DDD North 2017
14th Oct 2017 | Univeristy of Bradford 🏴
The Power of Mentoring
Mentor - an experienced and trusted advisor
- Book - “Outliers: The Story of Success” by Malcom Gladwell.
- Mentoring is a two way process. This requires trust and someone willing to learn.
- Multiple mentors can support different skills.
- Reverse mentoring is where the mentoree is higher up the hierarchical scale. For example a engineer teaching a director about development or deployments.
You can teach without wanting it, it’s called “by example”.
- Lead by example and inspire followers.
- Even great mentors have mentors themselves. Example - Mark Zuckerberg was mentored by Steve Jobs
Entrepreneurs with mentors show that they are willing to learn, open to different perspective and adaptable to change.
- Accepting weakness is a strength of it’s own.
- A cycle:
- Identify weakness
- Teach (Do you know something enough to actually teach others?)
Imposter syndrome: Scared of not knowing enough and being found out as a fraud.
- 1/3 people suffer from imposter syndrome.
- More women affected than men.
- If you mentor someone you get a trusted a advisor.
- Juniors don’t know what they don’t know. Therefore the cannot know the boundaries of their knowledge.
- Rather than rating a skill from 1-10 try this scale
- Just like Software Craftsmanship, we should usher in Mentor Craftsmanship by
- Leading by example
- Curing imposter syndrome
- Accepting your weaknesses
- Inspiring others
- Prepare for 1-2-1s.
- Try to create circumstance for others to showcase their strengths. Let them “be the hero”.
Spot the Different. Automating Visual Regression Testing
- Only automate common things as it requires investment.
- Fail fast for quick feedback and then adapt to change.
- Appium works with selenium to drive iOS and Android, both simulator/emulator and real devices.
- Idea: limit WIP to less than the full team to force team members across different disciplines to work together.
Scaling Agile in your Organisation with the Spotify Model
- Book- “A Gentle Introduction to Agile”
- Growing rapidly results in growing pains.
- Must manage this growth carefully.
- Divided by discipline.
- Seating plan by function.
- These do not support growth.
- Video: “Spotify Engineering Culture”
- Make Agile things optional, but keep the spirit
- Agile > Scrum
- Servant > Master
- A Tribe is made of Squads
- Self organising, autonomous and empowered.
- Leaders decide the “Why”
- Squad decides the “What” and “How”
- Loosely coupled but tightly aligned squads.
- No competition between squads.
- Hire for cultural fit first, skills second.
- Keep the same line manager even if you move squad.
- Guilds for particular areas of interest. Slack channels for each.
- Encourage innovations with hackathons.
- Centred on customers.
- Cross functional.
- Start from scratch.
- Focused on the output.
- Iterative and continuous.
- Community over formal structures.
- Embrace failure early, and learn from mistakes.
- “Launch Darkly” for feature flags.
- Spotify model does suit monolithic applications, so move away from this.
- Remember, this is not a silver bullet.
- Must have management buy in.
- Customers in insurance industry gave fixed dates and budgets. Agile team had to work backwards from this.
- Works well for start-ups and companies of less than 100 employees.
- You should adapt the Spotify model to your business.
- Needs wholesale adoption by the entire company.
- Encourage a learning culture.