Tracking change and innovation in the enterprise software development community
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QCon London 2010!
March 10-12, 100
Speakers, 80 sessions,
"THE" team leads and,
architects conference.
The line between development and architecture is tricky. Some say it's fake, that architecture is an extension of the design process undertaken by developers; others say it's a chasm that can only be crossed by lofty developers who believe you must abstract your abstractions and not worry about implementation details. There's a balance in the middle, but how do you move from one to the other?
In a recent Harvard Business Review article Teresa M. Amabile and Steven J Kramer challenged the commonly held mnagement belief that Recognition is the most motivating and positive factor in the workplace. Their multi-year study tracked the motivation and emotions of hundreds of knowledge workers and identified POGRESS as the single most important factor for individual motivation in the workplace
Jean Tabaka, Liz Keogh and Eric Willeke got together to contribute something to the "Lean Software and Systems Consortium". Instead they realized the Software Development Community (Lean, Agile, Kanban and well beyond) needed a help remembering the importance and value of true community.
The new brain science (social neuroscience, positive psychology, and imaging techniques) give us tools for understanding and enhancing the ability of men and women to work together. Companies like Deloitte & Touche and IBM have seen financial results including increased retention of women by training their managers to use gender intelligence.
What is the role of a leader in today’s dynamic environments? Does traditional management provide value in a market that requires agility and adaptability? In this article, we propose a leadership and management framework that fits well with the current need for innovation and distributed decision-making.
Agile practices emerge in a collaborative environment. As the leader on several projects, Pollyanna used collaboration processes to create a culture that fostered the emergence of iterative development, test first, evolving functional specs, pair programming, minimal documentation, and customer involvement at every step of the way. Pollyanna presents the steps leaders for emerging agile methods.
This session explores the approach and challenges to transforming multi-thousand person division to adopt new approaches to developing software. Questions about how to inspire and motivate change, identifying the change agents, the tooling to enable the masses will be discussed.
Pollyanna Pixton talks about leadership, especially leading Agile teams, but more importantly what senior leaders do to help support their Agile teams in their organizations. She focuses on how leaders that are command and control can stay out of the way, step back and let teams and everyone below them make their own decisions and take ownership and deliver.
Brian and dave discuss what it might mean to be a true craftsman and why the idea of craft has become so popular of late. Other issues discussed include the question of why craft seems to be focused almost exclusively on programming and why everyone does not aspire to be a craftsman? Programming as performance art, programs as literary artifacts, and code "habitability" round out the discussion.
