejętności oraz informacja w samej książce. Dla mnie współpraca będzie źródłem informacji nt. temat tego, co potencjalnemu czytelnikowi jest potrzebne, jakie pytania się pojawiają, jakie problemy stają na drodze. Będzie to „drive” do pisania książki, doboru treści. Książka ma być przede wszystkim praktyczna i pragmatyczna, niekoniecznie będąc encyklopedią nt. architektury.</div>
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Jak by wyglądała współpraca:</div>
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<li style="color: #454545; font-family: "Helvetica Neue"; font-stretch: normal; line-height: normal; margin: 0px;"><span style="font-family: "menlo"; font-stretch: normal; line-height: normal;"></span>osób byłoby kilka, w zasadzie byłby to mały zespół biorący udział w projekcie</li>
<li style="color: #454545; font-family: "Helvetica Neue"; font-stretch: normal; line-height: normal; margin: 0px;"><span style="font-family: "menlo"; font-stretch: normal; line-height: normal;"></span>kołem napędowym prac będzie implementacja przykładowego systemu w różnych architekturach (od najprostszej do najbardziej skomplikowanej), w tym również jego refaktoryzacja, projekt będzie miał kod otwarty w momencie wydania książki</li>
<li style="color: #454545; font-family: "Helvetica Neue"; font-stretch: normal; line-height: normal; margin: 0px;"><span style="font-family: "menlo"; font-stretch: normal; line-height: normal;"></span>mniej więcej raz w tygodniu będzie odbywać się 2-3 godzinne spotkanie (hangout), w trakcie którego będziemy dyskutować konkretne tematy (rodzaj architektury, wzorzec architektoniczny), analizować stworzoną implementację, rozmawiać nt. zawartości treści książki,</li>
<li style="color: #454545; font-family: "Helvetica Neue"; font-stretch: normal; line-height: normal; margin: 0px;"><span style="font-family: "menlo"; font-stretch: normal; line-height: normal;"></span>uczestnicy będą też recenzować powstającą treść książki.</li>
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Szacuję, że całe przedsięwzięcie potrwa ok. pół roku. Osoby które chciałyby się zaangażować musiałyby być w stanie wygospodarować przynajmniej kilka godzin w tygodniu i zadeklarować się na uczestnictwo. Start pierwsza połowa września.</div>
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Technologia (język) nie ma większego znaczenia, szczególnie jeśli nie masz oporów w liźnięciu czegoś, czego nie znasz. Choć dodam, że będzie to najprawdopodobniej Java.</div>
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Jeśli taka tematyka jest dla Ciebie interesująca, widziałbyś korzyść z udziału w tego typu przedsięwzięciu lub masz pytania, to napisz maila (m __ sieraczkiewicz __ bnsit __ pl - wstaw w odpowiednie miejsca małpkę i kropki):</div>
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<ul>
<li style="color: #454545; font-family: "Helvetica Neue"; font-stretch: normal; line-height: normal; margin: 0px;"><span style="font-family: "menlo"; font-stretch: normal; line-height: normal;"></span>dlaczego chciałbyś wziąć udział w tym przedsięwzięciu,</li>
<li style="color: #454545; font-family: "Helvetica Neue"; font-stretch: normal; line-height: normal; margin: 0px;"><span style="font-family: "menlo"; font-stretch: normal; line-height: normal;"></span>na jakie pytania chciałbyś znaleźć odpowiedzi,</li>
<li style="color: #454545; font-family: "Helvetica Neue"; font-stretch: normal; line-height: normal; margin: 0px;"><span style="font-family: "menlo"; font-stretch: normal; line-height: normal;"></span>jakie jest twoje dotychczasowe doświadczenie: ile lat, jakiego typu projekty, jakie technologie, jaka rola,</li>
<li style="color: #454545; font-family: "Helvetica Neue"; font-stretch: normal; line-height: normal; margin: 0px;"><span style="font-family: "menlo"; font-stretch: normal; line-height: normal;"></span>jakie masz pytania?</li>
</ul>
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<span style="font-size: xx-small;"><span style="color: #454545; font-family: helvetica neue;"><span style="caret-color: rgb(69, 69, 69);">Obrazek: </span></span>https://www.extremetech.com/wp-content/uploads/2017/05/471213-best-ebook-readers-640x360.jpg</span></div>
Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com2tag:blogger.com,1999:blog-973718928927935206.post-50921909998589574962017-01-10T12:54:00.001+01:002017-01-10T12:54:10.061+01:00Pośpiech czyli coś tu śmierdzi<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhWZ_ejGSumNC2aOHie1cBolHbPFKTYVScu2kQHPmwwlB7LlH2ngl6EoSa-PyG1g7JPMRzbqgBqJm6GUSJF2uo0v4m3Ph_v05OClJYIWH7cENjbhkbcqLwRcmnywmHyikNbhyphenhyphenkScpWqEqQ/s1600/clock-tower-190677_640.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhWZ_ejGSumNC2aOHie1cBolHbPFKTYVScu2kQHPmwwlB7LlH2ngl6EoSa-PyG1g7JPMRzbqgBqJm6GUSJF2uo0v4m3Ph_v05OClJYIWH7cENjbhkbcqLwRcmnywmHyikNbhyphenhyphenkScpWqEqQ/s1600/clock-tower-190677_640.jpg" /></a></div>
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Kiedy myślę sobie o różnych problemach, z którymi zmagają się organizacje, szczególnie o powtarzających się problemach, to zdecydowanie najbardziej charakterystycznym objawem tego, że coś jest nie tak, jest pośpiech.<br />
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"Nie damy rady zorganizować 3 godzinnego warsztatu, bo nasi menedżerowie są strasznie zajęci"<br />
"Musimy zrobić jednodniowe szkolenie - bo nie wyciągniemy menedżerów aż na dwa dni"<br />
"Nie przyjdę na Sprint Review, bo mam kilka tematów do dokończenia"<br />
"Prześle Ci podsumowanie spotkania (tekstem), bo nie znajdę czasu, żeby Ci to wytłumaczyć"<br />
"To musi być koniecznie zrobione teraz, bo jutro zarząd tego potrzebuje"<br />
"Nie mamy czasu na doprecyzowanie historyjek, bo mamy mnóstwo własnych zadań"<br />
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Znacie to?<br />
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<blockquote class="tr_bq">
Coraz bardziej się przekonuję, że jeśli słychać w wypowiedziach osób, że nie mają czasu albo ktoś ważny dla ich projektu nie ma czasu, to jest to poważny problem, którego nie rozwiąże żadna technika, framework, zestaw narzędzi, szkolenie*, warsztat, trzęsienie ziemi. Nic!</blockquote>
<span style="font-size: xx-small;">* no chyba, że szkolenie z asertywności</span><br />
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Po co potrzebny jest czas? Widzę co najmniej kilka powodów:<br />
1. Rozwiązanie poważnych problemów (organizacyjnych, procesowych, projektowych) wymaga refleksji, która wymaga zatrzymania, które wymaga czasu.<br />
2. Dobra komunikacja wymaga czasu - po co szkolić się z komunikacji, jeśli każda osoba w firmie jest wiecznie zabiegana. Tak! Dobra komunikacja wymaga czasu, czasu na:<br />
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<ul>
<li>wyjaśnienie problemowych sytuacji,</li>
<li>odkrycie że jest problem i na czym on polega,</li>
<li>zsychronizowaniu tego co wiedzą wszyscy zaangażowani w temat,</li>
<li>zrozumienie celów i intencji innych.</li>
</ul>
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Bez tego ani rusz!</div>
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3. Planowanie wymaga czasu, a w szczególności w celu jednoznacznego zdefiniowania i określenia, jakie są kryteria osiągnięcia celu.<br />
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4. <b>Priorytetyzowanie wymaga czasu - selekcja rzeczy nieważnych. To jest główny punkt, jak nie masz czasu, robisz wszystko co popadnie, więc nie masz czasu. Odrzucanie, mówienie "nie"*, selekcja, zastanawianie się, gdzie jest owo 20% z zasady Pareto wymaga mnóstwo czasu, ale dzięki temu robisz 20% pracy a nie 95%.</b><br />
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<span style="font-size: xx-small;">* to po to, to szkolenie z asertywności</span><br />
<span style="font-size: xx-small;"><br /></span>
Jeśli nie masz czasu, to z ogromną dozą prawdopodobieństwa, marnujesz swój najcenniejszy w życiu zasób, jakim jest czas (poza samym życiem oczywiście ;-)).<br />
<br />Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com4tag:blogger.com,1999:blog-973718928927935206.post-72798226525223929732016-09-08T12:32:00.000+02:002016-09-08T12:32:05.803+02:00Antywzorzec Adrenaline Junkie<div class="MsoNormal" style="line-height: 115%;">
Cały czas zastanawia mnie skąd
biorą się takie sytuacje, że jest generowana presja i napięta sytuacja w
projektów. Jednym z powodów jest to, że większość projektów jest zwyczajnie
złożona – trzeba dogadać kilka, kilkanaście czasami kilkadziesiąt osób, trzeba
przewidywać i planować z pewnym wyprzedzeniem to co się wydarzy, jakie zasoby
będą potrzebne. Jak gatunek ludzki wcale nie jesteśmy w tym dobrzy (vide:<i> David
Rock – Twój mózg w działaniu</i>) – w szczegółowym planowaniu długoterminowym.<o:p></o:p></div>
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Drugi mechanizm, który dokłada
swoją cegiełkę do choasu, to syndrom adrenaline junkie. Termin ten pierwotnie
został ukuty w kontekście sportowym i dotyczy osób, które świadomie szukają
aktywności, który podnoszą poziom adrenaliny, sytuacji z lekka niebezpiecznych,
których spora część osób wolałaby uniknąć. Uwielbiają kiedy coś się dzieje,
kiedy sytuacja wymyka się spod kontroli, bo wtedy są niezbędni, wzrasta poziom
adrenaliny i jest zabawa. Sytuacja staje się bardziej subtelna, kiedy
adrenaline junkie ma na sobie garnitur i chodzi pod krawatem, a przynajmniej
chowa się za kierowniczym stanowiskiem – wtedy dodatkowo ma duży poziom wpływu,
który daje spore możliwości, aby wywoływać zamieszanie. To działanie nie jest
świadome – po prostu tak się dzieje. (W kontekście projektów IT zostało do opisane w książce "<i>Adrenaline Junkies and Template Zombies</i>")<o:p></o:p></div>
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Po czym poznać adrenaline junkie? Taka
sytuacja.<o:p></o:p></div>
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<i>Siódma rano pobudka. Jeszcze 5
minut. Drzemka. Kolejna drzemka. Kolejna. Ok. 7.30 trzeba już w stać, bo o 8.00
powinienem być w pracy. Mam umówione spotkanie. Już praktycznie nie ma szans,
żeby udało mi się zdążyć. Szybko biegnę pod prysznic, mycie zębów, w pośpiechu
ubieram się. Cholera – jeszcze muszę wyprasować te spodnie. Wychodzę 8.53. Na
pewno nie zdążę. Ile się spóźnię? 20 minut? Może się uda. Dzwonię do osoby, z
którą się umówiłem. Będę 8.15. Wsiadam do autobusu. Cholera korki na drodze.
Fakt – zawsze były korki. Autobus się wlecze. Chyba jednak nie zdążę na 8.15.
Tyle razy sobie mówię, żeby nie siedzieć do 4 nad ranem. Dzisiaj już na pewno
pójdę spać wcześniej. Docieram na spotkanie o 8.25. Mój rozmówca jest
zdenerwowany. Staram się żartami nieco rozbroić sytuację. Spotkanie kończy się
o 9.30. Później mam następne. Później następne. Później następne. Do 16.30 mam
same spotkania! A kiedy pracować? 16.35 coś by się przydało zjeść. Nie mam
czasu. Idę do najbliższego sklepu i kupuję 3 batony. Ale co za dzień! Tyle
pomysłów wygenerowaliśmy, szykują się nowe tematy w projektach. Fakt, że po
całym dniu spotkań, trzeba to wszystko jakoś zebrać, maile powysyłać, pospisywać
zeznania. Ale teraz pędzę do domu, a w zasadzie do szkoły, żeby odebrać córkę.
Chwila czasu dla rodziny. W międzyczasie ktoś dzwoni. Musiałem wyjaśnić kilka
szczegółów, których nie udało się dogadać w ciągu dnia. Próbuję bawić się z
dziećmi, ale cały czas to, co się wydarzyło w ciągu dnia wraca i zaczynam
analizować, co jeszcze można by zrobić. Znowu dzwoni telefon. Dzwoni
zdenerwowany klient, który chce zerwać współpracę, bo jest niezadowolony.
Przerywam zabawę z dziećmi. Po pół godzinie udaje mi się uporać z klientem –
jest udobruchany. No dobra, żeby teraz tylko dzieci poszły jak najszybciej spać
– mam jeszcze tyle roboty. 21.30 uffff. W końcu spokój. Muszę przejrzeć, co mam
jeszcze do zrobienia. Roboty chyba na kilka godzin. Nie ma co marudzić – trzeba
działać. 22.30 trochę oczy mi się zamykają. Zrobię sobie króciutką drzemkę.
Pobudka 23.00. O jak mi się nie chce wstawać, ale jakoś się dobudzam. Robię
herbatę. Przeglądam fejsa. Po pół godzinie jestem już na rozruchu. Pierwszy
mail, drugi, trzeci. Czuję wiatr w skrzydłach – kocham tę robotę. Godziny
mijają nie wiadomo kiedy – 1.00, 2.00, 3.00.<span style="mso-spacerun: yes;">
</span>Nie zauważyłem kiedy zasnąłem. Budzę się z bólem karku siedząc nad
komputerem. Ok. Pora iść spać. Jutro o 8 mam spotkanie – tym razem nie mogę
zaspać.</i><o:p></o:p></div>
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To typowy dzień adrenaline junkie.
To typowy dzień niejednego kierownika projektu, właściciela firmy czy ambitnego
lidera. Dla tych osób to co się dzieje, jest ok – przecież musi się coś dziać,
żeby doprowadzić tematy do końca. Ciągle nie mają czasu, ale też ciągle
generują sobie nowe tematy, nowe wyzwania, nowe zadania. Gdy poziom aktywności,
a co za tym idzie, adrenaliny spada – robią się apatyczni,<span style="mso-spacerun: yes;"> </span>niezainteresowani, znudzeni. Z drugiej strony
są to często ludzie, którzy napędzają działania, są motorem napędowym zmian,
lubią kiedy jest im niewygodnie, uwielbiają poświecenie się na 150%. Dlatego
duża część z nich zostaje właśnie kierownikami czy dyrektorami, ale bardzo
często oczekują podobnego poświęcenia od innych.<o:p></o:p></div>
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<b>Adrenaline junkie</b> to antywzorzec w
kontekście pracy nad projektami czy produktami, ponieważ dla tego typu osób,
produkt czy projekt jest drugorzędny, jest głównie pretekstem do tego, aby
generować energie, poziom napięcia, wtedy pytania o sensowność czy wartość
działań schodzą na drugi plan, bo ważniejsze jest to „żeby się działo”.
Oczywiście w czasie realizacji działań, kiedy dużo się dzieje, tego nie widać w
żaden sposób i powstaje sprytne złudzenie, że to co robimy jest ogromnie ważne
i musimy to robić. Plusem takiej postawy jest generowanie energii, napędzanie
innych do działania.<o:p></o:p></div>
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Powstaje oczywiście pytanie, co
można z tym robić. I muszę przyznać, że nie znajduję łatwej odpowiedzi. W
pierwszym odruchu chciałoby się powiedzieć: „zwolnić”, „pozbyć się”, „wymienić
na kogoś innego, bardziej zrównoważonego”. Może to być trudne, jeśli dana osoba
jest sponsorem czy też pomysłodawcą przedsięwzięcia. Takiej osoby nie będziemy
w stanie przekonać o jej destruktywnym wpływie na całość. Zmiana
tego typu postawy jest bardzo trudna, nawet jeśli tego dana osoba chciałaby coś
z tym zrobić. Z dużym stopniu wynika z budowy i specyfiki układu nerwowego i
hormonalnego. Spora część tego wzorca jest zakodowana w genach. Można by
zasugerować, aby swoją energię upuszczali gdzieś indziej – na bieganiu
maratonów, triathlonie czy sesjach boksu tajskiego. Ale prezesowi tego nie
zasugerujemy, no chyba, że pijemy z nim wódkę. Osobiście, gdybym dostał się pod jurysdykcję takiego delikwenta –
albo bardzo mocno ćwiczyłbym stawianie granic („OK, gościu – jeśli chcesz i cię
to nakręca, to generuj sobie masę zajęć, natomiast ja chcę pracować 8 godzin. Kropka.”
– powiedziane w ten lub bardziej dopasowany do rozmówcy sposób) albo zwyczajnie
bym się zawinął, szukając bardziej przyjaznego miejsca.<o:p></o:p></div>
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Życzyłbym sobie, żeby takich
adrenaline junkies było jak najmniej, bo takowi swoimi działaniami mocno erodują system. Z drugiej strony wiem, że
gdyby nie oni, wiele fajnych rzeczy być może nigdy by się nie wydarzyło. Takie
życie. Nic czarno-białe.<o:p></o:p></div>
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Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com0tag:blogger.com,1999:blog-973718928927935206.post-85679506588467918732016-07-28T17:53:00.000+02:002016-07-28T17:53:34.213+02:00Perspective of the other side<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhsrAEgHN5VeYXie4MsV-v-fnzn4hyphenhyphen9th9NiTtLOY70g-22_5rwheQzmm-K7Si4k-O9dwJxXBDpoBeTdGGZyYFgzU6j26j7giOh6dkUdRK9wnEjUIDr0BdgXOdbC4OXI8T5j10bfKgqP6k/s1600/Rainbow-over-Rabbit-Ears.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhsrAEgHN5VeYXie4MsV-v-fnzn4hyphenhyphen9th9NiTtLOY70g-22_5rwheQzmm-K7Si4k-O9dwJxXBDpoBeTdGGZyYFgzU6j26j7giOh6dkUdRK9wnEjUIDr0BdgXOdbC4OXI8T5j10bfKgqP6k/s320/Rainbow-over-Rabbit-Ears.jpg" width="320" /></a></div>
While working with leaders I come accross the similar issue many times - they want somebody else to change their behaviour. For example:<br />
<i>How to deal with people that criticise my ideas?</i><br />
<i>How to force boss not to micromanage the team work?</i><br />
<br />
We would like someone else to change, because we know that we are right, we have good intention and want to improve the work and the other side just disturb us. We believe that Agile/microservices/Product focus (not project)/whatever is the only idea that can help and everyone who doesn't agree is an enemy that should be ceased.<br />
If somebody critices my ideas - must be wrong. If my boss try to micromanage he is an ignorant, because every book about management describe it as an antipattern.<br />
<br />
But let's be honest - all ideas like:<br />
<br />
<ul>
<li>(the power of) teamwork</li>
<li>limit work in progress</li>
<li>authonomy (instead of micromanagement)</li>
<li>timeboxing</li>
<li>agile/kanban/lean</li>
<li>TDD/BDD/ATDD/Spec by example</li>
<li>(...place your lovely idea here...)</li>
</ul>
<br />
are just ideas. They are supported by a set of believes, but mostly subjective believes. You believe it or not, but you can't prove they are right. They are just models, theories, hypothesises, patterns, heuristics, strategies. Because they are applied in complex enviroments, there are contexts where they will be beneficial, and there are contexts where they will not, and sometimes it will be very difficult to evaluate their real value. So everytime you meet someone else who doesn't agree, be aware that s/he can be right. It is a first step neccessery to deal with the issue. <b>It is secondary what you believe in, much more important is how you react when sb doesn’t agree or follow.</b><br />
<br />
The most important obstacle to tacle the challenge is our tendency to look at the situation only from one perspective - "I" perspective. This perspective is subjective, because it is based on our <b>current</b> believes, expectations, state, knowledge and biasases. This is why it is so difficult to solve problems between people. If we really want to find a win-win solution, we need to try to see situation from the perspective of other side ("you" perspective).<br />
<br />
If a person critices your idea, just try to find an answer "why"? But beware because we like to see negative intention in other people's behaviour. "He critices me because he wants to diminish me". In some rare cases it may be true but it is not the root inention. <b>The root intention is in most cases positive, at least from the other side perspective</b>.<br />
S/he may criticise your idea because s/he wants ensure that the best possible solution will be applied. Or want to warn about potention problems that may arise.<br />
<br />
In the second example, if boss want to micromanage, just ask "why is it important". He may want to ensure that work will be done correctly or will be done in standarized way. When you know the intention, it is easier to find a solution - different way how boss can ensure it not micromanaging.<br />
If you just say "Micromanagement is evil", you will try to take something away from him what is important and give nothing instead.<br />
<br />
So the next time when you don't like someones behaviour or attitude, try to look at the situation from its perspective asking question "why is it important for him/her? what is a positive intention" and then it will be much easier to tacle the situation. And remember <b>most of the stuff you think is right way of doing things is just set of believes, subjective belives so don't be too much attached to it</b>.<br />
<br />
(Of course the subject is not specific only to technical leaders but can be attributed to whole human race.)<br />
<br />
<span style="font-size: xx-small;">Image source: <a href="http://www.etcfn.com/wp-content/uploads/2015/04/Rainbow-over-Rabbit-Ears.jpg">http://www.etcfn.com/wp-content/uploads/2015/04/Rainbow-over-Rabbit-Ears.jpg</a></span>Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com0tag:blogger.com,1999:blog-973718928927935206.post-15889253301118994682016-04-21T15:16:00.000+02:002016-04-21T15:26:22.251+02:00Simple things. Simple things. Simple things.<p></p>
I have been yesterday to a great concert. The band is called <a href="http://domowemelodie.pl/" target="_blank">domowe melodie</a>. <a href="https://www.youtube.com/watch?v=PjpdgvPnOEQ" target="_blank">Here</a> you can find one of their best know song. Of source the music was great, performance was great. But these things were not the only.<div>
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<div>
What hit me the most - these guys attitude to what they do. They just have a lot of fun from what they do. They play with it. They enjoy it and this is great and they do it in their own cute way. Just watch one of their videos. You get influenced immediately.</div>
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This reminded me what makes the juice of life. I wish we had so much fun and pleasure in our everyday jobs. The leaders (and everybody is a leader) can support making this happen. Be more emphatic, more smiling, more open. Life would be greater.</div>
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<br /></div>
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Don't do anything that isn't play - Marshall Rosenberg.</div>
Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com0tag:blogger.com,1999:blog-973718928927935206.post-62318209120580878302016-04-13T12:25:00.002+02:002016-04-13T12:25:34.356+02:00Meetings in a hurry are not effective onesThe timeboxing is a fundamental technique for many Scrum activities. I can see a misunderstanding that meeting should be fast, a facilitator start to hurry up everybody to finish the meeting in the timebox. In the end problems are not discussed well and many uninformed decisions are made.<br />
<br />
Time boxing in this case is about something different. <b>It is for making conscious decision on choosing what and what not to talk about during the conversation. It is more for eliminating than for being in a rush.</b><br />
<br />
In order to have effective timeboxed meeting as a facilitator:<br />
<br />
<ol>
<li>ensure everybody agrees what is the goal of the meeting, what is expected outcome and what decisions should be made (eg. planning meeting - we want to have items discussed with defined acceptance criteria, estimated and have brush design),</li>
<li>ensure that agenda (structured) is agreed,</li>
<li>keep an eye on time,</li>
<li>if time is in danger, say it aloud and remind the goal, expected outcome and decision,</li>
<li>ask what participants think they should focus on or eliminate in order to get the results in the timebox,</li>
<li>if time is about to exceed the timebox, make an agreement for another time box (eg. we exceed the meeting for 30 minutes),</li>
<li>sum up the results,</li>
<li>sometimes it may be useful to make a short retrospective afterwards to find ways to improve the meeting.</li>
</ol>
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<span style="font-size: xx-small;">image source: <a href="http://hubpages.com/health/How-to-Time-Box-your-life-Be-happier-and-healthier">http://hubpages.com/health/How-to-Time-Box-your-life-Be-happier-and-healthier</a></span></div>
Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com2tag:blogger.com,1999:blog-973718928927935206.post-28160503191024657902016-04-05T10:01:00.000+02:002016-04-05T10:02:33.583+02:00Have a clear vision, stick to the intention and adjust the implementationNo matter if you are tech lead, Scrum Master, Product Owner or just (why just?) a member of the team, if you want to make your idea a reality I have a very simple (and of course very difficult to implement) advise:<br />
<b>Have a clear vision, stick to the intention and adjust the implementation</b><br />
<br />
Let's consider an example. Let's suppose you believe that incremental work is cruciual and want to influence the team to work this way.<br />
<br />
1) <b>have a clear and strong imagination of the target state</b><br />
The first thing is that you yourself really have to believe in it. And you have to be able to imagine what it would be like for your team .How the team could split the work into smaller increments, how to verify if something is a good small increment. You need some kind of reference in your experience, then it is much easier to have such a clear vision. If you don't the only thing you can do is getting more inspiration about the subject (reading the articles, books, listening the podcast, watching conference talks or just taking part in a conference) and then suggest an experiment. You can use <a href="http://technicalleadership.pl/wiedza/strategia-disneya/" target="_blank">Disney strategy</a> to get more clearance.<br />
<br />
1b) <b>try to find as many WHY answers as possible.</b><br />
First try to answer the question WHY yourself. Why is it really worth the attention?<br />
<br />
Why increments?<br />
<br />
<ul>
<li>because it is easier to finish it in a short period of time</li>
<li>because if you have many small pieces your overall estimations will be better</li>
<li>if the increments are going to be very small, you may not need estimation at all</li>
<li>increments (slices of functionality) improves your ability to finish done work</li>
<li>you need to improve the way you work to be able to work in increments</li>
</ul>
<br />
Ok. But but then look for other resources - articles, books, blog posts and so on. And look for other arguments.<br />
And then face these arguments (at the begging only in your mind) with your team. What would they answer? How that matches to the things important to them.<br />
<br />
2) <b>be patient and stick to intention</b><br />
No matter how good arguments you have and how good they match team needs and how clear vision you have, others may not buy it. That's ok. Be patient. You just didn't find good enough way to show the value*.<br />
<blockquote class="tr_bq">
<i>Listen to the objections and look for the needs behind them.</i></blockquote>
Maybe they don't believe that they can organize work in increments. Maybe they don't know how to do it. Maybe they don't believe it is effective. Look for the way how to show it. Look for the way how to measure and compare both types of approach to items. Look for more inspiration.<br />
Stick for the intention but not to solution. If you think about increments your intention is to slice the work vertically so that it can be integrated and deployed and the exact solution like BDD, TDD, the best slicing method are not so important. Be free about the implementation of the intention. Suggest the experiment, not the final solution.<br />
<br />
3) <b>adjust the implementation</b><br />
If you managed to organize an experiment - do regular retrospectives (get feedback) and adjust the implementation. Maybe slicing one thing into 36 small items is not the best way. Let team find (and decide) a balnace in slicing.<br />
No matter how the experiment is doing, regularly ask, what works, what not and why. What your team ca change to do it better. Getting back to the intention and revising the implementation is your job. Local failures are just next step on the path of learnings. Failed? Just figure out what you learnt and make adjustments.<br />
<br />
4) <b>have a clear vision, stick to the intention and adjust the implementation</b><br />
Yep, repetition. Repetition is mother of skills. So ... have a clear vision, stick to the intention and adjust the implementation.<br />
<br />
* There is also a possibility that vision you have and/or share with others might not be a good option, so don't be eager to validate it from time to time.Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com0tag:blogger.com,1999:blog-973718928927935206.post-16296871921806943222016-03-31T23:20:00.001+02:002016-03-31T23:27:46.970+02:00Two structuring meetings patterns<div class="separator" style="clear: both; text-align: center;">
<a href="http://technicalleadership.pl/ksiazka/" target="_blank"><img border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEihj_X19FAFQykG0MEE3RaWoZ1fL3eJs2Ao051v4CaE3ZjTUL8tqjssy-mRC1IPQv6ipJYT_z_IyRxf1ip6HU-i4H47pc2s147ovO_IsZJ8Kebk0fijukRkrr3ILbmUYYbe_tAaGcRG3mw/s320/5140.jpg" width="223" /></a><span id="goog_943208770"></span><span id="goog_943208771"></span><a href="https://www.blogger.com/"></a></div>
As I describe it in my <a href="http://technicalleadership.pl/ksiazka/" target="_blank">book</a> it is good to structurize meetings (or parts of meetings) so that they get more effective. Here you can find two examples useful for Planning meetings (Scrum examples that can be easily adopted to other situations).<br />
<br />
<h2>
Structure: Expose the options</h2>
During the planning meeting there was a moment when the overall group energy was very low, but there were three guys intensively discussing about the subject having different opinions what to do next. There talked about their argument so passionately that it was very easy to get lost and miss the point, and I am afraid they also weren't sure what the other side is talking about. Then I suggested:<br />
<i>- Only three people are discussing here, the others are bored. Let's name the options you present and whole the team will vote and choose the solution.</i><br />
And one of the team member got the pencil and started to write on the board:<br />
<br />
<ol>
<li>let's do the task as much as are able to, let's hope we will finish it in this sprint</li>
<li>let's divide it into smaller items, and choose the subset we will do for sure</li>
<li>let's take it to the refinement and we will do this item in the next sprint</li>
</ol>
It turned out that it was not so easy to express the intent clearly and it also turned out that one person didn't understand what the other wanted to say. Because all the team were suppose to vote they engaged in the discussion so that they could make a handy decision and the energy group was back.<br />
Five people voted on second option and two people on the third. The decision was made.<br />
<br />
<b>What kind of structure you can find here?</b><br />
<blockquote class="tr_bq">
When: group or just a few people are discussing intensively<br />
Then:<br />
1) notice that you can see not everybody is engaged or the decision far from being made<br />
2) ask for naming the options (it would be great to write it so that everybody can see it)<br />
3) vote on the options (you can do it similarily to the planning poker game)<br />
4) if there is a draw: draw the option (or have any other arbitrary method to choose the option)</blockquote>
<h2>
Structure: Structuring Planning meeting</h2>
When the particular type of meeting tends to be chaotic it is good idea to introduce structure to organize it.<br />
When I thing about Scrum Planning meeting I like to seperate the steps of planning (a few selected steps):<br />
<blockquote class="tr_bq">
1) <b>The team browses the items</b> that<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>a) have been refined recently<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>b) weren't finished in the last sprint<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>c) are at the top of the backlog<br />
<span class="Apple-tab-span" style="white-space: pre;"> </span>Browse means to remind very shortly intention of the item and not going into details.<br />
2) <b>Product Owner</b> supported by the team <b>prioritetises</b> (expressing why) and <b>chooses the items</b> that are the strongest candidates to be chosen to the current sprint. In many cases it means that the weakest candidates are removed.<br />
We do it so that we will not discuss about things that are not going to be developed in the sprint.<br />
3) Starting from the top (the highest priority item) <b>Product Owner presents (or reminds) acceptance criteria for the item</b> <b>and the team estimates it</b> (supposing that items are refined enough to get estimated). This is also time to talk about details if it is neccessary.<br />
Other version:<br />
Product Owner presents all the items (one by one) and then the team has time on its own to do some brush desing and make estimations.<br />
4) <b>Team chooses how many items they can</b> do so that they can make a reliable commitment.</blockquote>
<br />
No matter what kind of structure you use it's important to keep the borders of the steps clear - especially not to talk about details to early (or maybe not to talk at all).Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com0tag:blogger.com,1999:blog-973718928927935206.post-7917704018685679112016-01-26T10:51:00.000+01:002016-01-26T10:51:12.102+01:00The Hacker Way.<br />
.<br />
A few days ago <a href="http://pawel.wrzesz.cz/" target="_blank">Paweł Wrzeszcz</a> sent me an Erik Meijer’s
talk „One Hacker Way” <a href="https://www.youtube.com/watch?v=FvMuPtuvP5w" target="_blank">https://www.youtube.com/watch?v=FvMuPtuvP5w</a>
from GOTO Conference that took place in Copenhagen. It is a very provocative
talk and that is very good. It questions the (mostly) the Scrum method and it
is good that such point of view stands out because as Scrum became the main
process framework for software development it is very healthy to look at it in
a critical way. As a industry we have 20 years of Agile experience, Agile
became a big business machine (which I am also part of) and it is very easy to
destort the core ideas what really happens especially when doing Agile at Scale
(take a look at Dave Thomas’ Agile is Dead talk <a href="https://www.youtube.com/watch?v=a-BOSpxYJ9M" target="_blank">https://www.youtube.com/watch?v=a-BOSpxYJ9M</a>).<br />
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So the Erik’s talk is about ending status quo about Agile. <o:p></o:p></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgnKfhBA87cbHp2NUIrW1rdkIKzTxZiZ6xF62nOr1tpS8_HGYbRHNPzJObZrFc7jmArcnVT-XjboZq6in-ms1KWS4CSxlADMnqP1ufWLRXAMhjd63-l3SW8N9y-ML8gd2_DfJH_hP8udXQ/s1600/Hacker-Way.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="220" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgnKfhBA87cbHp2NUIrW1rdkIKzTxZiZ6xF62nOr1tpS8_HGYbRHNPzJObZrFc7jmArcnVT-XjboZq6in-ms1KWS4CSxlADMnqP1ufWLRXAMhjd63-l3SW8N9y-ML8gd2_DfJH_hP8udXQ/s320/Hacker-Way.jpg" width="320" /></a></div>
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What I don’t like about it is the form it is presented. It
is very manipulative and Erik’s presents one way thinking. Some examples:<o:p></o:p></div>
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<br />
<ul>
<li><span style="font-family: "symbol"; text-indent: -18pt;"><span style="mso-list: Ignore;">·<span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;">
</span></span></span><span style="text-indent: -18pt;">he compares Scrum to McDonalds (process, average
predictible quantity and quality, any teenager can work there) – which
programmer wants to work in McDonalds? A biased metaphore;</span></li>
<li><span style="font-family: "symbol"; text-indent: -18pt;"><span style="mso-list: Ignore;">·<span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;">
</span></span></span><span style="text-indent: -18pt;">he builds attractive identity – the Hacker
identity in opposite to Agile team player;</span></li>
<li><span style="font-family: "symbol"; text-indent: -18pt;"><span style="mso-list: Ignore;">·<span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;">
</span></span></span><span style="text-indent: -18pt;">„I prefer build software (coding) than doing
standups” – is it in oppoiste?</span></li>
<li><span style="font-family: "symbol"; text-indent: -18pt;"><span style="mso-list: Ignore;">·<span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;">
</span></span></span><span style="text-indent: -18pt;">Scrum is about controlling Hacking is about
freedom and innovation - really?;</span></li>
<li><span style="font-family: "symbol"; text-indent: -18pt;"><span style="mso-list: Ignore;">·<span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;">
</span></span></span><span style="text-indent: -18pt;">„every minute of talking about software is lost”
– it reminds me an old programmers antipattern of just going into the code not
thinking much about the context.</span></li>
</ul>
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What kind of antidote Erik wants to recommend? The hacker
way:<o:p></o:p></div>
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<li><span style="font-family: "symbol"; text-indent: -18pt;"><span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;"> </span></span><span style="text-indent: -18pt;">Focus on impact – solve the most important
problem;</span></li>
<li><span style="font-family: "symbol"; text-indent: -18pt;"><span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;"> </span></span><span style="text-indent: -18pt;">Move fast – you can learn only by doing;</span></li>
<li><span style="font-family: "symbol"; text-indent: -18pt;"><span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;"> </span></span><span style="text-indent: -18pt;">Be bold – take risks, experiment;</span></li>
<li><span style="font-family: "symbol"; text-indent: -18pt;"><span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;"> </span></span><span style="text-indent: -18pt;">Be open – be transparent about decisions;</span></li>
<li><span style="font-family: "symbol"; text-indent: -18pt;"><span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;"> </span></span><span style="text-indent: -18pt;">Build social value – bring what you did to
community.</span></li>
</ul>
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What I can see in the above values? Exactely values of Agile
and Scrum.</div>
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<ul>
<li><span style="text-indent: -18pt;">Focus on impact is about creating business
value;</span></li>
<li><span style="text-indent: -18pt;">Move fast – inspect and adapt;</span></li>
<li><span style="text-indent: -18pt;">Be bold – courage;</span></li>
<li><span style="text-indent: -18pt;">Be open – transparency;</span></li>
<li><span style="text-indent: -18pt;">Build social value – I can’t see anything
directly connected to it, but I think it is very aligned with agile.</span></li>
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What I also don’t like much about the talk is that it lacks
of context. Erik’s worked for Microsoft, Facebook and these are the sources of
his expriences. He presents a view of software company that has its own
product. (I know that he claims that in the future the biggest companies will
be the software ones). What about software companies that outsource their
services, what about companies that just have their IT deparment with a bunch
of developers? The hacker way is a developer-centric idea, which can be applied
in companies that are developers-centric and having its own product. Why having
its own product? Beacuse hacker way is about doing experiments (more than
planning in any way) and taking what was done (Eric Meijer’s says „Be a
beekeeper. Let programmers make the honey and take what they did). Experiments
are about having a time buffer to do it what is not much possible when you just
have a small profit margin from programmers work (when you do B2B services).
Developer-centricity also mean that you need very skillful programmers. To
summarize up, the context for The Hacker Way is:<o:p></o:p></div>
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<ul>
<li><span style="font-family: "symbol"; text-indent: -18pt;">·<span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;">
</span></span><span style="text-indent: -18pt;">a developer-centric software development
company;</span></li>
<li><span style="font-family: "symbol"; text-indent: -18pt;">·<span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;">
</span></span><span style="text-indent: -18pt;">having its own product;</span></li>
<li><span style="font-family: "symbol"; text-indent: -18pt;">·<span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;">
</span></span><span style="text-indent: -18pt;">having top programmers on board;</span></li>
<li><span style="font-family: "symbol"; text-indent: -18pt;">·<span style="font-family: "times new roman"; font-size: 7pt; line-height: normal;">
</span></span><span style="text-indent: -18pt;">where the core business is about innovation.</span></li>
</ul>
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<b>What more can we get from this? What is the meta-level
message of Erik Meijers?</b><o:p></o:p></div>
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In my opinion some part of community (industry) is a little
bit tired of Agile/Scrum/whatever you call it. It moved towords a management
method more than to Software Craftsmanship (and this is also the reason why the
Software Craftsmanship emerged). I can hear the voice, that programmers got
involved into planning, talking about requirements, micromanaging and are not
much happy about it. They want to code. Although the goal of introducing Agile
is to ease the process, it is still quite heavy when we come to the meetings
(what is also my observation after years of practicing Scrum), especially in
Scaled implementation of Agile. And I think that it is important to hear this
voice and find the way how to tune it. It is kind of „inspect” message and it
is time to adapt.<o:p></o:p></div>
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Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com2tag:blogger.com,1999:blog-973718928927935206.post-52274463631673652252016-01-15T09:58:00.000+01:002016-01-26T13:08:21.272+01:00Technical Leadership book is available<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgDQdr0-4u7hOZxsS22qRQNGa3X9q2Ndn4sFLrWJfrTjPVNwHhVYpzLh4LOiQBhXPY2aQ4PAPj9W1-WpJPiPoBXrxIkPi2sQVRWw4HiR0aRiW8HeIjtwtFHBpLWKtNQpeShbVWW_5g6Umg/s1600/5140.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgDQdr0-4u7hOZxsS22qRQNGa3X9q2Ndn4sFLrWJfrTjPVNwHhVYpzLh4LOiQBhXPY2aQ4PAPj9W1-WpJPiPoBXrxIkPi2sQVRWw4HiR0aRiW8HeIjtwtFHBpLWKtNQpeShbVWW_5g6Umg/s320/5140.jpg" /></a></div>
<br />
It is a great pleasure for me to share the information that today is my "Technical Leadership" book premiere. <a href="http://helion.pl/ksiazki/technical-leadership-od-eksperta-do-lidera-mariusz-sieraczkiewicz,techle.htm" target="_blank">You can buy it from Helion</a> and I also encourage you to visit book companion site <a href="http://technicalleadership.pl/">http://technicalleadership.pl</a> . I am going to develop a technical leadership knowledge base there, so be in touch.
Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com0tag:blogger.com,1999:blog-973718928927935206.post-27744745549327872052015-10-01T16:19:00.001+02:002015-10-01T16:20:47.047+02:00Conferences time<br />
<br /><br /><br /><br /><br /><br />
<p>
Autumn is usually busy time full of conferences and this year cannot be different. After a few interesting events like <a href="http://devoxx.pl/">Devoxx Poland</a> in Cracow, <a href="https://codepot.pl/">Codepot</a> and <a href="http://2015.agilebyexample.com/">Agile by Example</a> in Warsaw, now it's time for new experiences.<br />
</p>
<h4>
<a href="http://www.agileturas.lt/vilnius">Agile Tour Vilnius</a> (8/10/2015)</h4>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEghmNl2kAJT7b4pPYCJrff7chFnRzk03Tguj28UDRRIshDHhROj2I1iwfP_wdnQYis8N6s-VumZaPktXEUSBz6kRm7tRkIUBAKfFW4oiFDwFtq94qKOZ_JZjeCE4GPXvAg2voXfhGTh6R0/s1600/77d62aa603725b11db3de8d057007b96.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="100" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEghmNl2kAJT7b4pPYCJrff7chFnRzk03Tguj28UDRRIshDHhROj2I1iwfP_wdnQYis8N6s-VumZaPktXEUSBz6kRm7tRkIUBAKfFW4oiFDwFtq94qKOZ_JZjeCE4GPXvAg2voXfhGTh6R0/s200/77d62aa603725b11db3de8d057007b96.png" width="200" /></a></div>
<span style="text-align: center;">I will be talking about Natural Course of Refactoring. So if you would like to discuss about pragmatic refactoring practices come to Vilnius on 8th november.</span><br />
<br />
<h4>
<br /></h4>
<h4>
<a href="http://15.jdd.org.pl/">JDD 2015</a> (12-13/10/2015)</h4>
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<br />
I will be doing the workshop about difficult conversations based on Nonviolent Communication practice. So if you would like to look for you more empathic side of personality, this is a workshop for you.<br />
<br />
<h4>
<a href="http://2013.33degree.org/for_charity.html">33rd Degree 4charity</a> (30/11-01/12)</h4>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj-buvrVHh1AOIGfpRI86z6TF71VmQgyxz6gVJgI6vOYcXjEef0zQAHML0wu1ebdokzH_84qjM9Nx8QDA_CL6VS8PJihcKzNBUpBwZBxmThEDadijg52gwsZMdYJH-jxN_0QKgZ9uZ6IcQ/s1600/33rd_Degree-logo-300x231.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="154" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj-buvrVHh1AOIGfpRI86z6TF71VmQgyxz6gVJgI6vOYcXjEef0zQAHML0wu1ebdokzH_84qjM9Nx8QDA_CL6VS8PJihcKzNBUpBwZBxmThEDadijg52gwsZMdYJH-jxN_0QKgZ9uZ6IcQ/s200/33rd_Degree-logo-300x231.jpg" width="200" /></a></div>
<br />
Not officialy yet, but it is quite likely I will be taking about Technical Leadership and some concept from my book. If you want to help others and learn something new - don't hesitate to come to Wrocław at the begining of december.Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com0tag:blogger.com,1999:blog-973718928927935206.post-38954642355288557322014-12-01T14:34:00.000+01:002014-12-01T14:35:24.100+01:00Natural Course of Refactoring online on InfoQI am so delighted that article <a href="http://www.infoq.com/articles/natural-course-refactoring">about Natural Course of Refactoring</a> is live. It is a very simple, yet powerful idea about refactoring (but not easy after all) and I hope this way it will reach more people than ever before so please retweet it and share it wherever you can.<br />
<br />
Fruitful reading!<br />
<br />
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<br />Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com2tag:blogger.com,1999:blog-973718928927935206.post-82106974846643835882014-09-25T17:11:00.001+02:002014-09-25T17:11:25.125+02:00(Polish) Nie daj się konfliktom.<br />
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<span style="font-size: large;"><br /></span></div>
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<span style="font-size: large;">Intro</span><o:p></o:p></div>
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Kiedyś na rozmowie rekrutacyjnej kandydat na lidera zespołu
stwierdził, że udaje mu się pełnić swoją rolę bez konfliktów. To wyznanie
budzi podejrzenia. Brak konfliktów, to <b>symptom</b>, który wymaga
szczególnej uwagi. Życie projektowe jest pełne konfliktów i należy im pozwolić
zaistnieć, aby w efekcie móc znaleźć rozwiązanie, które będzie satysfakcjonować
obydwie strony. <o:p></o:p><br />
<br /></div>
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<span style="font-size: large;">Pewna historia</span><o:p></o:p></div>
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Jakiś czas temu miałem okazję pracować z firmą, w której
kierownicy projektów nie dogadywali się z zespołem programistów. Sytuacja
nawarstwiała się przez wiele miesięcy aż przyszedł taki moment, kiedy niemal
każde spotkanie kończyło się nerwową wymianą zdań i brakiem rzeczowych ustaleń.
Zespół techniczny narzekał na zbyt dużą ilość dokumentacji, którą musiał
tworzyć, gdy tymczasem kierownicy chcieli jej jeszcze więcej. Programiści
chcieli więcej czasu na refaktoryzację, kierownicy chcieli, aby cały czas był w
pełni poświęcany na rozwój funkcjonalności. Zespół techniczny narzekał na brak
jakiejkolwiek wiedzy technicznej wśród kierowników projektów.<o:p></o:p></div>
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<br /></div>
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Moim zadaniem było znalezienie rozwiązania przedstawionych
problemów. Zaprosiłem na spotkanie przedstawicieli obu stron i poprosiliśmy o
przedstawienie argumentów. Kiedy tylko jedna strona zaczynała przedstawiać
swoje racje, druga natychmiast ripostowała i dyskusja przeradzała się w
kłótnię. Po bardzo żmudnej i długiej pracy udało się wypracować jakieś
rozwiązanie, ale było ono dalekie od ideału. Nie byliśmy z niego w pełni
zadowoleni.<o:p></o:p></div>
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<br /></div>
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Tak się dzieje zazwyczaj wtedy kiedy w przypadku konfliktu,
obie strony próbują racjonalnie przekonać siebie nawzajem. <b>Problem tkwi w tym,
że przedstawiają argumenty ze swojego punktu widzenia, które zazwyczaj nie
docierają do drugiej strony.</b> W większości przypadków doprowadza to do kłótni,
ewentualnie tylko jedna ze stron wygrywa, a w najlepszym przypadku dochodzi do
kompromisu.<o:p></o:p></div>
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Kluczem do sukcesu jest zasada, iż „<b>konfliktu nie można
rozwiązać na poziomie, na którym powstał</b>”. Trzeba rozwiązania szukać na wyższym
poziomie. A co to znaczy?<o:p></o:p></div>
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<br />
<span style="font-size: large;">Prosty przykład<o:p></o:p></span></div>
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Załóżmy, że pewna para mieszkająca razem, chce pomalować
pokój. On chce pomalować go na niebiesko a ona na biało. Co w takim przypadku?
Mogą wypracować kompromis – dwie ściany niebieskie a dwie białe. Pewnie żadne z
nich do końca nie będzie zadowolone. Niektórzy mówią, że w takich sytuacjach
zawsze kończy się rozwiązaniem zaproponowanym przez kobietę. My będziemy
bardziej ambitni. Spróbujmy zadać pytanie: dlaczego to jest dla ciebie ważne?<o:p></o:p></div>
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<br /></div>
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<i>On: Ja chciałbym pomalować pokój na niebiesko.<o:p></o:p></i></div>
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<i>Ona: Grrrr… a ja na biało.<o:p></o:p></i></div>
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<i>Mediator: Dlaczego to jest ważne dla ciebie, aby pomalować
pokój na niebiesko?<o:p></o:p></i></div>
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<i>On: <b>Bo nie chcę
mieszkać w szpitalu. (Nie chce białego).</b><o:p></o:p></i></div>
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<i>Mediator: A ty dlaczego chcesz pomalować na biało?<o:p></o:p></i></div>
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<i>Ona: <b>Bo chciałabym
mieć pokój w jasnych kolorach.</b><o:p></o:p></i></div>
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<i>Mediator: Jeśli ty nie chcesz białego, a ty chcesz jasny. To
może – różowy?<o:p></o:p></i></div>
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<i>On: Nie lubię różowego. Tak samo jak białego.<o:p></o:p></i></div>
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<i>Mediator: To może inny jasny kolor? Jasny fiolet?<o:p></o:p></i></div>
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<i>Ona: OK<o:p></o:p></i></div>
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<i>On: Dobra, niech będzie.<o:p></o:p></i></div>
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<br /></div>
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W przypadku konfliktów – nie ma poprawnych odpowiedzi. Dobra
jest taka, która dla obu stron jest satysfakcjonująca. Jeśli na końcu jest
zgoda, to znaczy, że udało się rozwiązać konflikt.<o:p></o:p></div>
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<br /></div>
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To co zostało przedstawione za pomocą powyższego dialogu,
możemy przestawić za pomocą następującego schematu:<o:p></o:p></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgj1A1n-knmlH64Zpim74IN0msGvkDue7uRSoffifpmJlq6E07kcijClcHBsVsuWdAVkJ-mX4RndWYlFdX1YK9qJMyRtZtBxxqAH-5HhKDQymi8MQEvfB-5RK1Px1enUAJPdqVL-8pEswI/s1600/konflikty1.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgj1A1n-knmlH64Zpim74IN0msGvkDue7uRSoffifpmJlq6E07kcijClcHBsVsuWdAVkJ-mX4RndWYlFdX1YK9qJMyRtZtBxxqAH-5HhKDQymi8MQEvfB-5RK1Px1enUAJPdqVL-8pEswI/s1600/konflikty1.png" height="470" width="640" /></a></div>
<br />
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Większość konfliktów opiera się na tym, iż każda ze stron ma
określone <b>stanowisko</b> w zadanym
temacie. To stanowisko to stwierdzenie: chcę X, rozwiązanie Y będzie najlepsze. </div>
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<br /></div>
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Żeby rozwiązać konflikt poszukujemy <b>intencji
lub potrzeby</b>, która stoi za stanowiskiem, do czego prowadzi wariacja
pytania „Dlaczego to jest dla ciebie ważne?”. Jeśli dotrzemy do intencji, która
zazwyczaj jest bardziej ogólna, jest sformułowana na wyższym poziomie
abstrakcji, to mamy większą przestrzeń do poszukiwania <b>potencjalnych rozwiązań</b>, które będą satysfakcjonować obie strony.<o:p></o:p></div>
<br />
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<br /></div>
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Nasz schemat uzupełnijmy o elementy struktury (zaznaczenie
stanowisk oraz potrzeb i intencji):<o:p></o:p></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjl-NdcYzFesZDXmJc4nR5R8iMUWd78HLXr8DFa60Be5jqKDVasME2_ZTW_bVWMh2tjZjmd7g_RqHxjsoW-glpplfEWh0S-nDfRosAS2KWRMeePblbfEE-q_EXTO4ibnYShMSB8Mg49Wlk/s1600/konflikty2.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjl-NdcYzFesZDXmJc4nR5R8iMUWd78HLXr8DFa60Be5jqKDVasME2_ZTW_bVWMh2tjZjmd7g_RqHxjsoW-glpplfEWh0S-nDfRosAS2KWRMeePblbfEE-q_EXTO4ibnYShMSB8Mg49Wlk/s1600/konflikty2.png" height="472" width="640" /></a></div>
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<span style="font-size: large;">Struktura</span><o:p></o:p></div>
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</div>
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<br /></div>
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Sama struktura rozwiązywania konfliktu wygląda następująco:<o:p></o:p></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh6NtuRjqhrC91W1p1_WD7-iGPQjdwpYTHBojIPm_3G5FrSW76J4qgSsAf10cgVdzblmtLLW0yZykWj63qAeZTPKbru8DQFyDkgvuKpPoDdIlHet3UI7-M8OBU0_pCg-o0vG8qpQwX3HDk/s1600/konflikty3.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh6NtuRjqhrC91W1p1_WD7-iGPQjdwpYTHBojIPm_3G5FrSW76J4qgSsAf10cgVdzblmtLLW0yZykWj63qAeZTPKbru8DQFyDkgvuKpPoDdIlHet3UI7-M8OBU0_pCg-o0vG8qpQwX3HDk/s1600/konflikty3.png" height="494" width="640" /></a></div>
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<span style="font-size: large;">Kilka uwag praktycznych:</span><o:p></o:p></div>
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<ul>
<li><span style="font-family: Symbol; text-indent: -18pt;"><span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span style="text-indent: -18pt;">może się okazać, że czasami trzeba zadać kilka
razy pytanie o intencję, aby móc znaleźć rozwiązanie;</span></li>
<li><span style="font-family: Symbol; text-indent: -18pt;"><span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span style="text-indent: -18pt;">w przypadku konfliktów między różnymi zespołami
czy działami, można się posłużyć wartościami organizacji (które są forma
intencji);</span></li>
<li><span style="font-family: Symbol; text-indent: -18pt;"><span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span style="text-indent: -18pt;">potrzeby i intencje są subiektywne i nie należy
ich oceniać w jakikolwiek sposób, szczególnie w kategoriach
prawidłowe-nieprawidłowe;</span></li>
<li><span style="font-family: Symbol; text-indent: -18pt;"><span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span style="text-indent: -18pt;">obie strony muszą mieć chęć znalezienia
rozwiązania, również takiego, które może się różnić od początkowo
przedstawionego;</span></li>
<li><span style="font-family: Symbol; text-indent: -18pt;"><span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span style="text-indent: -18pt;">czasami intencje mogą po obu stronach wydawać
się podobne, wtedy warto je skonkretyzować (np. jeśli intencją jest wysoka
jakość kodu, zadaj pytanie: co konkretnie oznacza dla ciebie jakość kodu).</span></li>
</ul>
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<span style="font-size: large;">Przykładowe pytania</span><o:p></o:p></div>
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<span style="font-size: large;"><br /></span></div>
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Poniżej znajdziesz przykładowe pytania, które możesz zadać w
celu poszukiwania intencji:<o:p></o:p></div>
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</div>
<ul>
<li><i><span style="font-family: Symbol; text-indent: -18pt;"><span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span style="text-indent: -18pt;">Dlaczego to jest dla ciebie ważne?</span></i></li>
<li><i><span style="font-family: Symbol; text-indent: -18pt;"><span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span style="text-indent: -18pt;">Czego potrzebujesz w tej sytuacji?</span></i></li>
<li><i><span style="font-family: Symbol; text-indent: -18pt;"><span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span style="text-indent: -18pt;">Jak jest twoja intencja?</span></i></li>
</ul>
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<o:p></o:p></div>
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<span style="font-size: large;">Algorytm<o:p></o:p></span></div>
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Algorytm rozwiązywania konfliktów przedstawia się
następująco:<o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l1 level1 lfo2; text-indent: -18.0pt;">
</div>
<ol>
<li><span style="font-size: 7pt; text-indent: -18pt;"> </span><span style="text-indent: -18pt;">Upewnij
się, że uczestnicy rozmowy chcą znaleźć rozwiązanie, które będzie
satysfakcjonować wszystkie strony.</span></li>
<li><span style="text-indent: -18pt;">Przedstaw
strukturę rozwiązywania konfliktów i uzyskaj zgodę na jej zastosowanie.</span></li>
<li><span style="text-indent: -18pt;">Rozpocznij
od sprecyzowania stanowisk.</span></li>
<li><span style="text-indent: -18pt;">Dla
każdego ze stanowisk poszukaj intencji lub potrzeby.</span></li>
<li><span style="text-indent: -18pt;">Na
bazie intencji lub potrzeb obu stron poszukaj innego rozwiązania.</span></li>
<li><span style="text-indent: -18pt;">Jeśli
nowe rozwiązanie nie jest satysfakcjonujące, dowiedz się dlaczego i na nowo
zdefiniuj intencję (lub potrzebę). Wróć punktu 5.</span></li>
</ol>
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<div class="BNSNagwek2">
<span style="font-size: large;">Przykład</span><o:p></o:p></div>
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<b>Kierownicy projektu
nie mają nawet minimalnej wiedzy technicznej<o:p></o:p></b></div>
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<b><br /></b></div>
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Konflikt dotyczy sytuacji, w której programiści (P)
wystosowali zarzut, iż kierownicy projektów (KP) nie mają nawet minimalnej
wiedzy technicznej. Mediator (M).<o:p></o:p></div>
<div class="MsoNormal">
<i>P: Nie macie żadnej wiedzy technicznej!<o:p></o:p></i></div>
<div class="MsoNormal">
<i>KP: Nie jesteśmy od tego, aby znać się na szczegółach
technicznych.<o:p></o:p></i></div>
<div class="MsoNormal">
<i>M: (do programistów) Dlaczego to jest dla Was ważne?<o:p></o:p></i></div>
<div class="MsoNormal">
<i>P: Gdyby bardziej się orientowali w technikaliach, to
łatwiej byłoby rozmawiać o wymaganiach i ich konsekwencjach.<o:p></o:p></i></div>
<div class="MsoNormal">
<i>M: Co dzięki temu będzie możliwe?<o:p></o:p></i></div>
<div class="MsoNormal">
<i>P: Będzie łatwiej
rozmawiać o tym, jakie rozwiązanie będzie najlepiej wybrać.<o:p></o:p></i></div>
<div class="MsoNormal">
<i>M: A czy potrzebujecie, aby kierownicy mieli głęboką wiedzę
techniczną?<o:p></o:p></i></div>
<div class="MsoNormal">
<i>P: Nie. Ważne jest to, żeby mieli pewną orientację w
temacie.<o:p></o:p></i></div>
<div class="MsoNormal">
<i>M: (do kierowników) Dlaczego nie ma dla was sensu, aby znać
się na szczegółach technicznych? Co wtedy możecie robić w zamian?<o:p></o:p></i></div>
<div class="MsoNormal">
<i>KP: Nie musząc znać i angażować się w szczegóły techniczne,
mamy więcej czasu, aby ogarniać projekt i wspierać wszystkie działania, które
mają doprowadzić jest do celu?<o:p></o:p></i></div>
<div class="MsoNormal">
<i>M: Czy dobrze słyszę, że kluczowe jest dla was do, aby
projekt zakończył się powodzeniem?<o:p></o:p></i></div>
<div class="MsoNormal">
<i>KP: No tak.<o:p></o:p></i></div>
<div class="MsoNormal">
<i>M: Chciałbym podsumować. Dla was (do programistów) ważne
jest to, aby kierownicy mieli orientacyjną wiedzę techniczną, aby można było
łatwiej decydować o najbardziej korzystnych rozwiązaniach?<o:p></o:p></i></div>
<div class="MsoNormal">
<i>P: Zgadza się.<o:p></o:p></i></div>
<div class="MsoNormal">
<i>M: A dla was (do kierowników) ważne jest to, że nie wchodzić
w szczegóły techniczne, ale jednocześnie wspierać swoimi działaniami powodzenie
projektu?<o:p></o:p></i></div>
<div class="MsoNormal">
<i>KP: Tak, żeby nie wchodzić w szczegóły, ale móc wspierać.<o:p></o:p></i></div>
<div class="MsoNormal">
<i>M: Co można zrobić, żeby spełnić jedną i drugą potrzebę?<o:p></o:p></i></div>
<div class="MsoNormal">
<i>KP: Może jesteśmy w stanie nabyć jakąś minimalną wiedzę
niedużym kosztem? Może jakiś bardziej biznesowy programista przygotowałby
miniszkolenie w tym temacie?<o:p></o:p></i></div>
<div class="MsoNormal">
<i>P: Ma sens. Można spróbować.</i><o:p></o:p></div>
<div class="MsoNormal">
</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Myślę, że nie mieliście problemu, aby odnaleźć elementy
struktury rozwiązywania konfliktów w tych dialogach. Dla jasności została ona
przedstawiona poniżej:<o:p></o:p></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhD4C6e8UpkqEpCBlv283xqkI-Udyh0xisGd8vjtnw-V-YdEoHJFYVYSzCtCqyG6Ri9JEg61Dfkgl-h7jp_XjIjaUBwYh0xz6bIZ9JGRtjo_q2BxyiPlSiptlz6sWMjfbitpg_PjoXxhKY/s1600/konflikty4.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhD4C6e8UpkqEpCBlv283xqkI-Udyh0xisGd8vjtnw-V-YdEoHJFYVYSzCtCqyG6Ri9JEg61Dfkgl-h7jp_XjIjaUBwYh0xz6bIZ9JGRtjo_q2BxyiPlSiptlz6sWMjfbitpg_PjoXxhKY/s1600/konflikty4.png" height="492" width="640" /></a></div>
<div class="MsoNormal">
<br /></div>
<div class="BNSNagwek2">
<span style="font-size: large;">Ćwiczenie</span><o:p></o:p></div>
<div class="BNSNagwek2">
<span style="font-size: large;"><br /></span></div>
<div class="MsoNormal">
Praktyka jest matką wszelkich umiejętności. Mamy dla ciebie
ćwiczenie.<o:p></o:p></div>
<div class="MsoNormal">
Znajdź aktualną sytuację konfliktową, która dotyczy cię
bezpośrednio. Sprecyzuj stanowiska. Znajdź dla nich intencje oraz potencjalne
rozwiązanie, używając struktury rozwiązywania konfliktów.<o:p></o:p></div>
<div class="BNSNagwek2">
<br /></div>
<div class="BNSNagwek2">
<span style="font-size: large;">Gdzie jeszcze?<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Najbardziej bezpośrednie zastosowanie tego schematu to
konflikty personalne – w zespole, między zespołami, między konkretnymi osobami.
A w jakich sytuacjach jeszcze można użyć tej struktury:<o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;"> <i>
</i></span></span><!--[endif]--><i>w przypadku ustalania reguł zespołowych;<o:p></o:p></i></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><i><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]-->w przypadku wybieranie jednego z dwóch rozwiązań
technicznych;<o:p></o:p></i></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><i><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]-->w przypadku dyskusji o wymaganiach z klientem.<o:p></o:p></i></div>
<div class="MsoNormal">
</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Zatem do dzieła! Czyńmy świat piękniejszym :)<o:p></o:p></div>
</div>
Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com1tag:blogger.com,1999:blog-973718928927935206.post-24655830209096314302014-09-24T11:36:00.000+02:002014-09-24T11:36:11.412+02:00Agile Prague 2014 notes<p>.</p>
<div>
It's been almost a week since Agile Prague finished. It was a great time of interesting discussions and meetings.
I have had a privilege to talk with <a href="http://www.lindarising.org/" target="_blank">Linda Rising</a> about patterns, their history and current state (still under development). She also gave wonderful talks about Agile mindset and trust.</div>
<div>
<br /></div>
<div>
It was also a pleasure to discuss with Paul Klipp and take part in his <a href="http://paulklipp.com/blog/improve-your-communication-skills-by-learning-to-listen/" target="_blank">talk about communication</a> - the subject I am always interested in.</div>
<div>
<br /></div>
<div>
Another two interesting subject I listened to were ones presented by:</div>
<div>
<ul>
<li>Vasco Duarte - about NoEstimates approach, which in my opinion is not exactely about not doing estimation, but to extremeley simplify the way you do it. In short: estimate an item with 1 point. If it is too big (should be more than 1), split it.</li>
<li>Louis Goncalves - about <a href="http://www.slideshare.net/lgoncalves1979/get-rid-of-performance-appraisals-agile-prague" target="_blank">getting rid of performance appraisals</a>.</li>
</ul>
<div>
I have also a privilege to give my talk about Natural Course of Refactoring. <a href="http://agileprague.com/pool/vzor/upload/Natural_Course_of_refactoring.pdf" target="_blank">You can find slides here</a>.</div>
</div>
<div>
I had a very nice and positive feedback.</div>
<div>
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjpLX5hKU5EleqU7P4uxBLYMHqk1J48EwaFiAgBIBVN-YfNg8iGyhOCDdy5hk9MidmtumM8M5eVZm9wJ0mmr94Mj_1_lXRCBKqYsOAX-y7LF_6r5hL-MKnfUJHfPu1L4GCwqxcsiWqazps/s1600/Agile+Prague+2014.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjpLX5hKU5EleqU7P4uxBLYMHqk1J48EwaFiAgBIBVN-YfNg8iGyhOCDdy5hk9MidmtumM8M5eVZm9wJ0mmr94Mj_1_lXRCBKqYsOAX-y7LF_6r5hL-MKnfUJHfPu1L4GCwqxcsiWqazps/s1600/Agile+Prague+2014.png" height="564" width="640" /></a></div>
<div>
<br /></div>
<div>
See you soon at <a href="http://registration.warsjawa.pl/">Warsjawa.</a></div>
Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com0tag:blogger.com,1999:blog-973718928927935206.post-79334898502739612962014-09-03T06:59:00.002+02:002014-09-04T09:17:38.708+02:00 JDD, Warsjawa, Agile Prague and Cambridge Agile conferencesVacation time is over and it is time to start to hard work :)
I have a privilege to speak at 3 conferences so if you would like to meet me and talk, don't hesitate - join the conferences as soon as possible.<br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi8Er-aRTqh2_Cl4Lf0WfqdkKwhhlg-oNXLWGZ5XuaLHeXzOV2kTQm06uM1Lf_Sa8lIfoa6qurcv8CIvr7KirmQ-I_z2xQ8laI_TZz2IZGFeK1TSraFV1-bq8Xrc7BciVAgCXrBkE8qJ_Y/s1600/prague_agile.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi8Er-aRTqh2_Cl4Lf0WfqdkKwhhlg-oNXLWGZ5XuaLHeXzOV2kTQm06uM1Lf_Sa8lIfoa6qurcv8CIvr7KirmQ-I_z2xQ8laI_TZz2IZGFeK1TSraFV1-bq8Xrc7BciVAgCXrBkE8qJ_Y/s1600/prague_agile.png" /></a></div>
My first talk will be about refactoring and concept of Natural Course of Refactoring in Prague on 16th September. There is a big chance that I will show more advanced example with many tricky and non-trivial transformation.<br />
More details about the event can be found at <a href="http://touchmyconference.com/AP2014/#sessions">http://touchmyconference.com/AP2014/#sessions</a><br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjw6Rfdjf0IuBco-5PLFg4B5lWLXpa80AuohNycZkZGmf5GPnewyYNv0iCYEjcgsQzjsqX7u8BOS5usdSq80F5Fx6oaO6XUPKqNeJWpfwSKLiHzPvX2R6MvwlJ8yCo06nP2zkS-mKJgD8s/s1600/logo_agilecam_full.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjw6Rfdjf0IuBco-5PLFg4B5lWLXpa80AuohNycZkZGmf5GPnewyYNv0iCYEjcgsQzjsqX7u8BOS5usdSq80F5Fx6oaO6XUPKqNeJWpfwSKLiHzPvX2R6MvwlJ8yCo06nP2zkS-mKJgD8s/s1600/logo_agilecam_full.png" height="150" width="200" /></a></div>
<br />
The second activity will be a workshop on Soft Skill for Tech guy in Cambridge on 2nd October. So if you want to learn how to use very useful model to handle conflicts just come.<br />
More details about the event can be found at <a href="http://agilecambridge.net/ac2014/programme/%C2%A0" target="_blank">http://agilecambridge.net/ac2014/programme/ </a><br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEih3dXT_oaUDCYXlMkgqBzbYILfDlcpp4qnopL4J6l5uLdxkKyNSPtWpmmMm14K2jkp2x-vCRlQ705ziM84PTyiNwHdz5vTXM_NnMMgORuxMXkMPAICXajEz9pTkfd9idsjzN9-afSOlj8/s1600/jdd.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEih3dXT_oaUDCYXlMkgqBzbYILfDlcpp4qnopL4J6l5uLdxkKyNSPtWpmmMm14K2jkp2x-vCRlQ705ziM84PTyiNwHdz5vTXM_NnMMgORuxMXkMPAICXajEz9pTkfd9idsjzN9-afSOlj8/s1600/jdd.jpg" /></a></div>
<br />
In addition to that I will be talking at great Polish conference in Cracow called JDD that I have been with for ages (from the beginning). The talks will be held in Polish. The first one will be "How your code speaks to you" and the second one with <a href="http://mbartyzel.blogspot.com/">Michał Bartyzel</a> about "Strategic refactoring".<br />
More details about the event can be found at <a href="http://14.jdd.org.pl/">http://14.jdd.org.pl/</a>.<br />
<br />
Ohh... I forgot. Warsjawa! Yes. There will be great opportunity to put hand on keyboard and repair legacy code during "Working with legacy code" workshop.<br />
More details about the event you can find here <a href="http://warsjawa.pl/">http://warsjawa.pl/</a><br />
<br />
Ouch! Now I realized that it will be very busy time :)Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com0tag:blogger.com,1999:blog-973718928927935206.post-70359728547580891922014-07-16T11:42:00.000+02:002014-07-16T11:42:08.966+02:00Time for non-violent rebel<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjIpMjRv-BrwqMpnY64S9uQF4G5wf43OSh5F3wo1ObIXVwEadZ0Zuw40-OCXt6yGwPanAnN5FuvkBTJ4lL6sSu0Pvl4ZF-WmbSTrYrdpbkqEtTGXLWvdr9r4XCvKES78mMPZSbJXlnmqSc/s1600/Pressure+progagation.PNG" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjIpMjRv-BrwqMpnY64S9uQF4G5wf43OSh5F3wo1ObIXVwEadZ0Zuw40-OCXt6yGwPanAnN5FuvkBTJ4lL6sSu0Pvl4ZF-WmbSTrYrdpbkqEtTGXLWvdr9r4XCvKES78mMPZSbJXlnmqSc/s1600/Pressure+progagation.PNG" height="320" width="258" /></a>
<p> </p>
Agile thinking has been with us for several years. There is a lot of humanity behind Agile thinking and this is what is great about it. But Agile like every idea is just the idea. Not easily applicable in life and many times distorted to be convenient (and not necessarily useful).<b> People focus on practices and loose the spirit of the idea. Agile is just an example</b>. All in all the problem is deficit of humanity in business context.<br />
<br />
<b>The deficit of humanity is driven by profit maximising what leads to short term optimisation.</b> In consequence leaders face goals that are profit oriented (expressed in strict timeframes, number of features, low budget). And these forces make them afraid. And they try to force team members to achieve this profit oriented goal. It creates a lot of pressure and there is very little space for humanity.<br />
<br />
What makes the problem bigger leaders (especially Technical ones) <b>don't know how to deal with so called difficult situation</b>, when someone doesn't agree, someone complains about something<b> not forcing them to do something and be effective at the same time</b>. It is big challenge for them to give away the power to people. Many of them declare it, but very few really do it.<br />
<br />
<b>And it is time to rebel! It is time for non-violent rebel. It is time to clear the misunderstanding that you can only fight in style "An eye for an eye, a tooth for a tooth" in order to change anything. It is time to see that you can be honest and take care of your needs and at the same time be in connection with other people in your team and outside your team so that you can look for ways to help them satisfy their needs... without violence. It time to settle the humanity in world of business.</b><br />
<br />
Will that be easy? I want to be honest. No. I has its price. Is this possible? Yes. It will require a lot of work but very satisfying work. <br />
<br />
If you want to look for your own just google for "non-violent communication". If you are patient or want to see NVC in IT world just come here from time to time.Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com0tag:blogger.com,1999:blog-973718928927935206.post-11775817539370555452014-07-03T12:22:00.001+02:002014-07-03T12:23:43.625+02:00How to be productive<br />
I have recently came across this beautiful infographics from <a class="g-profile" href="https://plus.google.com/116944407435091784453" target="_blank">+Anna Vital</a><br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_V4rwY8Bc9427Fza6o1UDXanmohDAFiLV7lDqKZtE6r4yp6I_waE14aSu5u5aLP_chI_TEaDHJG4N-VsHs3VfVdOZ_u2DKMhMcngfeI_oUMWBhPgo_28m0OvActSe3k1AFLzm4xt2xuk/s1600/how+to+be+productive.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_V4rwY8Bc9427Fza6o1UDXanmohDAFiLV7lDqKZtE6r4yp6I_waE14aSu5u5aLP_chI_TEaDHJG4N-VsHs3VfVdOZ_u2DKMhMcngfeI_oUMWBhPgo_28m0OvActSe3k1AFLzm4xt2xuk/s1600/how+to+be+productive.png" height="515" width="640" /></a></div>
<br />
I have been a productivity fun for ages but my approach evolved through time and it's time to make some kind of summary here.<br />
When I look at elements in this great mindmap, I recognize almost all of them. Most of them I have tried and many of them I use. But now I look differently at such things than 10 years ago. Those days it was just a bundle of handful hints that I read from time to time and they didn't mean much to me. Just like all those fancy "good practices" that everybody knows and very few does. It was a time when I was hungry for fast solution - easy 10 points that would change my life. And they didn't of course. <b>Because important changes require time. </b>They require patience and perseverance and it's less and less common nowadays.<br />
It took me almost a year to recognize how can I manage my anxiety doing workouts (runnings) with all those nuances that can be helpful to do it effectively. And believe me I am a smart guy, so the stupidity was not the reason of a timeframe.<br />
I spent almost a year to <b>REALLY </b>experience what it means to focus on important things and suppressing urgent. What isn't done in most organizations although they all declare it. Because it is not easy to tell your customer with courage in heart "We will not do it under that conditions, in that timeframe".<br />
I took me couple of months to start making conscious decisions about healthy food, understand and feel consequences.<br />
I took me at least ten tries before I gave up being in touch with the news.<br />
I took me TEN year before I <b>really </b>understood and experienced that lack of sleep is disastrous and in contradiction to productivity at all.<br />
And so on and so on. <b>All that stuff because knowledge not practiced is just a noise.</b><br />
<br />
<b>After those ten years I realised that the most important thing is to slow down and give yourself time. </b>Important changes require time and you cannot do them in fast track mode. Many books and trainers promise us fast results but remember it is just marketing.<br />
<br />
I remember that 10 years ago I loved such lists like the one above, because as a tech guy I liked to have short lists with most important information. So then I read them but nothing lasted in my head.<br />
<br />
<b>They are great as a reminder if you practice all this staff, but not much helpful to really use it as a daily routine when you start. </b>Then you need at least a book on each subject or better go to training, and after that time practice it for months. Then you will succeed.<br />
<br />
<b>There is one thing when you have a deep understanding of a rule after long time of practicing: you don't need that rule at all, then you have it built in and you strictly know when to apply it and when to broke it.</b> But it comes with time. No shortcuts.<br />
<br />
Last thing is obsession with productivity but we have to remember that productivity is in opposite to creativity (http://lifehacker.com/5918138/is-productivity-killing-your-creativity). <b>As a knowledge worker you cannot be 100% productive otherwise you just become a reflectionless robot.</b>Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com3tag:blogger.com,1999:blog-973718928927935206.post-10528700282309539192014-06-11T14:29:00.001+02:002014-06-11T14:44:49.923+02:00Is Poland Christ of nations?<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<span style="font-size: 11pt;">I have recently came
across a very interesting article about </span><b style="font-size: 11pt;">pitfalls of Polish style of management
and its historical roots</b><span style="font-size: 11pt;">. It is more generic than just IT but it includes so called participatory management (eg. Agile). If you understand Polish language you can read an
article here </span><a href="http://biznes.gazetaprawna.pl/artykuly/801950,kapitalizm-po-polsku-folwark-ma-sie-dobrze.html" style="font-size: 11pt;">http://biznes.gazetaprawna.pl/artykuly/801950,kapitalizm-po-polsku-folwark-ma-sie-dobrze.html</a></div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<br /></div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
For other guys here
are the main points from article (just a few):</div>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt;">Current polish mentality
comes from historical circumstances - starting from XVI century Poland was
mostly a food supporter for countries in western parts of Europe and it
had a great impact on internal relashionship between layers of Polish
society (master - slave relationship between "big" owners and
single farmers (villein?))</span></li>
</ul>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri; font-size: 11.0pt;">A farm mentality was focused
mostly on surviving what wasn't enough when capitalism became a mainstream
where the profit is the most important goal of the organization.</span></li>
</ul>
<ul style="direction: ltr; margin-bottom: 0in; margin-left: .375in; margin-top: 0in; unicode-bidi: embed;" type="disc">
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri;"><span style="font-size: 11pt;">The master - slave
relationship leads to compliance but </span><span style="font-size: 15px;">sacrifice</span><span style="font-size: 11pt;"> creativity which is </span><span style="font-size: 15px;">crucial</span><span style="font-size: 11pt;"> in capitalism.</span></span></li>
<li style="margin-bottom: 0; margin-top: 0; vertical-align: middle;"><span style="font-family: Calibri;"><span style="font-size: 11pt;">Most polish companies even
international corporations locally fall into this schema. In western
divisions vision, mission, </span><span style="font-size: 15px;">people</span><span style="font-size: 11pt;"> and values are respected but in Poland
it goes down to that master slave mentality. Top managers are masters and
all guys "below" have to </span><span style="font-size: 15px;">be obedient</span><span style="font-size: 11pt;"> otherwise they are punished.
No chance for participatory management (me: Agile for example). People in
such an environment don't take full responsibility for their work. The
opposite is Scandinavia for example.</span></span></li>
</ul>
<div style="font-family: Calibri; font-size: 11.0pt; margin-left: .375in; margin: 0in;">
<br /></div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjTXPhB-uSdt7axOg0UW1DOA9XYCNIuOPC8youXeQkZqSf8eKZrJS_h9go18JbHBgsxJOV3MKV-jwMW9B7YN6-1shY1IR4ZmrbzfDaPcR8lN6dc7S4G69MEeeDtMCLuOT-uHd2PDFmoBUc/s1600/JESUS.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjTXPhB-uSdt7axOg0UW1DOA9XYCNIuOPC8youXeQkZqSf8eKZrJS_h9go18JbHBgsxJOV3MKV-jwMW9B7YN6-1shY1IR4ZmrbzfDaPcR8lN6dc7S4G69MEeeDtMCLuOT-uHd2PDFmoBUc/s1600/JESUS.jpg" /></a>I find similarities
in such master-slave mentality also in other
Central European countries (Czech Rep., Hungary, Ukraine, Lithuania
etc.).</div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<br /></div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
I love such articles
because they always broaden my perspective and understanding of a surrounding
reality. But <b>I am also very cautions because it is very easy to abuse the
history, consequences of different historical circumstances</b> because it is <a href="http://msieraczkiewicz.blogspot.com/2014/02/simple-complicated-complex-and-chaotic.html" target="_blank">more complex than simple or complicated</a>. So here is my point of view that
comes from my personal experience (and dealing with different, mostly Polish
companies).</div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<br /></div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<b>Based on the article
we could draw the conclusion that Agile mentality is not much compatible with
Polish master-slave mentality</b>. And this is what I can see quite common
especially in big companies (corporations) that their flavour of agile is not
so agile. But also smaller companies are no better in this case. I have
seen just a few companies that fully employed Agile mentality.</div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<br /></div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<b>But on the other
hand I wonder whether it is only Polish problem</b>. Our industry is very
international, it is almost global industry and we know that the master-slave
mentality is quite common also in other countries (called command-and-control
way of management) and it is also very difficult to transform that mentality to
Agile. So it is difficult also in US, UK, France and other countries. What
differs these countries from Poland is that it may be a little bit easier to do
Agile transformation (what doesn't mean it is simple). There is a little more
openness and trust in people in Scandinavia, France, UK than in Poland.</div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<br /></div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
What also comes to my mind is <b><a href="http://en.wikipedia.org/wiki/Nonviolent_Communication" target="_blank">Nonviolent Communication</a></b> movement that tries to provide an alternative to so
called violent communication (when there is an assumption that somebody is right
and the other is not correlated with master-slave mentality and that we were trained to be correct in social terms but
not authentical and it is source of violence) and <b>it was invented in US not in Poland</b>. </div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<br /></div>
<div style="margin: 0in;">
<span style="font-family: Calibri;"><span style="font-size: 11pt;">Therefore I wouldn't
overvalue the hypothesis that this specific Polish historical background is crucial because described
problems are not only Polish after all.</span></span><b><span style="font-family: Calibri;"><span style="font-size: 11pt;"> I believe that it had an important
influence on our (Polish) mentality but
there are many more social, historical, financial, </span><span style="font-size: 15px;">anthropological</span><span style="font-size: 11pt;"> processes that influenced the current situation</span></span></b><span style="font-family: Calibri;"><span style="font-size: 11pt;">. Maybe it makes a little bit more difficult to employ
participatory management practices (like Agile) in Poland than is some western countries but we are not so special as it
was described in the article. </span></span></div>
<div style="margin: 0in;">
<span style="font-family: Calibri;"><span style="font-size: 11pt;"><br /></span></span></div>
<div style="margin: 0in;">
<span style="font-family: Calibri;"><span style="font-size: 11pt;">I can see it in a different way. <b>The XX century was the time when humanism started to grow</b> (thinking that people are important) <b>and it is one of the root causes of the movement from command-and-control to self-organizing management</b>. Every country has its own history and background that </span><span style="font-size: 15px;">strengthened</span><span style="font-size: 11pt;"> the command-and-control thinking (force based). The story in the article might be a Polish story. Other countries have theirs. Some of them had stronger or weaker influence. And that's all about it.</span></span></div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<br /></div>
<br />
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<b>On the other
hand in order to employ participatory
management (ie. Agile) it really requires supporting mentality (like Japan Samurai mentality
or Scandinavian openness and trust) to make it easier.</b></div>
<div style="font-family: Calibri; font-size: 11.0pt; margin: 0in;">
<b><br /></b></div>
<div style="margin: 0in;">
<span style="font-family: Calibri; font-size: xx-small;">(Poland As Christ of nations is a Polish cultural concept from XIX century that Poland is the chosen country to suffer for other nations; you can find more here </span><span style="font-family: Calibri; font-size: xx-small;"><a href="http://en.wikipedia.org/wiki/Christ_of_Europe">http://en.wikipedia.org/wiki/Christ_of_Europe</a>)</span></div>
<div style="font-family: Calibri; margin: 0in;">
<span style="font-size: xx-small;">(image src: http://img.thesun.co.uk/aidemitlum/archive/01587/JESUS-620_1587358a.jpg)</span></div>
Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com16tag:blogger.com,1999:blog-973718928927935206.post-88268669905047066702014-03-12T10:36:00.001+01:002014-03-12T10:36:21.249+01:00Being busy is an easy way<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgAdIruiM3EIQYZ8CKkQ7WGE1SWp_pxvhM2uOva6MknhVPrvAN0dpW84QKZqkUPoz9mltnX5g1e1zuRuRUI0aWKJ8RDy0LLBHgtrvBoDtlGwJiYiHKa0ncIq89PCZCBzUkrwnZ1jpEWFZo/s1600/busy2.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgAdIruiM3EIQYZ8CKkQ7WGE1SWp_pxvhM2uOva6MknhVPrvAN0dpW84QKZqkUPoz9mltnX5g1e1zuRuRUI0aWKJ8RDy0LLBHgtrvBoDtlGwJiYiHKa0ncIq89PCZCBzUkrwnZ1jpEWFZo/s1600/busy2.jpg" height="181" width="320" /></a></div>
<br />
<br />
I have had a great opportunity to take part in some kind of experiment. I consciously got rid of most tasks from my personal and professional life that I considered not be fully joyful and purposeful. <b>What I expected was that I would be more focused on things that really matter to me and I could consciously choose what to do (and what not to do).</b><br />
<br />
I stopped checking my phone every 10 minutes, including Facebook, Endomondo and Twitter. I and Michal decided to strongly simplify the way our company works (including the employment decrease). I stopped to start new books (I used to start many and finish few). I stopped to obsessively do tasks from my TODO list. I stopped doing most stuff that everyone does. I focused on family, my core professional stuff and running. I have created a lot of space and time to think.<br />
<br />
<b>And you know what? It is hard. It is extremely hard.</b> It is not easy to find out what is really worth doing. It is not easy to make decisions with full awareness. It is a big relief when sometimes I forgot about my experiment and start doing things compulsively. I don't have to think! Of course I am doing much thinking then, but it is about solving a particular problem. I more react to circumstances than I am aware of what I am doing. Like a drug.<b><span style="font-size: large;"> Doing anything is like a drug</span></b>. You loose your conscious thinking and start compulsive, reactive thinking (which may require a lot of IQ).<br />
<br />
Now I think I fully understood (or would be better to say "I internalized") that:<br />
<span style="font-size: large;">Doing anything, being busy is an easy way.</span> <b>Because (what is commonly known) it is extremely hard to do the right things.</b> And it is really much harder to figure out which thing is right rather than do it. What I notice is that we are not taught to think this way and not used to it.<br />
<br />
<b>Being busy is a sickness of our times. It is motto of professional life. Most decisions are made because there are so many things to do and we have to react in some way. But these are not conscious decisions. These are reactive decisions and many time destructive ones.</b><br />
<b><br /></b>
<b><span style="font-size: xx-small;">(photo from: </span></b><span style="font-size: xx-small;"><b>http://www.intervarsity.org/sites/default/files/uploaded/busy2.jpg)</b></span>Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com3tag:blogger.com,1999:blog-973718928927935206.post-27313384510990411432014-03-04T10:43:00.000+01:002014-03-12T11:54:34.438+01:00Task-doing vs. responsibility taking - a subtle distinction<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj00GcuZiVVrwCUx-mkDXFj4fFxjf4Ee8e-grZmweM86Cb32H9v4gIBhiWYFoA-C4c6ia0rW_opgrYE3cWV06mjXAexvbVTVViFNHVxc63Q3f2bycHr778fZrmKAarJYFrVvFWiiwZW82I/s1600/responsibility.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj00GcuZiVVrwCUx-mkDXFj4fFxjf4Ee8e-grZmweM86Cb32H9v4gIBhiWYFoA-C4c6ia0rW_opgrYE3cWV06mjXAexvbVTVViFNHVxc63Q3f2bycHr778fZrmKAarJYFrVvFWiiwZW82I/s1600/responsibility.jpg" height="254" width="320" /></a></div>
I have been reading a book on a fathership recently (yep, tech guys also read <a href="http://www.amazon.co.uk/Your-Competent-Child-Parenting-Education/dp/1452538905/ref=sr_1_1?ie=UTF8&qid=1393924511&sr=8-1&keywords=jasper+juul&tag=s6010000201-21" target="_blank">such books</a>:-)) and there has been a discussion about responsibility. Even when fathers devote their time to spending time with children and doing some tasks related to children and family they may still don't take responsibility for it. So you can take your children to doctor when they are sick, bring them to school or kindergarten everyday, go with them to a playground... and still not taking responsibility.<br />
<br />
How come?<br />
<br />
<b><span style="font-size: large;">Because responsibility is not about doing (at least in a first place), it is about having in mind what you are responsible for and taking care for it (ie. anticipate and respond to the situation)</span></b>.<br />
<br />
<i>Common! Fuzzy? A little bit :-)</i><br />
<br />
Let's go back to the children example. You may go to doctor because your partner told you to do it ("<i>Honey, I have an important meeting in the morning, please go with Kate to doctor</i>"). This is just a task. If you accomplish it (or you can't for some reason - for example doctor is not available today), you are done. Now it is again your partner's worry. She still has to think about it. You have just done you task. To take responsibility is to think about the subject of responsibility (to have in mind) . Example: As a father I proactively think what to do when my child is sick (organize a medical appointment, a babysitter or go to a sick leave) and in longer term to remember about immunization, important dates etc. Then you can tell you take responsibility for your children's health. It is more about thinking and being aware than doing (which is also important after all).<br />
<br />
Ok. But what does it have in common with my team? Many leaders want folks in team be responsible (<b>and what is funny they are not able to define what it means</b>).<br />
<br />
In business context we very often use the word <b>responsibility</b> mostly in context of a task. "You are responsible for this task", what usually means: do it from the beginning to the end. But in such situations it is much like going with child to a doctor. It is task-doing and not responsibility-taking - for your team, process, product. Being responsible just for tasks makes folks passive, creates the illusion they have no impact on what is happening around you, that the "others" decide. And then they feel powerless and their work becomes boring. It takes juice of life out of you. Who likes it? Hands up!<br />
<br />
What to do in real life:<br />
<br />
<ul>
<li><b>If you are a leader</b>: Discuss with your team what "responsibility" means. Create your own definition. It is unique because of your different expectations and past experiences.</li>
<li><b>If you are a leader</b>: Create environment where people can are encouraged to take responsibility (and not only for task-doing): let people estimate, let people choose task they do (according to priorities), let people influence the way they work (through retrospectives) etc.</li>
<li><b>If you are a team member</b>: Suggest such discussion in a team. Discuss difference between task-doing and responsibility taking and how it harms you.</li>
</ul>
<br />
<br />
To sum up let's define what responsibility means when applied to different "things":<br />
<br />
<ul>
<li><b>task responsibility</b> - doing the task from the beginning to the end, anticipating problems and proactively looking for solutions when problems arise; it is situation when nobody else have to take care of the task (unless it is shared task);</li>
<li><b>team, process responsibility</b> - being aware of what is happening in the team/process and proactively looking for ways to improve the way it works (yep, in my opinion it is not only team leader job); look for ideas, improvements, experiments, insights, questions that can influence what is now;</li>
<li><b>product responsibility</b> - consciously, sometimes critically looking at a product evolution, look for ideas and express them (and it is not only your Product Owner's job). </li>
</ul>
<div>
To clarify: take a context into account, because sometimes you may be just <a href="http://msieraczkiewicz.blogspot.com/2014/02/and-what-if-you-are-just-small-planet.html" target="_blank">a small planet at the edge of Milky Way</a> (let me emphasize: SOMETIMES).</div>
<br />
<br />
<span style="font-size: xx-small;">(photo: https://drschiffman.files.wordpress.com/2012/04/responsibility.jpg)</span>Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com0tag:blogger.com,1999:blog-973718928927935206.post-5828402852335254242014-03-03T15:41:00.001+01:002014-03-03T17:33:44.041+01:00I'll be there (for you) ...I am very excited and happy to announce that you can hear my talk at two Agile conferences in Europe:<br />
Agilia Conference 2014 in Brno (I'll be speaking on 25th March)<br />
<a href="http://agiliaconference.com/2014/en">http://agiliaconference.com/2014/en</a><br />
and<br />
Optional Conference 2014 in Budapest (I'll be speaking there on 8th April)<br />
<a href="http://www.optionalconference.org/">http://www.optionalconference.org/</a><br />
<br />
I will be presenting talk titled:<br />
<span style="font-size: large;">Structured soft skills (not only) for Technical Leaders</span><br />
You are not a born leader. You haven't been prepared to be one but you were chosen to be. And then everything changed. Now you should be a good communicator, negotiator, mediator, facilitator, motivator. You have heard that you should be a servant leader, should prefer collaboration over contract negotiation, people over processes but … you think: „What the heck should I exactly do?“ Most of the leadership hints are general, fuzzy and unstructured. If it sounds familiar to you, this is a talk for you.<br />
We will talk about fundamental soft skills in a structured way. You will see a lot of schemas, diagrams, algorithms, dependencies you weren't aware of before. This way misty soft world will become familiar and easier to understand for left-brainers (people loving to think in an analytical way).<br />
What we will talk about?<br />
<br />
<ul>
<li>How to resolve tough (conflict) situations.</li>
<li>How to find a problem solution.</li>
<li>How to conduct effective meetings in a way nobody told you about earlier.</li>
</ul>
<br />
Who will benefit from this?<br />
<br />
<ul>
<li>Technical leaders, team leaders, any other kind of leaders working dealing with software development.</li>
<li>Leaders and all technical folks interested in developing their soft skills.</li>
<li>Technical guys (developers, testers, ux designers) at least having clue that soft skills might be really important in their work.</li>
</ul>
<div>
-----</div>
<div>
<div>
I am excited and a little bit stressed as these will be my first talks in English.</div>
<div>
Keep your fingers crossed and come if you can.</div>
</div>
Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com2tag:blogger.com,1999:blog-973718928927935206.post-91287071433337741892014-02-28T10:39:00.002+01:002014-02-28T10:48:54.707+01:00... and what if you are just a small planet at the edge of Milky Way<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhl6yQMDugVkxKG_nFsR7eHg7P4oLEFNPXFABnJClBNOZvh91a3yJ-1R8cr3LjmZ_wR4WQN7aUE37Hk2UlAT_VoK-fhR0RYclWJAjI6ZPr9ZjMJ9dH-FSVEaTSeeKaHSVBYvxlz8xW6CN0/s1600/shiningstar.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhl6yQMDugVkxKG_nFsR7eHg7P4oLEFNPXFABnJClBNOZvh91a3yJ-1R8cr3LjmZ_wR4WQN7aUE37Hk2UlAT_VoK-fhR0RYclWJAjI6ZPr9ZjMJ9dH-FSVEaTSeeKaHSVBYvxlz8xW6CN0/s1600/shiningstar.jpg" height="265" width="400" /></a></div>
<br />
<br />
I have talked recently with my colleague about importance of domain expert availability in the project so that you can clarify the domain specific question.<br />
<i>- In most cases your work is more buggy and costly not having such a person available - I said.</i><br />
<i>- But what if the product is <b>not so important</b> in the context of the whole company (big insurance corpo for example)? And <b>will be replaced by another project within two year</b>. But it must maintained and developed for that time to keep business working in this area. Then business is not so eager to dedicate valuable domain expert for this case... And then the team is wandering looking for good domain answers but it is included in the cost.</i><br />
- <i>You might be right</i> - I said.<br />
(Of course I could have been convincing him that people may not be motivated or frustrated, but so what if the case is not that important for business and from business point of view there is no greater sense to get much involved.)<br />
<br />
It may sound sad but be frankly speaking not everyone works on first class projects, the shining stars in the sky, where everybody is excited just thinking about it...<br />
Then just do your work in a way you can be proud of (with as much craft as possible) or change your job.<br />
<br />
(<span style="font-family: Verdana, sans-serif; font-size: xx-small;">photo: http://horoscope.com.sg/wp-content/uploads/2013/01/shiningstar.jpg</span>)Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com2tag:blogger.com,1999:blog-973718928927935206.post-17799671746855580392014-02-26T14:40:00.000+01:002014-02-26T14:40:23.196+01:00Building knowledge in a team. Main mistakes and strategies.(This is translation from <a href="http://msieraczkiewicz.blogspot.com/2013/09/budowanie-wiedzy-w-zespole-gowne-bedy-i.html" target="_blank">original Polish post</a>)<br />
<br />
For IT leaders the topic of knowledge management is no man’s land. There is a silent assumption that it happens on its own. Well, to some extent it’s true, because as software developers we are used to the fact that not to fall out of circulation in our field we have to learn new things all the time. But that’s not enough. It’s not enough if all the team members (in fact half of them) will get to know something on their own.<b> If the team is to work efficiently, they need knowledge that is consistent and up-to-date.</b> And in this case cutting-edge technologies skills have a small value only.<br />
<br />
Therefore, dear leader, you need to know that it is important to be mindful in managing the development of your team’s knowledge. It is often treated as secondary aspect of the functioning of the team – or even ignored, since it is not coding, it is difficult to put it into schedule and people somehow do without it. Well, as the old saying goes, the devil’s in the detail and this “somehow” makes a big difference. Based on my experience, the best teams that I have ever met in my life had really well-developed methods of team knowledge management.<br />
<br />
Why is it so important? Below you will find selected pathologies that really happen, and heuristics that usually work well:<br />
<br />
<ul>
<li><b>lack of architecture documentation</b> – Yes… yes… Currently we are all Agile, so we don’t need any documentation. It’s high time to put these excuses aside. You DO need the documentation. Especially the high-level one. What I mean are the drawings which document the system from the bird’s eye view – context diagram/drawing, component diagram/drawing, architectural mantra, diagram/drawing with the main mechanisms that we developed (i.e. the frameworks). When you don’t have these documents, it is particularly difficult to talk about solutions, changes in the system or introduction of a new person, because we have no point of reference. Without it, how do we know that we are talking about the same thing? How do we know the structure of our system? Low-level documentation (sequence diagrams and diagrams of particular functionalities) is not very useful. This is rather a temporal type of documentation that we need for the development phase, so a simple ad hoc drawing on the board is perfectly enough;<br /><br /></li>
<li><b>lack of strategy for introducing new hires</b> – sometimes you have it, but it’s rarely done in a correct way. In most of the cases (assuming that you have one), the strategy boils down to providing the new person with a few days of chaotic introduction which is more about organizational matters (company procedures), environment configuration, repo, etc. And, perhaps, a couple of words about the system… “He/she’ll will find the rest in the code.” And what happens then? The new person gets to know the system based on its code. Instead of 2 weeks, it takes 3-4 months to (more or less) look around the system, its building blocks, the preferred solutions and the domain in which this system works. Yup! Getting to know the system on your own is several times longer than mentoring provided by a selected team member. “Well…., but someone has to spend time on it instead of coding.”<br /><br />At this point leaders/managers unconsciously use local optimization, which means that they want to use the new person ASAP. But it’s no use, because for the first months such a person is inefficient.<br /><br />Apart from the strategy to introduce new people (i.e. a 2-3 week plan that specifies what, when and who should teach the newcomer), you need to complete the previous point, that is the high-level documentation which will shorten the time needed for mentoring. BUT it is important not to treat it as a document to be read (“There you go, just read it.”), but as a tool and a starting point for the discussion with the mentor. The document itself – regardless of how well written it is – is of no use;<br /><br /></li>
<li><b>people do not know the code/the system</b> – this problem is a direct consequence of the previously mentioned two problems. Due to the fact that people don’t know the system very well or their knowledge is rather peacemeal, they waste their time on searching and other people’s time on answering their questions. Apart from that they have to learn as they code and many times copy the solutions they find – not even knowing if they are desired or not;<br /><br /></li>
<li><b>lack of consistent rules</b> – currently the shared coding standard has in fact become (nomen omen) the standard, but it’s not enough. Because of the fact that there are many other factors that influence code readability or cleanness of the architecture which should be shared – consider, for example, clean coding rules, implementation patterns used and building blocks (architectural mantra). If you haven’t set that and you don’t monitor it, it leads to the erosion of the architecture caused by application of inconsistent solutions. At first you might not notice it at all, but over time, with the development of the project, you start to struggle with the snowball effect;</li>
</ul>
<br /><ul>
<li><b>lack of exchange of knowledge in the team/between the teams</b> – it often happens that you neither have money nor time for trainings, but I have the impression that leaders/managers do not appreciate the most valuable tool that they have – the knowledge and experience their people gained in their project. Can you think of any better source of knowledge that is tailored to the needs of the team? You have to create the environment for the exchange of knowledge – let a part of retrospective be a time for promoting good solutions that are worth popularizing, create a base of code examples (e.g. how to code a good service or a controller), stimulate short internal trainings such as “What have we learnt using the X library?”, let your people work in pairs – if not all the time, at least at the beginning and at the end of creating a solution. Not all the developers can work together – sometimes you have to put effort into teaching them how to do it, i.e. how to find a common solution when there are different vantage points.<br /><br />Dear leader, building the environment of continuous learning should be one of your main goals. Thanks to it you will have well-motivated and efficient people who will create consistent solutions.<br /><br />What will you get if you don’t initiate such a process? You might already be familiar with it – there will be implementations of the same mechanisms in difference places. You will have problems if someone leaves the team, because knowledge and expertise will be linked to particular people.<br /><br />Lack of exchange of knowledge means lack of motivation and boring environment, so over time you will start struggling with higher turnover in your team and the outflow of knowledge and experience will be more and more noticeable. Apart from that the general expertise of your team will decrease. In fact, it will stop at one level, which in software development means regress.<br /><br /></li>
<li><b>lack of knowledge updates about system</b> – each developer or a leader who has some experience is aware of the fact that systems change faster than we think and in a different direction than we have expected. Therefore, all the arrangements about system architecture, libraries and mechanisms used will have to be modified. Leaders often forget that they have to put effort into implementing and maintaining the change. One of the most frequent mistakes that leader or (the main) architect make is that they are the only people who know the direction of the system and “the currently correct” version of the architecture. Sometimes they even forget to announce it (that’s odd, right?). Sometimes they only write an e-mail and send a document. And that’s not enough. <br /><br />First, you need to gather feedback from people and know what difficulties they see in applying the vision and what resources they need. Second, in the first phase of implementation you need to have the method for monitoring changes and focus on design during code review, applying verification lists (checklists) checking key assumptions. And you should do retrospectives, which through the analysis of problems and successes will enable you to monitor the efficiency implementing architecture vision.<br /><br /></li>
<li><b>lack of places to gain new knowledge</b> – many companies have a strategy like that: here people learn on their own. This is perfectly OK. I am the representative of this way of thinking as well ;-)<br /><br />But this approach has its drawbacks.<br /><br />First, when you learn on your own, you limit yourself to the context that you know. It is hard to go beyond it. For this reason it is much harder to find other, more novel solutions and a different approach to the problems that you have to solve, because your perception is limited by your so far experiences. Second, learning on your own is often snippy as you collect a lot of information, but you can’t glue it up as a whole. That is why self-learning leads to the impression that we still have a lot to learn. It’s hard to tell what is grain and what is weed. You need a few years of experience to learn how to distinguish between these two and say: that’s enough. Third, other people serve as the best inspiration that you cannot substitute with individual work. Most of our ideas stem from contacts with other people – be that personal contacts (which I perceive as the most efficient) or contacts through internet.<br /><br />This is the reason why trainings, conferences and events that are not fully connected with what developers do in their everyday job are extremely valuable. Your task as a leader is to focus and catalyze the knowledge and experience gained, for example through the following question: “How can you use what you’ve learnt there?” And don’t let them give you short shrift by fast and simple answers. Dwell on and you will get a more conscious and knowledgeable team member.</li>
</ul>
<div>
<div>
<br /></div>
<div>
Below you will find a short cheat sheet (click to enlarge).</div>
</div>
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Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com0tag:blogger.com,1999:blog-973718928927935206.post-76257968074698225692014-02-06T08:12:00.000+01:002014-02-10T10:47:30.065+01:00If you were to do one thing, it should be...I have had an interesting conversation with my friend who is also a manager in one of Polish companies. In a certain moment he said:<br />
<br />
<i>- You know, what <b>I have been doing recently was mostly convincing business not to start a particular project or to start it later</b>. It took me a lot of time - </i>he said, having in mind it was a loss of time<i>.</i><br />
<i><br /></i>
<i>- That's great - </i>I said. -<i> I think it's one of the most important things any leader should do, especially when working in a high pressure environment. As Steve Jobs said one time: the most important tool to improve programmers productivity is reducing number of features they have to implement.</i><br />
<br />
It's the most common disease software teams have to deal with. It's quite common that a few projects are run in the same time and then another one is added to the stream. All <a href="http://en.wikipedia.org/wiki/Kanban_(development)" target="_blank">Kanban</a> and <a href="http://pl.wikipedia.org/wiki/Lean_Software_Development" target="_blank">Lean</a> practitioners will tell you it is a waste. And it really is. Don't you believe? Try <a href="http://blog.crisp.se/author/henrikkniberg" target="_blank">Knibberg</a>'s <a href="http://www.crisp.se/gratis-material-och-guider/multitasking-name-game" target="_blank">Multitasking Name Game</a>. Play it with your business and then discuss what can you learn from it.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjtolB_6BcXYGDJ96c92rRCWUTG2q6ruvJ6h39jBRiyVICHUrD0D3299CEj2sBiV4dJ2a9h8F7zO81VL3UG1yCLJ5uO2ic_MfEvWuBkV3XmHsnL6yWPu_1cWNMkM3FV51TlxKaBQX58JKU/s1600/multitasking_name_game.PNG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjtolB_6BcXYGDJ96c92rRCWUTG2q6ruvJ6h39jBRiyVICHUrD0D3299CEj2sBiV4dJ2a9h8F7zO81VL3UG1yCLJ5uO2ic_MfEvWuBkV3XmHsnL6yWPu_1cWNMkM3FV51TlxKaBQX58JKU/s1600/multitasking_name_game.PNG" /></a></div>
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<div style="text-align: center;">
(Picture from Multitasking Name Game manual).</div>
Anonymoushttp://www.blogger.com/profile/17938886516274513852noreply@blogger.com0tag:blogger.com,1999:blog-973718928927935206.post-90425874264123299122014-02-04T11:05:00.003+01:002014-02-04T11:07:05.469+01:00Simple, complicated, complex and chaotic systems, in other words Cynefin. And how does it relate to software development?<h3>
<span lang="EN-US">Intro</span></h3>
<br />
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US">You might have already come across terms such as complex systems,
complicated systems or complex adaptive systems; especially, if you have read <i><a href="http://www.amazon.com/Management-3-0-Developers-Developing-Addison-Wesley/dp/0321712471?tag=s601000020-20" target="_blank">Management 3.0</a></i> by <a href="http://www.noop.nl/" target="_blank">Jurgen Appelo</a> or heard about <a href="http://kenschwaber.wordpress.com/" target="_blank">Ken Schwaber</a>’s
ideas about the applicability of Scrum. It might sound intriguing, but finding
logic in it is difficult without some background theory. This is the point at
which<a href="http://en.wikipedia.org/wiki/Dave_Snowden" target="_blank"> Dave Snowden</a>’s <a href="http://en.wikipedia.org/wiki/Cynefin" target="_blank">Cynefin</a> concept comes in handy. This concept is based on
complex systems theory, anthropology, evolutionary psychology and, last but not
least, cognitive psychology.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US"><br /></span></div>
<h3>
<span lang="EN-US">What’s the
matter with software development?</span></h3>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US">
<span lang="EN-US" style="font-family: "Calibri","sans-serif"; font-size: 11.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US;">For
about forty years people who deal with software development have been wondering
what it really is. Can we compare it to anything? Initially, people
approached it the same way as it was in Ford’s factories, i.e. through
classical management methods and tools such as hierarchies, division of work,
specialization, plans, etc. It did not work, though. The popular metaphor,
according to which software development is like the process of designing and
building a building, did not work either. It was Agile that went a step further
– it was finally accepted that change is a natural element of any project. Technologies
change. Requirements change. Our co-workers change (which is obvious considering
the fact that it takes months or years to complete some projects). Therefore, whenever
we run a project, we have to take changes into account. And we have to adapt to them. That is how Agile has aroused, including the most popular method Scrum. Sometimes they proved effective,
sometimes they did not. People started
seeking for a theoretical background that would allow them to understand why
Agile really works and what are the criteria that would help them decide whether they
should use it or not.</span></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US"><br /></span></div>
<h3>
<span lang="EN-US">The Cynefin
Model</span></h3>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US">In this respect the Cynefin model comes in handy, as it organizes
problem domains that we come across depending on the applicability of
approaches used. The basis of this model is the relationship between the cause
and its effect. As a result, the following areas of problem (system) complexity
can be listed:<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpFirst" style="line-height: 150%; margin-left: 54.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span lang="EN-US"><b>Simple</b>
– systems, in which we can easily associate the cause and the effect. This area
includes domains that are well-identified and thoroughly described in
literature; they do not require complex interpretation and there is a huge
number of resources that deal with them. When you buy a new mobile phone and
you want to configure it using the instruction manual, it means that this is a
simple domain (of course, as long as the manual is clear enough). In this area
you can use recipes, best strategies and models that you can easily and
directly put into practice.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-left: 54.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span lang="EN-US"><b>Complicated</b>
– systems, in which there is a cause-effect relationship, but it is difficult
to detect it. Finding a solution to problems from this domain often requires expert
knowledge, a lot of experience and complex analysis. Apart from that these are
usually static systems or systems that are not really vulnerable to changes (if
there is a change, you can easily predict and analyze it). Examples of such
systems include a watch, a car or a house – they are static, but to create or
repair them we need some expert knowledge.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-left: 54.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span lang="EN-US"><b>Complex</b>
– systems, in which there are no clear cause-effect relationships, because they
change with time. We can detect them through experiments and investigations
into the current state of affairs. Even expert knowledge does not allow us to arrive
at a solution, but we can use it to set the direction of investigations. Systems
under this category are live, organic and changing. Where there are people,
there are usually complex systems. Examples of such systems include a stock market,
a brain, the immune system, societies.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: 150%; margin-left: 54.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; line-height: normal;">
</span></span><!--[endif]--><span lang="EN-US"><b>Chaotic</b>
– systems in which there are no cause-effect relationships. We cannot detect
them, because they do not exist. Examples of such systems include all emergency
situations, fires and disasters.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US">
</span></div>
<div class="MsoListParagraphCxSpLast" style="line-height: 150%; margin-left: 54.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
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</span></span><!--[endif]--><span lang="EN-US"><b>Disorder</b>
– a situation in which we are unable to define the type of the system that we
deal with.</span><span lang="EN-US" style="font-size: 10.0pt; line-height: 150%; mso-ansi-language: EN-US;"><o:p></o:p></span></div>
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<br /></div>
<h3>
<span lang="EN-US">How does it relate to software development?</span></h3>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US">Below you will find a couple of examples. We have a simple system
whenever we have a first-line support. The client calls us, because he/she does
not know how to add another lead in the CRM. First-line support worker leads
him/her by the hand and helps solve the problem (which could be solved by the
client if he/she spent more time on it).<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US">Another situation. You want to install additional software on your PC.
It turns out that it requires drivers. You download the drivers. Next you
install them. It works. This is an example of a problems from a simple system.
But let’s assume that you work with a Linux-related OS and to install the
drivers you have to recompile the kernel. A common user just won’t manage. Thus,
we enter the area of complicated systems.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US">Most of our development job revolves around complicated systems. Container
and development system configuration, authorization, authentication. This is
expert knowledge that we need to develop software. On the whole, in its basic
form design and programming are complicated systems as well, but… Yeah, but
that’s not so obvious. Let’s assume that you program for yourself, you are the
source of requirements, you write a piece of code that you can complete in 10
hours or so, and your code will mostly remain unchanged. This is a complicated
system. Even when we consider a serious long-term project (at least a few
months’ long) and we are lucky enough to have requirements that are well-defined,
settled and do not change, we still deal with a complicated system.<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US">Talking about maintenance we can also talk about complicated systems,
but only on condition that the system that we maintain does not develop (our
work boils down to fixing the bugs).<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US">But if the situation is different, i.e. the requirements change, they
are specified in the course of the project, or the project participants change,
we have a complex system. In such cases programming – both the design and the
code – has to be perceived as a complex system. I think that we are all aware
of the fact that most development projects fall into this particular category.</span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: Calibri, sans-serif; font-size: 11pt; line-height: 115%; text-indent: -18pt;">Of
course, some of them are chaotic systems as well. It is so if there are no
rules, the team works ad hoc and most of the work boils down to putting out
fires. This is chaos. Both literally and metaphorically. </span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span style="font-family: Calibri, sans-serif; font-size: 11pt; line-height: 115%; text-indent: -18pt;"><br /></span></div>
<h3>
<span lang="EN-US">What does it give us?</span></h3>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US">Exactly. Theory will always remain theory. There is one important
question – what do we need it for? According to the Cynefin model, when we define
the system, we can apply means that are context-dependent. These means are:<o:p></o:p></span></div>
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</span></span><!--[endif]--><span lang="EN-US">The
main strategy<o:p></o:p></span></div>
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</span></span><!--[endif]--><span lang="EN-US">Leader’s
activities<o:p></o:p></span></div>
<div class="MsoNormal" style="line-height: 150%;">
</div>
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</span></span><!--[endif]--><span lang="EN-US">Tools<o:p></o:p></span></div>
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<b><span lang="EN-US" style="font-size: 10.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">Context</span></b><b><span lang="EN-US"><o:p></o:p></span></b></div>
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<span lang="EN-US">Strategy<o:p></o:p></span></div>
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<span lang="EN-US">Leader’s activities<o:p></o:p></span></div>
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<span lang="EN-US">Tools<o:p></o:p></span></div>
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<b><span lang="EN-US" style="font-size: 10.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">Simple systems<o:p></o:p></span></b></div>
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<span lang="EN-US" style="font-size: 7.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">1. Sense<br />
2. Categorize<br />
3. Respond<o:p></o:p></span></div>
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<span lang="EN-US" style="font-size: 7.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">monitor the process,<br />
standardize,<br />
delegate,<br />
use best practices,<o:p></o:p></span></div>
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<span lang="EN-US" style="font-size: 7.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">best strategies,<br />
5 WHYS,<br />
manuals,<br />
recipes,<br />
PMBOK<o:p></o:p></span></div>
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<b><span lang="EN-US" style="font-size: 10.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">Complicated systems<o:p></o:p></span></b></div>
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<span lang="EN-US" style="font-size: 7.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">1. Sense<br />
2. Analyze<br />
3. Respond<o:p></o:p></span></div>
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<span lang="EN-US" style="font-size: 7.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">form an expert panel<br />
mediate<o:p></o:p></span></div>
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<span lang="EN-US" style="font-size: 7.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">processes,<br />
standards,<br />
expert panels,<br />
Kanban, PMBOK<o:p></o:p></span></div>
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<b><span lang="EN-US" style="font-size: 10.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">Complex systems<o:p></o:p></span></b></div>
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<span lang="EN-US" style="font-size: 7.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">1. Probe<br />
2. Sense<br />
3. Respond<o:p></o:p></span></div>
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<span lang="EN-US" style="font-size: 7.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">leave space for the team self-organization,<br />
improve communication,<br />
empower<o:p></o:p></span></div>
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<span lang="EN-US" style="font-size: 7.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">trials, experiments,<br />
discussion,<br />
limited self-organization,<br />
Agile, Kanban<o:p></o:p></span></div>
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<td style="border-top: none; border: solid windowtext 1.0pt; mso-border-alt: solid windowtext .5pt; mso-border-top-alt: solid windowtext .5pt; padding: 0cm 5.4pt 0cm 5.4pt; width: 87.7pt;" valign="top" width="117"><div class="MsoNormal" style="line-height: 150%;">
<b><span lang="EN-US" style="font-size: 10.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">Chaotic systems<o:p></o:p></span></b></div>
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<span lang="EN-US" style="font-size: 7.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">1. Act<br />
2. Sense<br />
3. Respond<o:p></o:p></span></div>
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<span lang="EN-US" style="font-size: 7.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">act and conclude on this basis, communicate in a simple and unambiguous
manner,<br />
command and control<o:p></o:p></span></div>
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<span lang="EN-US" style="font-size: 7.0pt; line-height: 150%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt;">do whatever,<br />
intuition<o:p></o:p></span></div>
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<span lang="EN-US"><br /></span></div>
<div class="MsoNormal" style="line-height: 150%;">
<span lang="EN-US">Practically speaking, it is impossible to classify a project into one
type only. Contexts are mixed, but there is usually one dominant context. If the simple or complicated system dominates, PMBOK
tools will be useful. If we deal with a mostly complicated or complex systems, Agile and Lean/Kanban tools might help.<o:p></o:p></span></div>
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<span lang="EN-US"><br /></span></div>
<h3>
<span lang="EN-US">Summary</span></h3>
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<span lang="EN-US">As we could
see, Cynefin gives us a way of seeing the complexity of problems that we come
across. It divides them into four main areas and suggests some workable actions
to take. Thanks to it we know that a self-organizing team does not have to be
the best solution in each development project, and that in the case of chaos
the best way is to use command-and-control management. Chaos might result from frequent
and unpredictable changes in the project or in the team. Alternatively, it may
be a natural consequence of poor skills of the team members. On the other hand,
however, in predictable environments you don’t necessarily have to struggle to
use Agile as the only justifiable solution and classical methodologies
might prove ineffective in complex domains. <o:p></o:p></span></div>
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<span lang="EN-US">
</span></div>
<div class="MsoNormal">
<span lang="EN-US">Nevertheless,
Cynefin is not only a model – this is also a set of strategies that we can use, especially in complex domains.</span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">But... life is not so simple though. The model itself doesn't give you direct answers. Even Dave Snowden is not always sure were to put some software development practices (<a href="http://cognitive-edge.com/blog/author/19/" target="_blank">you can dig into his blog here</a>). On the other hand it is a quite interesting perspective you can take into consideration while making decisions.</span></div>
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