Daniel Philpott: Herding Tigers — Software Development and the Art of War<\/p>\n
He’s been a manager for a long time. He’s built systems for the DOD, worked
\nfor CitiBank, ticketmaster, cisco, etc. Now he’s working for AT&T interactive,
\nand they’re putting up with him.<\/p>\n
Why is software development so difficult? Because people don’t admit the
\ntruth — they’re afraid — people don’t know what the end result will be. Why
\nnot? Change.<\/p>\n
A tiger team is one answer to the problem. He manages them very little. They
\nare a team. QA is part of the team. Members show leadership, and self-improve.
\nAlmost no meetings. QA people and Test automation from the beginning. Shared
\npsychology and intelligence in the group. Bold. Winning. Excellence — members
\npush each others. Not afraid of “the dark” — of not knowing where they’re
\nheaded when they get started. They know clients don’t know what they want.<\/p>\n
Who’s on a tiger team? All the staff needed to deliver a product. Leader, 4
\ndevs, one AQA, doc, etc.<\/p>\n
He doesn’t demand that tiger team members pair program. They can pair, swarm,
\nor whatever they want — “shared intelligence”.<\/p>\n
Business is battle. The battlefield is the marketplace, and is typically
\ndivided into attrition and maneuvering. GM, Home Depot are experiencing
\nattrition warfare, and it’s not useless. Maneuver warfare — eBay, mySpace —
\npeople didn’t see them coming.<\/p>\n
General Sherman lost 1% of his men in the Civil War. He decided he didn’t need
\nto fight the confederate army to stop slavery. Instead, he started burning
\ndown plantations, and the confederates came running home. He saved lives.
\nDaniel grew up in the south and feels bad that he grew up hating Sherman.<\/p>\n
General Patton decided that instead of fighting the Germans in Normandy, he’d go
\naround them, up the Rhine, and attack them from behind.<\/p>\n
Speed adds job satisfaction, excitement. Time flies when you’re having fun.
\nWhen you’re having fun, time flies. Speed builds credibility.<\/p>\n
A cow is twice the size of a tiger, so which of the two wins? The one with
\nspeed. Are you using agile terms to describe a non-agile process? It’s the
\ndifference between cows and tigers: A cow in tiger’s clothing.<\/p>\n
Leadership makes or breaks a tiger team. Faith in your team is critical. Gotta
\nlove your battle buddies. Need to hope. If you have no hope, you might as well
\nfind a new job.<\/p>\n
Success belongs to the team. Fear belongs to the leader. No finger pointing —
\nthe buck stops here.<\/p>\n
“I have fear, but I do it anyway”.<\/p>\n
Be a listener and a learner. He, as a leader, asks his teams what he can do to
\nmake their jobs better. He protects his team from outside stupid influences.<\/p>\n
Discussed U.S. Marines management techniques. Reward failure, which seems
\ncounter intuitive — which means he thanks people for their efforts — not
\nthat he gives gift certificates, but he will give them a drink. No failure
\nmeans no progress. Glorify the grunts — your programmers and QA people are
\nextremely important. Be polite and professional — no poison in the team.<\/p>\n
Agile isn’t a methodology, it’s a mindset. And it’s inevitable.<\/p>\n
Don’t get too attached to your code, because we’re going to rip it out.<\/p>\n
Recommends a book called “warfighting” from the marines. You can buy it on
\nAmazon.<\/p>\n","protected":false},"excerpt":{"rendered":"
Daniel Philpott: Herding Tigers — Software Development and the Art of War He’s been a manager for a long time. He’s built systems for the DOD, worked for CitiBank, ticketmaster, cisco, etc. Now he’s working for AT&T interactive, and they’re putting up with him. Why is software development so difficult? Because people don’t admit the … <\/p>\n