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Peopleware:
Productive Projects
and Teams
Los problemas sociológicos
son los más relevantes de
nuestro trabajo
Cómo llegué a Peopleware

Javier Urrutia

Joel Spolsky

http://www.misbytes.com

http://www.joelonsoftware.com
El contexto es rey
→ Siempre ten en cuenta
el contexto
“Pragmatic Thinking and Learning. Refactor your Wetware” - Andy Hunt
Un breve ejercicio...
“Rich Mode” de la mente
Pensamiento lateral
This picture confused me for a while.

http://imgur.com/fK4lke4
Tom de Marco – Timothy Lister

Consultoría por más
de treinta años
Dirigido
principalmente a
managers
Precaución con los
“garden paths”
que llevan al error
Los equipos:
Crear “jelled teams”
Los equipos son frágiles:
Necesitan percibir la
posibilidad de lograr el
éxito
http://mathieuberube.net/blog/2009/10/01/book-review-peopleware/
Motivos de falla:
- Teamicide
- Ley de Parkinson
- Muerte por “steadiness”
Motivos de éxito:
- Las personas
- El entorno
Fallas
Peopleware: Productive Projects And Teams
Otros más
Overtime
●
Estructura del sistema → juego de
el
Monopoly*
●

* People, system and the game of Monopoly – Allan Johnson
Foco
“Flujo”
Developer Rage | DeveloperSteve http://developersteve.com/developer-rage
Plazos imposibles
Peopleware: Productive Projects And Teams
http://coderfacts.com/post/3804677929/scrum-es-para-nenazas
Rotación
(turnover)
Lo primero que hay que sanar:

Comunicarse en forma
efectiva
Éxitos
Peopleware: Productive Projects And Teams
Contratar un
malabarista
Culto de
calidad
El entorno
Peopleware: Productive Projects And Teams
Ruido
Espacio de trabajo
Interrupciones
Managers can do horrible
damages to the team
Si permitimos la
posibilidad de fallar
→ tendremos éxito
Comportamiento
estúpido
y tonterías

Self - healing

Jelled Teams

Focus ↔ Sillyness
Orgullo en la calidad del trabajo
Culto de
You can't
Jelled Teams la calidad
stop us
Trabajo
intenso

Producto genial
Work hard … and then go home
Ritmo
sostenible Jelled Teams

Trabajar sólo en un proyecto
Have the skills – Grow the skills
Lots of
closure

Jelled Teams

Keep challenging people
http://mathieuberube.net/blog/2009/10/01/book-review-peopleware/

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Peopleware: Productive Projects And Teams

Notas do Editor

  1. Sociología: Es la ciencia que estudia la manera en que las personas están influidas por cosas que no ven. ¿Cómo puedo entender esas fuerzas invisibles? → Empatía. Comiencen con la empatía. http://www.ted.com/talks/lang/es/sam_richards_a_radical_experiment_in_empathy.html
  2. Overtime funciona para sprints cortos → Pero NO ES SOSTENIBLE Overtime es como castigar a tu hijo. Puede funcionar en justificadas ocasiones. Pero si resulta ser una práctica regular con casi completa seguridad hay un problema mayor que se debe tomar conciencia. → Timothy Lister en la charla de youtube. “But the end up allowing or encouraging overtime, anyway. Why is this? Jerry Weinberg has an answer of sorts: He suggest that we don't work overtime so much to get the work done on time as to shield ourselves from blame when the work inevitable doesn't get done on time” Somos responsables de este sistema, por acción u omisión. Ojo: NO SOMOS EL SISTEMA
  3. The Mythical Man-Month: agregar personas a un proyecto atrasado lo atrasa aún más
  4. Círculo vicioso: * Mentalidad de “sólo estoy aquí de paso” * Sensación de ser “desechable” * Sentirse leal es ridículo Ojo con el modelo de la Era Industrial que ve a las personas como recursos. Recursos! → las palabras crean realidad
  5. Web Inc: Entrevista a Agustín Villena www.youtube.com/watch?v=ok8AKKYfTBQ Las palabras crean realidad Modelo conversacional – Fernando Flores
  6. Contratar un malabarista – Fizzbuzz “Si en la oferta de empleo solicitas “capacidad de trabajar bajo presión” → no estoy dispuesto a subsidiar tu mala gestión” De la charla de Agustín Villena en StarTechConf
  7. La calidad no es transable, es vital para el equipo
  8. ¿Quién disfruta de la vista? Ruido Puertas – Oficinas para 2,3 , 4 personas
  9. Encuentros casuales y reuniones espontáneas resultan ser muy importantes Conversación informal → cuesta que eso suceda con el trabajo remoto Private Offices with doors that closes Come work to Fog Creek! Video! https://picasaweb.google.com/spolsky/FogCreekSNewOffice http://www.fastcompany.com/3019758/dialed/offices-for-all-why-open-office-layouts-are-bad-for-employees-bosses-and-productivity
  10. Aunque suene paradójico. Lo mismo aplica a: * Intentar hacer varias veces una misma jarra de greda (cantidad) * que intentar hacer una sola jarra de greda perfecta (calidad bajo presión)
  11. More focus More fun Easier to keep people Turnover rate disspears → y es debido a los pares, no a la empresa
  12. Sobre el culto de la calidad: Joel Spolsky tiene un cuestionario llamado “El test de Joel” http://www.joelonsoftware.com/articles/fog0000000043.html
  13. Nothing beats: - working hard and then go home → sustainable pace - working only in one project - face to face
  14. Lots of closure: Sprints Analogía con la Agricultura - Preparar la tierra - Sembrar - Alimentar - Cuidar / podar / fertilizar - Y esperar que surja lo mejor No se puede obligar
  15. La historia del pastor y el jefe de proyectos http://geeks.ms/blogs/rcorral/archive/2008/11/24/la-f-225-bula-del-pastor-y-el-jefe-de-proyectos.aspx Marshal Cook – Coaching efectivo. Paciencia y confianza de parte de su padre. Hackers and Painters – Paul Graham Timothy Lister - We're on a Mission From God: The Return of Peopleware http://www.youtube.com/watch?v=7KkrVLM4eJ8