Crtical Thinking

  • Imagine biggest problem and what could be done
  • Nomenclature - how to name things - skill learning / teaching

What question is everybody missing?

Why are you here?

If you want to feel fullfilled you need to know how you add value. What quantifies success

What is the true nature of your problem?

  • Complex - chaos
  • Complex - known
  • Simple
  • Simple

Do you have the right structures to tackle your core problem?

Dream. prepare your mind to recognise an opportunity when it arises. Explore the extremes to collect radical ideas. A radical idea might not be possible but could open up another path.

Engineering. Be prepared to go for the gap when an opportunity opens. Engineer measurement of success as part of solution development.

We are building this feature so that [role] can [perform task] this will manifest as an improvment in [value] which we can measure by [how to measure]


  • How to attract talent?
  • Trust that people will care
  • Everybody should be able to code solutions aligned to their natural strengths. To improve product or mechansims to deliver the product.

Why managerless processes…

Requirements uncertainty (waterfall worked when there was high certainty on what needed to be built) Fuzzy vs. Traditional Problems Cynefin Model

classified problems based on key traits and how the behavored complicated (cause and effect is clear) complex (cause and effect don’t exist) chaotic (effect? cause?) Most of the time you are in a state of disorder and are not really sure where your problem exists. As individuals we have predejuces on where things need to be and what quadrant they fit in

For complex problems you organize yourself with people that are going to try things out and know they may fail.

The real money is being made in solving fuzzy problems.

The competetive advatange to fuzzy problems is about going faster.

Things that are simplistic can be designed to go fast.

Actions to complement fuzzy projects

fixed price proect (budget constrained) colocated team iterations == daily discarded most original backlog Inhibitors for managerless over-specialized Theory: specialist are more products Practice: Overhead of communication is under estimated, unbalanced workload creates delays

Fate of roles: QA

QA tools are programming tools Serivce arhitecture creates complex systems Shift toward monitoring over acceptance tests Fate of roles: BA

The middle person between customer & developers No need, developers can speak directly to customers, very rare when a problem is too complex for the developers to understand Fate of roles: Manager

The are the clerk Leader (but not necessariyly annointing the leader is not a good idea) The guy that talks to the outside world, coordinating depenencies, etc. The coach and mentor for the team The conceirge Sometimes turns into a power hungry boss These are roles that the manager does, you can disperse these roles into the rest of the team

Begin to trust the organization, trust that…

the programmers care leaders will emerge (situational leadership) problems will arise and get solved team composition will (should) morph You want to have a delivery focus…

all roles support delivery complete focus on cycle time constantly reiterated from the top (execs need to support things) if you are scared of making mistakes, waterfall process will creep back in We are not going to slow down because we make mistakes, we are going to go faster.

Manager inversion, the manager works for the team.

Team Concierge React to team needs (however trivial) Respect team decisions