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技术经理管理技巧-TECH LEAD SKILLS FOR DEVELOPERS by patkua@ThoughtWorks
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@patkua
TECH LEAD SKILLS FOR DEVELOPERS
TECH LEAD SKILLS FOR DEVELOPERS
第2页
WHY DO WE NEED A TECH LEAD?
第5页
?
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6
http://www.flickr.com/photos/dcarlbom/3468358859/
http://www.flickr.com/photos/dcarlbom/3468358859/
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THINK THIS DOESN’T HAPPEN IN THE REAL WORLD?
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Julianboot
@thejayfields: I had ten guys on my last project, all of them had opinions and all of them were expressed in the code base #speakerconf
Source: http://twitter.com/julianboot/status/232830267822309376
@thejayfields: I had ten guys on my last project, all of them had opinions and all of them were expressed in the code base #speakerconf
Source: http://twitter.com/julianboot/status/232830267822309376
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A SIMPLE TEST FOR AN EFFECTIVE TECH LEAD...
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Does the codebase look like it was written by a single person?
Yes No
Yes No
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WHAT DOES A GOOD TECH LEAD FOCUS ON?
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Programming People Process
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PROGRAMMING
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PROGRAMMING
Do effective Technical Leaders need to code?
DEFINITELY
Do effective Technical Leaders need to code?
DEFINITELY
第15页
PROGRAMMING
Do effective Technical Leaders need to code?
DEFINITELY
30%At least
of
the time with the team
Do effective Technical Leaders need to code?
DEFINITELY
30%At least
of
the time with the team
第16页
PROGRAMMING
...respect is the currency of the realm
The amount of respect an IT pro pays someone is a measure of how tolerable that person is when it comes to getting things done...
http://bit.ly/15Rm4z
...respect is the currency of the realm
The amount of respect an IT pro pays someone is a measure of how tolerable that person is when it comes to getting things done...
http://bit.ly/15Rm4z
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PROGRAMMING
Consistency over Cleverness
Consistency over Cleverness
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PROGRAMMING
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PROGRAMMING
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PROGRAMMING
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PROGRAMMING
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PROGRAMMING
There are more important topics to spend time on...
There are more important topics to spend time on...
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PROGRAMMING
Team Culture
Team Culture
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PROGRAMMING
How long does the build stay broken?
Do people avoid conflict?
Do people offer new ideas?
Team Culture
Do people feel okay to admit being wrong?
Do people flag when they need help?
How long does the build stay broken?
Do people avoid conflict?
Do people offer new ideas?
Team Culture
Do people feel okay to admit being wrong?
Do people flag when they need help?
第25页
PROGRAMMING
Vision
Vision
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PEOPLE
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PEOPLE
Strength in Diversity
Strength in Diversity
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PEOPLE
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PEOPLE
Fortune 500 companies with 3 or more women on the Board gain a significant performance advantage over those with the fewest
73% 83%
Return on Sales
Return on Equity
Source: Catalyst (2007) http://bit.ly/nEEfGX
112%
Return on Invested Capital
Fortune 500 companies with 3 or more women on the Board gain a significant performance advantage over those with the fewest
73% 83%
Return on Sales
Return on Equity
Source: Catalyst (2007) http://bit.ly/nEEfGX
112%
Return on Invested Capital
第30页
PEOPLE
“...over the past six years, companies with at least some female board representation outperformed those with no women on the board in terms of share price performance.”
12%
Return on Equity
16%
Return on Equity
Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl
“...over the past six years, companies with at least some female board representation outperformed those with no women on the board in terms of share price performance.”
12%
Return on Equity
16%
Return on Equity
Source: Credit Suisse Research Institute (August 2012) http://bit.ly/Oozuvl
第31页
PEOPLE
Collective Accuracy = Average Accuracy + Diversity*
* Requires ability to integrate
Collective Accuracy = Average Accuracy + Diversity*
* Requires ability to integrate
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TRUST ISN’T BUILT IN ONE DAY
https://www.flickr.com/photos/create-learning/3676366324/sizes/o/
https://www.flickr.com/photos/create-learning/3676366324/sizes/o/
第33页
PEOPLE
Growing People
Growing People
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PEOPLE
HIGH
Challenge
LOW
LOW
Skill/Ability
HIGH Source: Csikszentmihalyi, Flow (1990)
HIGH
Challenge
LOW
LOW
Skill/Ability
HIGH Source: Csikszentmihalyi, Flow (1990)
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PEOPLE
Anxiety
HIGH
Challenge
LOW
LOW
Skill/Ability
HIGH Source: Csikszentmihalyi, Flow (1990)
Anxiety
HIGH
Challenge
LOW
LOW
Skill/Ability
HIGH Source: Csikszentmihalyi, Flow (1990)
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PEOPLE
HIGH
Challenge
LOW
Boredom
LOW
Skill/Ability
HIGH Source: Csikszentmihalyi, Flow (1990)
HIGH
Challenge
LOW
Boredom
LOW
Skill/Ability
HIGH Source: Csikszentmihalyi, Flow (1990)
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PEOPLE
Anxiety
Flow
HIGH
Challenge
LOW
LOW
Boredom
Skill/Ability
HIGH
Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
Anxiety
Flow
HIGH
Challenge
LOW
LOW
Boredom
Skill/Ability
HIGH
Csikszentmihalyi, "Flow: The Psychology of Optimal Experience" (1990)
第38页
PEOPLE
Maximising Potential
Maximising Potential
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PEOPLE
Skills
Skills
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PEOPLE
Skills
Strengths
Skills
Strengths
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PEOPLE Goals
Skills
Strengths
Skills
Strengths
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PEOPLE Interests
Goals
Skills
Strengths
Goals
Skills
Strengths
第43页
PEOPLE Interests
Goals
Skills
Sweet Spot
Strengths
Goals
Skills
Sweet Spot
Strengths
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PEOPLE Interests
Goals
Skills
Strengths
Goals
Skills
Strengths
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PEOPLE
Team code reviews
Pair Programming
Brown Bag sessions
Learning Activities
Video/ Book Club
Technical Retrospectives
Spike Showcases
Team code reviews
Pair Programming
Brown Bag sessions
Learning Activities
Video/ Book Club
Technical Retrospectives
Spike Showcases
第46页
PEOPLE
Beware the bad apple
“Bad Is Stronger Than Good” (2001) Baumeister et al
Beware the bad apple
“Bad Is Stronger Than Good” (2001) Baumeister et al
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PROCESS
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PROCESS
Is it okay to tell people what to do?
YES
but only sometimes
Is it okay to tell people what to do?
YES
but only sometimes
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SITUATIONAL LEADERSHIP MODEL
High
Supporting
Supporting Behaviour
Coaching
Delegating
Directing
Low
Directing Behaviour
High
High
Supporting
Supporting Behaviour
Coaching
Delegating
Directing
Low
Directing Behaviour
High
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SITUATIONAL LEADERSHIP MODEL
High
Supporting
Supporting Behaviour
Coaching
Delegating
Directing
Low
Directing Behaviour
High
High
Supporting
Supporting Behaviour
Coaching
Delegating
Directing
Low
Directing Behaviour
High
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SITUATIONAL LEADERSHIP MODEL
Developed Developing
High competence
Moderate-high competence
Low-some competence
Low competence
High commitment Variable commitment Low commitment
High commitment
Development level of an individual
Developed Developing
High competence
Moderate-high competence
Low-some competence
Low competence
High commitment Variable commitment Low commitment
High commitment
Development level of an individual
第52页
PROCESS
Tuckman’s Model
Tuckman’s Model
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TUCKMAN’S STAGES OF GROUP DEVELOPMENT
Forming
Storming
Norming
Performing
Adjourning
Forming
Storming
Norming
Performing
Adjourning
第54页
PROCESS
Essentially, all models are wrong, but some are useful.
—George E. P. Box
Essentially, all models are wrong, but some are useful.
—George E. P. Box
第55页
PROCESS
Make time for you
Make time for you
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http://www.flickr.com/photos/mbeo52/5062096969/size56s/l/
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https://www.flickr.com/photos/sushicam/5584789234/sizes5/7o/
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PROCESS
9AM
Monday
Email Time
6PM
Planning Time
Tuesday
Email Time
Wednesday
Thursday
Email Time
1:1s
Friday
Email Time
Planning Time
Next week planning
9AM
Monday
Email Time
6PM
Planning Time
Tuesday
Email Time
Wednesday
Thursday
Email Time
1:1s
Friday
Email Time
Planning Time
Next week planning
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CONCLUDING THOUGHTS
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THANK YOU
For questions: PATRICK KUA
@patkua
For questions: PATRICK KUA
@patkua