Is your team effective?


When agile hit the market, any tech team which adopted it was virtually guaranteed to see improvements in product quality, delivery cycles, and customer satisfaction.

Now, any tech organization not exercising scrum or any of its agile siblings, there is probably something very wrong with how the organization thinks of its process. Then for a team who are already matured in the ways of agile, how do you know you are still offering relatively higher value compared to your competition?

Is your team focused on the end users?

One may say, of course, we are focused on users, what else would we be focused on? Well for starters, top management, career growth, latest technical fads, etc.

Now your user does not need to be the general public, in Twiga for example, our end users for a long time were sales reps and scouts. The point to remember here is who actually gets to interact with the application. Eventually, their need wins out.

Don’t get me wrong, you don’t need a UX team before you can consider yourself user-centric. Jeff Bezos famously keeps an empty seat for the customer. Such simple acts are enough to prompt your inborn empathy as you work on the product.

Do you understand how the business generates value?

I naturally love puzzles. One of the reasons I fell in love with tech is I genuinely felt I was being paid to come into work every day to solve puzzles. I would bet a good number of engineers are cut from this cloth.

The best engineers love their work, they continuously pursue excellence in their craft simply because it gives joy.

It came as a surprise to realize mastery of craft does not necessarily translate into business value. In fact, my answer to the question “How do I become successful in my business career?” is simply “Be reliable.”

The truth is most business problems are simple, you just need to take the time to understand them and then orient your team towards solving pain points with the greatest business impact. Sometimes this means reworking the entire architecture to microservices most times it’s merely splitting out a SQL report to better fit different types of data consumers.

Are you taking advantage of your opportunities?

Problems almost always seem to win over opportunities. Problems are clear, immediate and painful. If your head hurts, you will find your way to a hospital in short order, if a gym opens up near you with a lifetime 50% discount for all charter members, you may never sign up.

Yet, as a tech organization, you have unique insight on the going concerns of the business, you may see chances for dramatic improvements in operational excellence which you are the most suited to solve. If you are only focused on the problems of yesterday: The users who crashed, the inefficient use of the DB pool, etc. then you will never have the mind space to contribute to the future of your business proactively.

How do you measure the effectiveness of your tech organization? Talk to me in the comment section below, my Linked in chenchajacob  or my twitter @jchex

Facebooktwittergoogle_plusredditpinterestlinkedinmail

What to consider when growing a software team

A few weeks ago, we had the chance to do Myers-brigs at our office. As it turns out I am an INTJ. You can find your own type on this site human-metrics.

As a base rule, mixing individuals from different personality types leads to better creativity albeit at the expense of efficiency.

Developers, in particular, have an even more nuanced environment. Fred Brooks famously said:

The programmer, like the poet, works only slightly removed from pure thought-stuff. He builds his castles in the air, from air, creating by exertion of the imagination. Few media of creation are so flexible, so easy to polish and rework, so readily capable of realizing grand conceptual structures....

This means as you grow your team, there are certain things to look out for. In this entry, we will be exploring the factors I think are the most important.

Does the team structure compliment individual’s strengths?

We perform best from a position of strength, yet somehow team leaders assign individuals to tasks optimised for the organisation rather than for the individual’s strength.

A simple test such as the MBTI can help you easily see who would work best with who.

As Wegner proposed in 1985 the greater intelligence born of the group mind which comes about from great collaboration is guaranteed to benefit your organisation.

Is anyone multitasking?

Human’s can not multitask. The illusion feels so powerful that the team leads don’t even need to push this agenda, the developers will take it upon themselves to do it!

Despite numerous studies, including this one Who Multi-Tasks and Why? Multi-Tasking Ability, Perceived Multi-Tasking Ability, Impulsivity, and Sensation Seeking we still assign developers to multiple projects.

Two projects are optimal for an individual developer, in this way, they can switch to a different task to give their mind a break and some room to chew on the project. Anything more is likely to lead to reduced productivity as the mind becomes too clouded.

Have you limited the team size?

We have limited cognitive ability in terms of the number of individuals we can maintain in our circle. Known as Dunbar’s number, it is shown we can actively keep at most 150 active social contacts.

I believe working groups are even smaller. Once the team size gets to more than 5, communication issues start sipping in. It becomes that much harder for the team to build and maintain a shared mental model.

Mike Cohn has an even simpler rule, no team should be so big it can’t be adequately fed by two pizzas!

What is the team’s purpose?

Shortly after joining Moringa, I was having problems getting the team to work together let alone towards any goal. I explained my dilemma to the CEO. She asked me, “Have you carried out a values exercise?”.

This question changed how I think about teams, yes we can impose what we want to the team, but the team just like any other complex system will work towards its own goals.

The only way to get your team to succeed is to imbue them with a sense of purpose which aligns with the organisation.

Can the team deliver the product from end to end?

A basic tenet of the scrum and agile methodologies, in general, is the concept of the cross functional team. The simplest definition I could find of such a team was:

A cross-functional team is a group of people with different functional expertise working toward a common goal.

Cross functional teams are the killer feature of agile. They bring about diverse views to the teams enabling good ideas to be quickly tested, built and shipped.

How long do the teams stay together?

In a previous entry, Stop killing your teams now! we discussed the tragic fate of most teams.

I believe now as I believe then, teams should be built for the long term. Like the tired cliche of the good wine, good teams get better as they mature.

How do you grow teams in your own organisation?

Facebooktwittergoogle_plusredditpinterestlinkedinmail

Core technical practises for your scrum team

 

Scrum is a fast moving development style. There is obviously a lot of advantage to this, but just like a sports car needs a better technical design to function at top notch, so does your code.

In this entry, we will be looking at the top three technical practices that you must adopt to ensure you are moving as fast as you could be.

Test driven development

A few days ago, our team was faced with the challenge of stress testing one of our applications. One particular use case proved particularly hard to do, the only way to run it was to literally have an actual human run through the steps!

This might be fair if we were doing UX testing, but in this case, it proved to be a big red warning sign on our architecture.

We have since worked to correct our process, but the point here is TDD helps you unravel problems before they become Problems.

By writing the test first then the code, you are forced to think through what it is you actually want to do. This makes your code clearer as well.

Not to mention, by having a “second opinion” on the validity of your code, you can deploy far faster knowing another system is checking the integrity of the entire product.

Continuous improvement

If you have ever struggled with your weight, I am certain this thought has ever come up in your mind at one point or another

Let me just eat this burger, I will work it all out later in the gym

A fantastically bad idea! Not because you will procrastinate later and not visit the gym, thou this is likely, but because you essentially threw a good chance of working towards your goal and worse compromised your future self.

In the same way, almost every day you jump into your code, you will come across an opportunity for improvement perhaps a better design pattern to adopt or even just to maximise on an opportunity to reuse code. Here you have the choice of either saying you will just do a patch now and fix it in the future or just fixing it now.

The formal term for it is refactoring and there is a wealth of knowledge out there on how to do it.

By continuously improving your code, not only will your code not rot but you will have code that gets better with age.

Collective ownership

Open source software tends to be of a much higher quality than propriety code.

We all care more about what we know someone else will look at than what we are sure only our eyes will see.

The long and short of it is you want as many eyeballs on your code as possible. Obviously open sourcing your code may not be the ideal solution, but what about having your team members work on the code together?

There shouldn’t be a part fully designated to only one developer, this gives you two key advantages:

  1. Not everything goes to hell if the developer goes on holiday
  2. Everyone cleans up their code just a bit better

Continuous delivery

In 2001, Paul Graham wrote one of the most prescient essays I have ever come across, it is titled The Other Road Ahead.

One of his key arguments revolves around the fact that faster code-test-deploy cycles lead to higher quality code.

I fully agree with this argument. Continuous delivery is guaranteed to significantly reduce if not eliminate the stress which comes naturally with software development.

No longer will demo day be a day of panic. For all intents and purposes, it will just be another day in the life of the boss developer.

I hope these pointers will help you towards a better scrum experience.

Which practices here do you use in your own practice?

Facebooktwittergoogle_plusredditpinterestlinkedinmail