Be a techlead
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Transcript of Be a techlead
MY JOURNEY
Became tech lead o my first job
By accident, was a small startup (5 people, 3 devs)
At Thoughtworks
Dev and then Tech lead at a project for a Large Energy Company
Tech lead in a project for a Brazilian communication company
Dev at Large Retail Enterprise
Currently Tech lead at a project for the Large Retail Enterprise
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She has the technical delivery responsibility of the project.
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WHAT IS A TECH LEAD’S RESPONSABILITY?
Wait, wasn’t this a non-technical talk?
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ROLE OF A TECH LEAD AT THOUGHTWORKS [1]
Clear and consistent technical vision
Successful project
Team, proper understanding
Gain trust and build relationship
Unbiased technical decision
Resolve issues [where the] code deviates
Project management and risk management
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Influence decision Environment in which all members can contribute Cross-functional requirement Maintain accountability Bring pragmatism Address skill gaps Grow the next tech lead
Based on Sam Newman’s Tech Lead Manifesto [2]
HOW DOES A TECH LEAD ACCOMPLISH ITS JOB?
Leadership
Facilitation
Mentoring & Coaching
Empowerment
Removing Blockers
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TECH LEAD SKILLSET
0%
25%
50%
75%
100%
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Tech
Non-Tech
WELL-ROUNDED TECHICAL LEADER, BY DAN ABEL [3]
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ENGAGING WITH YOUR TEAM
Ensure safety
Facilitate Technical Discussion
And address conflict
Defines and demonstrates ‘good’
On boarding
Delegation & chorus
Leading and building people
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DELEGATION
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‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘‘ This version of the skill/will matrix is attributed to Max Landsberg, The Tao of Coaching www.stellarleader.com
The Skill/Will Matrix
Evaluate a person’s ability to accomplish a specific task, whether that is a new job, a new requirement of their job, or a new project. What is their skill level, and their willingness or motivation level for the specific thing being asked of them? *The goal is to eventually move the person to the fourth quadrant because they have high skill in the specific task being asked of them, and high willingness/motivation. Skill level – identify if the specific task is outside their experience, training, and understanding of what is being asked of them. Is their skill level low, high, or somewhere in between? Willingness level – what do you observe to be their desire to achieve? What incentives are being offered? What is their level of security and confidence? 1. LOW SKILL / LOW WILL – DIRECT This could be a beginner to a task, project or role, or they may have lower confidence because they’ve already tried and failed. • Build the will – provide a clear briefing and be very specific in your instructions. Develop
a vision of future performance. Identify what motivates them. • Build the skill – structure tasks for ‘quick wins.’ Provide mentoring and training. • Sustain the will – provide frequent feedback. Praise what they are doing well, and
nurture.
Low Skill High Skill
Low Will
High Will
GUIDE DELEGATE*
DIRECT EXCITE
Problem-solving leaders are well
aware that not every idea is useful for
every problem, but they are even more
aware that every person is useful.
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FACILITATION
Leading the process is responsive to
people, giving them choices and
leaving them in control. They are
empowered in much the same way a
gardener empowers seeds—not by
forcing them to grow, but by tapping
the power that lies dormant within
them.
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LEADING AND BUILDING PEOPLE
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ARCHITECTURE AND INFRASTRUCTURE
Governance
Think strategically, Set expectations
Draw the big picture
Back to the basics, SOLID, DDD
Coding
Peer review and Pairing
Ensure quality
Identify tech debt
Ask the team for pain points15
ARCHITECTURE AND INFRASTRUCTURE
Structures emerging design
No-design --- Enough-design --- BDUF
Discuss design, gather tech feedback
Vision & Metaphor
Identify CFRs
Removes moral hazards
Prevent isolated rogue members
Raise the awareness of real world usage of the system
Release It!, by Michael Nygard16
A TECH LEAD SHOUDN’T
Necessarily be the best at everything
Write no code
Write all the hard code
Tell everyone what to do
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MANAGING DELIVERY AND RISK
Risk Identification and Analysis
Spike the unknown, prove theories
Risk Mitigation
React quick and embrace change, rather than be protective
Continuous Delivery
KISS
Jidoka
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MANAGING DELIVERY AND RISK
Prioritization
Manage Technical Debt
New debt is easier
Trust and Reputation
Communicate and over communicate
Highlight successes
Don’t deny mistakes, talk about what is being done to fix
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Important Goals Critical Activities
Distractions Interruptions
The$Urgent/Important$Matrix$
Low$
Low$
High$
High$Urgency Im
porta
nce
"What$is$important$is$seldom$urgent$and$what$is$urgent$is$seldom$important."$$
=Eisenhower$
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ENGAGING WITH THE BUSINESS
Technical Point of Contact
Reporting
Frequent Communication with Seniors
Peer to to Product Owner, Project Manager and other leads
Domain Knowledge
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FREQUENTLY ASKED QUESTIONS
But I’m not a manager/appointed leader
Best working groups are those in which leadership comes from everybody
Appointed leaders is the most likely to break down, because of pressure
But I’m not the Leadership type
Lead by innovation, instead of by motivation or organization
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FREQUENTLY ASKED QUESTIONS
I’m loosing my technical skills
It’s hard to let go of coding and pairing
Leadership balances motivation, organisation and innovation
It is a trade-off: Technical/innovative skills give place to motivational and organisational skills
I don’t want to be all days in meetings
It also represents the opportunity to influence decisions and direction
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OBRIGADO!
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REFERENCES
[1] Role of a Tech Lead
[2] Sam Newman’s Tech lead Manifesto
[2] Dan Abel’s Well Rounded Tech lead series
[4] Becoming a Technical Leader, Gerald Weinberg
