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Fabio Mora !L’elefante nella stanza Affrontare le “known issues” tra tecnici e manager !(e diventare antifragili con il modello LiquidO™) [email protected] @morafabio
MILAN november 28th/29th 2014
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1990 Fabio Mora
2001 Linux User Group gallug.it
2008 Software Engineer freelance
2010 First own company LTD
2013 Cocoon Projects
2014 eBay
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Tecnici e Manager
Sviluppatori, sistemisti, devops, UX designer, tester, grafici…
CEO, CTO, PO, PM, Quadri…
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Manager
• Sopravvivere al mercato
• Organizzare e amministrare
• Organizzare i processi
• Dividere i compiti
• Cultura aziendale
• Obiettivo: decisioni robuste
• Strategia (realtà? pivoting)
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Tecnici
• Risolvere problemi
• …valore di oggi e domani
• Hard skill
• Pattern / Esperienza
• Refactoring
• Obiettivo: servizio efficiente
• Tattica (garanzia strategica)
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Immagine tratta da: Lezioni di Economia Aziendale, L. Brusa -‐ Giappichelli Editore 2013
Gerarchie Welcome to 2015!
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“So what?”Perché dovremmo preoccuparcene?!
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Piramidi Stabilità, previsione, controllo… timeout!
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“Elefante nella stanza è un'espressione tipica della
lingua inglese per indicare una verità che, per quanto ovvia e appariscente, viene ignorata o
minimizzata.”da Wikipedia
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Known issues
• Roadblock decisionali
• Roadblock competenze
• Giudizio non da pari
• “Air sandwich”
• Opacità personale
• Cultura degli Alibi
• “Incompetenza di Peter”
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Piramide == default?Questione di piattaforma?
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Liquid OrganisationsCon il modello LiquidOTM
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The Times They Are a-‐Changin'
http://it.wikipedia.org/wiki/The_Times_They_Are_a-Changin%27_%28singolo%29
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…adattivo, dinamico, anti-‐fragileNuova onda
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• Lean, Open collaboration
• Modello di governo
• Value driven
• Stigmergico
• Meritocratico
• Common Creative
• In uso realmente!
LiquidOTM
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Persone, competenze, fare
Principi e valori condivisi
Leadership emergente
Empowerment
Dimensione decisionale collaborativa
Regole e job title
Management costituito
Comando e controllo
Dimensione decisionale gerarchica
VS
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1. Collaborative Working Board
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1. Collaborative Working Board
• Kanban (WIP!)
• Attività visibili
• Facilitatore
• “Work item”
• Pull prioritizzato
• Team / Proattività
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2. Contribution Accounting
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2. Contribution Accounting
• Crediti
• Stime “real time”
• Shares
• Compensazione economica
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3. Collaborative Decision Making
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3. Collaborative Decision Making
• Contributor/Member
• Meritocrazia
• Non acquistabile
• Lazy Majority
• Timeboxing
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4. Reputation Tracing
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4. Reputation Tracing
• Feedback
• Trasparenza
• Istantanea
• Visibilità a:
• patologie
• gap di ownership
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In praticaEsempio: un team di sviluppatori
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• 4 pilastri, in piedi in qualche forma
• 1. Kanban: ciò che il team può controllare e proporre
• 2. Spreadsheet, voting-‐sharing “al buio”
• 3. Esplicitare di dover decidere, QuEST, Dot Voting,
Lego Serious Play, Visual Thinking
• 4. Retrospettive, confidence, 1-‐2-‐1, “Thanks, Fuck!”
• Leadership (non team leader)
• Extreme Programming, #noEstimates
• “Swarm programming”
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In praticaEsempio: un’azienda
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• 4 pilastri, in piedi
• 1. Board “pull” per tutta l’organizzazione
• 2. Strumenti di accounting, voting-‐sharing al buio
• 3. QuEST, Dot Voting, Lego Serious Play,
• 4. Strumenti di tracking reputazionale
• Contributor / Member / Supervisor
• Weekly sync up, monthly kickoff, semestral all-‐in
• Hard timeboxing, lazy majority
• Stigmergia
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Perchè?#makeItHappen!
• Bisogno di cambiare?
• Toglie gli alibi
• Strategie più robuste
• Meno bottleneck
• Attribuzione del valore
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!!
Credits fotografie https://www.flickr.com/photos/ndecam/
https://www.flickr.com/photos/constance182/ https://www.flickr.com/photos/matthewpaulson/
https://www.flickr.com/photos/nicholasjon/ https://www.flickr.com/photos/snigl3t/
https://www.flickr.com/photos/ladymissmarquise/ https://www.flickr.com/photos/tiswango/
https://www.flickr.com/photos/satterwhiteb/
Queste slide sono rilasciate con licenza Creative Commons