Inclusion is not a zero sum game

Look around your office. How many people look like you? How does that compare to the people you saw on your commute, or in the supermarket? How does that compare to your users? Do you even know?

Are you making space?

How many people are struggling with mental illness? How many have accessibility challenges? How many are white, straight, cis-gender, able bodied men?

Is there a mismatch? And if so, what are you doing to change it? Are your job adverts inclusive and on inclusive sites? (hint: look at the StackOverflow developer survey before posting your job there) Do you have a network outside work that you can tap into to find new candidates?

Are you creating a safe space for everyone? Are company events open to new parents, to non-drinkers, to vegans, to women? Do people have to out themselves to attend a family day, or to avoid travel to a certain customer site? Do you support staff who need to transition? Staff who need quiet spaces? Staff who are fasting, or need non-Christian holidays?

Can your staff find somewhere to learn to sign? Or to write simplified for language learners, for those who have struggled to attain or retain language?

Which three of these questions are the most important to achieve for you this year? And how will you do it?

If you need somewhere to start, have a look at Inclusive 101 from the Microsoft Inclusive Design Toolkit, and ask yourself if that’s you, or pick an episode from the Cause a Scene podcast and listen, especially if it makes you uncomfortable.

Advertisement

Things I don’t know as of 2018

At the end of last year, Dan Abramov talked about the things he doesn’t know. It’s a useful framework to reflect, and as a privileged, experienced developer, I am comfortable talking about this, in the hope it might help others understand that experienced developers don’t know everything.

I’ll echo what he says about Imposter Syndrome and Dunning-Kruger and how it absolutely sucks to see truly smart developers I know, or that I follow, having to constantly prove their credentials just because they’re not cis, straight, able-bodied white men. If I’m in a position to support you or amplify you, I will try to do so. Your experience is definitely a thing I don’t know, but I can listen.

I covered a few things I know enough to be confident in for my 2018 in Review post. I’ve had to care about DevOps and containers and pipelines because they solved real problems my team was having. I love graphics because trigonometry and fractals are why I got into programming, but I work in the network, looking at architecture, security, interfaces and data. That leaves a big wide world out there, and this doesn’t include the unknown unknowns.

Ruby

I’ve tried to get into it a few times, but it still just looks like old-school Perl to me. Lots of punctuation occasionally interrupted by domain language. This actually sounds like a good idea to me – an almost complete separation of concerns – but I keep finding the learning curve too steep and so I retreat back to Python and C#.

CSS

I’ve been building websites since Mosaic was a browser. I can style things with CSS. It’s not hard to put red text on a green background (you monster), or fix a navigation bar to the top of the screen, but look at the fancy grid layouts, or parallax scrolling effects, or CSS icons, and I couldn’t tell you where to start. I don’t know how to unit test it, so my tools don’t work here. Just as well I work with some very smart CSS developers.

Markdown

I use Markdown a lot. For README, for Architecture Decisions, and for drafting blog posts, but I always need to google how to insert a link, or a table, or an image. And I feel like an idiot each time.

gulp, npm and webpack

I know these are essential tools when I’m building React. I know they turn my code into something the the browser runs. I know how dependency management works (I can bore you about HORN over a drink if you like), but I’ve only ever used these JavaScript tools preconfigured in a template or an existing codebase, so I could not create a JS or TypeScript build pipeline from scratch, or fix a broken one.

I really couldn’t tell you anything intelligent about how those fit into the ecosystem alongside Grunt, Yarn, bower, sass, scss or anything else. So long as I can write a script to install and run them, I’m happy not to have to dig into them. All I care about is if it runs and if the dependencies are secure.

I suspect I’ll need to learn more about these tools this year though.

You don’t need to know everything

You’ll have your resolutions to learn more, whether weekly or yearly. There’s more to learn than you will ever get the time to – that’s why we work in terms. Pick one thing to learn next because it’s important to you, because it’s interesting, because your project requires it, or because thats where the money is. Forget the rest until you’re over the Dunning-Kruger curve and you know enough about that new thing to see all the possible next things to learn.

Somebody else’s problem

Sometimes dividing tasks creates inefficiency. When one person both cooks and cleans, they tend to create less washing up than if the tasks are divided, because washing becomes “somebody else’s problem”. However, when one person washes and the other dries, the load is equivalent. This setup can be prone to stoppages when the drainer is empty and the washer is trying to get that stubborn burnt bit off the pan, at which point any good ToC practitioner will ask the drier-upper to help with the washing to maintain throughput.

When teams are divided by layer instead of features, the interface between them becomes a fracture because each team has context missing from the other. Data has the wrong shape, validation requires fields that can’t be captured. If you build both sides, the transition is smooth.

When developers test, they can focus on smaller, independent chunks, which means fewer tests with greater coverage. Writing integration tests for complex calculations is painful and slow. Testing those same calculations as an xUnit Theory is cleaner and faster.

Specialists are great, but where is specialisation causing fractures and more work?

CodeCraftConf 2018 : Successfully Growing A Team

Thanks to everyone who came to my CodeCraftConf session today, and to the organisers for all their hard work. Here’s the questions I asked, and I’ll follow up with my thoughts from the discussion.

Successfully Growing A Team

1. When is it time to grow your team?
2. How do you deal with resistance from existing team members?
3. Is it more important to find a culture fit or build a diverse team?
4. What is your biggest worry with your current team size, or with growing your current team?
5. How frequently can you add new people to your team?
6. How long does it take to integrate someone new?
7. What practices do you use to ensure sustainable growth?
8. How do you know when a team is too big?
9. How do you split a team that’s grown too big?
10. How do you grow a team when the existing members are already overworked?
11. How long is your recruitment pipeline in terms of short-term planning (getting people in the door) and long-term planning (having the right team in place for next year or 5 years?
12. How do you recruit outside your specialty?

Clockwise : suggestions for managing your time

• Plan ahead (with contingency)
  • Whatever works for you – personal JIRA, Trello, stacked sticky notes, dead tree notebook
• Stay focussed
  • Specify windows to check your email (e.g. first thing in AM and after lunch) and ignore emails until that window
  • Rather than letting new tasks distract you, write them down, then continue on your current task – and have a time to review and prioritize those tasks during the day.
  • Avoid context switching – humans are very bad at multitasking and your brain is highly prone to disk-thrashing, especially if you think you’re good at multitasking. See this TIME article for a summary of the research.
  • Some people work best with time-boxing : concentrate on a single task for a fixed period of time. Read about the Pomodoro technique.
• Say No if you need to – or you’ll disappoint
  • If someone asks you to do something, get a deadline for it to help you decide if you have time
• Track as you go
  • 6 minutes are a good building block of time to decimalise your day, especially if you’re filling out timesheets.
  • If you’re working on more than 1 project, you’re going to forget very quickly what you’ve done by the end of the week
• Review your time – find ways to optimise
  • Personal retrospectives. Are you spending your time on what you should be spending it on?
• Learn when to delegate, both to management and within your team.

The importance of feedback

When I first became a tech lead, I realised that feedback from my team was essential. A lot of things had gone wrong and I needed to know why, and how to fix them. What I failed to appreciate right away, until it was pointed out to me, was how important feedback to the team is too.

We did our regular retrospectives, and ad-hoc post mortems as required. We gathered a list of actions. I got on with some and others had lower priority. And at the next meeting we’d have a new list of actions.

And the team got frustrated because they thought the meetings were a waste of time. And it was only when one of the team members expressed that frustration that I realised that the frustration stemmed from my lack of feedback to them.

If an action isn’t fed back, did it really happen?

I’d done the first part, action. Making sure the tasks that were generated weren’t all impotent, but I missed the importance of the second step. Without that feedback from me, the feedback from the team dried up, frustration increased and problems went unvoiced and unfixed.

So I made a point of regular updates. Both in stand-ups and as a written report, as I felt that suited the distributed team better. And I reported successes and failures, giving reasons as best I could.

And suddenly I found that some of the actions I had de-prioritised were very important to someone else, who then asked for permission to fix it. And mostly, I let them. And the team weren’t just fixing customer problems, they were fixing their own frustrations too.

And I reported them all. Here’s what we reported, here’s what we fixed. And I reported it to make sure those who weren’t at the coalface could see what was happening, so we had a record we could review when we wanted to know why a decision was made.

It wasn’t perfect but it had a massive impact on the motivation and the success of the team.

Make Actions Work

Don’t let actions be impotent.

Don’t let actions out of meetings be empty. Record them. Assign them. Report on them.

It sounds obvious, but as a tech lead, that should be your priority. If the team doesn’t get feedback, they won’t be motivated.

Reducing waste by making your goals visible

Metrics are good, but they’re not enough. If you want metrics to drive change, they need to be visible. Not just to managers, but to the team. The right metrics, visible to the team, drive improvement. Visible only to management, drive control. Visible to no-one, drive nothing.

Good metrics need to be communicated clearly and persistently. There needs to be a continual focus on whatever the priorities are. If it’s out of sight, it will be out of mind. If it’s digital, rescue it from individual screens that are easily covered up.

It’s why kanban boards can be so effective when used well. It’s easy to see when the team is taking on too much work, or where there’s a queue waiting for tasks to be pulled. The board radiates information to the team, about how much work is in progress, and who is working on what. It becomes the centre of communication about tasks and removing waste. Make it physical, if you like, and the team is co-located. Use Post-its. Let dog ears and grubbiness indicate age. Do your backlog pruning via environmental effects – older & more used notes are more likely to fail behind the radiator and get lost.

Put (work-related) personal tasks on there too. Keep yourself honest. It’s good for the team to know you’re reviewing CVs, or preparing for that strategy meeting, or learning Haskell the hard way.

But keep it clear. Use a Kanban if WIP or queueing are your key metrics. Use Scrum if velocity and deadlines are key. Use a dashboard if that makes your priorities and progress clearer.

And make sure your key priorities (4 or less please) are visible at a glance for the team, and easy for anyone in the team to explain to a passerby. They don’t need detail, but pointing to a big pile of waiting tasks to justify recruiting a new tester is a clear message.

Measuring the wrong thing

Process improvement requires measurements. How do you know what to improve if you can’t see where things aren’t working, and how do you know you’ve made the right change without seeing those numbers going in the right direction?

But measuring doesn’t mean you’re measuring the right thing, and measuring the wrong thing can lead to the wrong outcomes, and can be very harmful (see Liz Keogh’s talk on perverse incentives )

The key to the success of any metric is that it is owned by the team so they have complete control over the changes needed to affect it, so they feel ownership, and that improving the metric has a useful business outcome.

Metrics that I’ve found useful in the past include:

Number of bugs introduced by a release.

This is a tricky one to work with because it can easily be a perverse incentive, and the feedback cycle can be slow, especially with the usual 6-12 month release cadence. However, on one waterfall project I took over there was a strong negative perception of the quality of the code, and big count was a useful proxy as the customer had access to JIRA so the big list was already visible. Reducing this number was a combined effort where testers and developers had to approve requirements, developers and testers invested in automated testing at all levels, and testers joined the developer daily stand-up in order to catch bugs before they were released “have you checked that page in Welsh?“, “We found problems on that page last time because IE was too slow“.

Number of releases per month.

On an agile project we noticed that releases were getting held up because testing was slow and produced a lot of rework, which were then tested against more features that had been pulled from the backlog, increasing testing time. Each release also took half a day, so we had to schedule them carefully.

So we set a goal of focusing on releases for a month and measuring how many we did. There were other measures within that, such as monitoring work in progress on the testers, time taken to do a release, and cycle time from start of development to live release, but they all drove the big number, visible to the whole company, of more quality releases.

Questions answered per day.

This can be a very useful metric for research projects, especially when following a fail fast approach, when you want to prove something can’t be done before you invest in doing it. In order to do that, you need lots of questions with quick answers, to accelerate learning. Any answer, positive or negative, is progress. It means we have learned something.

“I cheerily assured him that we had learned something.
For we had learned for a certainty that the thing couldn’t be done
that way, and that we would have to try some other way.” – Thomas Edison

Age of Pull Requests

Successful agile projects rely on peer review, either via pairing, or a formal review process such as git PRs (and I won’t discuss that in this post). However, when we started working with these on one project, we discovered that we were building up a large debt of Work In Progress because the team wasn’t incentivised to review each other’s code, so one of the developers set up a nag bot for any PR older than 4 days. It lasted 2 weeks before it was no longer needed.

What about you?

What metrics have you used to incentivise the team? What problem were you trying to solve, and did the metric work?

The importance of confidence

Have you ever been given a project to deliver and thought you can’t do it? That you don’t know enough, that the deadlines are too tight?

Ever felt like panicking?

Have you been on that team, and somehow still delivered, with absolute pride in what you’ve delivered, bar a few teething issues?

As a leader, to inspire your team, you need to exude confidence. Confidence in the outcomes, and in the team. You don’t deny problems or paper them over. Hiding is a sign of weakness. But the team needs confidence to deliver and they get that from you.

If you’re not confident, don’t fake it. Revise the outcomes to a scope you’re confident in. Narrow your horizon. Get answers to your doubts, and support to conquer them. When times are tough, it’s your job to set the right expectations that the team can believe in, and deliver on. It’s your job to find a clear path through the chaos. Or it’s your job to help them pick up the pieces and move on.

These are the tests of your leadership. If the team can weather the crisis, if it can keep it’s collective head whilst all about are losing theirs, then you have earned the right to be a leader.

Be confident. But be authentic.

Sense and Respond by Jeff Gothelf and Josh Seiden

Sense and Respond: How Successful Organizations Listen to Customers and Create New Products Continuously by Jeff Gothelf

My rating: 5 of 5 stars

Having read Lean UX, I was expecting a good book on how organisations could deliver projects. This book is about much more than that. The authors are coming from a point of frustration where agile delivery and Lean UX projects have failed to reach their potential because the organisations surrounding them were not supportive, so this book is about how to reshape an entire organisation to meet the challenged of the modern world, with lots of positive and negative examples, which is refreshing to see in this type of book. If you’ve ever had a strategy meeting, or ever found your project success limited by your organisation, go read this book.

Easily the best book about dysfunctional organisations and organisational change I’ve read since Peopleware.

View all my reviews

Buy on Amazon UK :