Learning those points can unlock a new way to understand how _Value is delivered_ and why/how socio-technical systems impact a product, team, and business.
Moving from my impact as an individual to how the system impacts and how I can influence to the overall organization
3/13
I recommended starting with this pack.
It introduces:
- How to continuous deliver value to the customer without blockers-handovers
- The different types of teams and how they support each other
- Measure Cognitive Load to help teams focus on business
After understanding this critical aspect of teams and Conway's Law. I suggested learning about #WardleyMapping with the @HiredThought fantastic course.
1/ One thing I share with the people is about the _dimensions of decision and influence_ and why it's important to at least have _two dimensions_ of influence
Let's see a technical leadership position you have:
- People dimension
- Technology dimension
Nomenclature might vary
2/ Definitions:
⚠️ This varies between companies. I'm oversimplifying the definitions!
- People Dimension: Managers
A role dedicated to people management, growing people, managing expectations, and alignments.
The area of influence is people's behavior and expectations
3/ When receiving a problem/challenge, the tendency is to solve the problems by managing people.
- New processes
- New expectations
- New delivery dates
People are the main driver for getting the results
It came after understanding the paradigm shift from Organizing teams, where we see a tendency toward @TeamTopologies, #DDD, and #DynamicReteaming as new emerging practices vs the old paradigm.
2/ With a higher #TeamTopologies adoption, it creates new sorts of needs for managers.
Needs that I'm currently facing and I'm currently solving with Excel files to gather team's feedback and improve my organization sensing
3/ I will make the side project publicly as soon as I feel confident about it. Yet, I do a Tweet about it because it boosts my commitment to the side project 😄✌️
1/ I cannot stress enough the importance of junior people in the organization
I'm amazed by how much you learn when working with them. They really show where the organization/team can do better. It can be uncomfortable because they are sharing your weaknesses
2/ Don't think that they should know better to do the job, but why do we create a place where juniors cannot contribute or they have a hard time providing value? What can we do better to help them perform and learn faster?
3/ Juniors help Seniors find their weaknesses, more than seniors helping seniors. Since they show the areas to improve so easily!
- Why take that long to understand this code?
- Why is so hard to do a unit test?
- Why do they get lost in the code structure?
1/ "We expect that anything can happen and we are never prepared for anything"
This sentence resonated a lot with me
Regardless of the risk management, regardless of being adaptative, regardless of how prepared do you think you're, World keeps surprising you
2/ As a manager, your job is to make the teams, product, and business more resilient and adaptative to survive in several situations.
Yet, I never felt that we reached a level where we can say
"We're safe!"
It's not viable.
3/ You manage the areas that are more probable to happen and the impact is higher. Then, you just accept those situations that are outside that scope, to be handled as you can.