Claudio Perrone’s Monologues

I have really enjoyed doing some public speaking this year. I’m just back from the DDD Community Event in Galway and, once again, the feedback on my talk has been very positive. I always feel the responsibility of fulfilling people’s expectations, so hopefully I didn’t disappoint anybody. I must be doing something right though: 2 weeks ago I’ve been invited to present at Øredev, a ~1000 attendees conference in Sweden in November!

As promised, I put my slides on Slideshare. If you haven’t had a chance to attend, at least you could get a fair idea of what the session was all about. Let me know what you think! Don’t be fooled however, the slides are just a tiny part of the whole story.

In my exploration of how to design a better presentation, I used key books such as Presentation Zen and Beyond Bullet Points. I loved the ideas and approach of the first, the Hollywood-style methodology of the latter.
In my quest, I also came across Made to Stick, an eye-opener book which gives amazing examples of how simple, unexpected, concrete, credible and emotional stories can make ideas memorable.

So, what is this new presentation style about? While PowerPoint has been fundamentally the same for almost 20 years, our use of it is beginning to change. Slides are finally becoming more visual and essential, with a renewed appreciation of how people learn. I am particularly interested in the focus on stories and movie structures to make our messages more compelling.

It’s a fascinating idea isn’t it? In fact, I want to develop it further. Content matters more than ever. Pretty pictures that don’t carry a compelling story are just (annoying) pretty pictures.

In preparation for my next presentation, I just received 7 books on screen writing and more are on the way (speed-reading is handy, isn’t it?). No, I won’t be the next Stephen Spielberg and I don’t see myself walking down a red-carpet event any time soon. But I want to learn as much as I can from that industry to be better at mine. My challenge will be to present a potentially dense technical topic in a dramatic and captivating fashion. Who said it is going to be easy? It will be my pet project for my next few months, 48 minutes at a time.

I’m just back from Stockholm, where I presented a session titled “Passionate Teams and Cooperative Customers: Agile tales of creative customer communication”.

Based on my direct experience, I offered some concrete suggestions of how to revert seemingly impossible (but common) situations in IT projects using a combination of agility, effective communication and deliberate creativity. All of these are skills that I’m firmly convinced we can learn and improve upon, and I was committed to do my best to push the boundaries and bring the message across.

What can I say? The feedback has been absolutely tremendous, both on the core message and delivery style. I knew I had prepared something good, but boy, the response went far beyond my best expectations. I will follow Tom Raftery’s excellent advice and publish my slides on slideshare in a few weeks, right after my next presentation.

I will indeed repeat my session here in Ireland at the DDD Community Event in Galway on Saturday May 3rd. If you happen to be around, you may consider coming over and join the action; there are plenty of interesting sessions, the event is totally free and you can register here.

At the Swedish event, there were lots of speakers from ThoughtWorks, including my good friend Dan North who, a few hours before my turn, helped me refining a couple of messages I wanted to convey on Behaviour-Driven Development.

I’ve also been really privileged to meet ThoughtWorks’ founder and chairman, Roy Singham, at dinner. His fervour, values and clarity of intent are simply remarkable and totally explain why ThoughtWorks is such a unique and respected consultancy company all around the world. He confirmed that he is seriously considering opening an office in Sweden within this year, an opportunity that the best talents in Sweden should not miss!

There would be so much more to say about the event and the stories behind the new and old friends I met, but unfortunately I just exhausted my small quota of writing energy! Let me conclude by saying that the event has been a great success and was extremely well organized by Cornerstone. I’m really, really delighted that InnerWorkings has such a good partnership with Cornerstone in Sweden. Well done guys!

As software developers, we love to delve deep into technical matters and write code that delivers value. It’s not a big secret, however, that many problems in software originate with people and not technology. In my experience, the biggest issues arise mostly due to corporate politics, lack of shared values, poor attitude, inadequate communication skills, and, lastly, faulty perceptions.

Ultimately, the way we see the world affects the way we logically reason about it.

Imagine a team of developers and a customer discussing what to do, using agile stories as their starting point. I use the term “customer” to describe the role of the domain expert who prioritizes stories and can clarify what problems a new system is supposed to resolve. Ideally, the customer knows precisely what to program and the team knows exactly how. More realistically, however, requirements evolve both as the team better appreciates the nuances of the business domain and the customer realizes the possibilities and constraints.

But what would happen if both the customer and the development team had a truly open mind and a willingness to be wrong? What solutions would they come up with if they all had a creative attitude and used a language designed to help them restructure their thoughts? I’m suggesting a catalog of practical refactorings and patterns that would add some rigor to anyone’s thinking process!

The great creativity masters can teach us very relevant lessons in this context. Edward De Bono’s “Serious Creativity” book, for example, contains lots of insights and sets the foundation of the first thinking pattern I’m going to introduce:

Extract Concept

Motivation

Extract Concept is one of the most regular techniques I use to deliberately increase my ability to generate alternatives. In fact, it is so basic that, at first glance, it might even seem too obvious. But don’t be fooled. Its mechanism taps into our human talents of abstract thinking, and it is a good step towards sharpening our creativity skills in a disciplined way.

Perhaps the most important benefit is that it forces me to look for alternatives even when I’m fairly confident that the first idea I have is good enough: I’d ask questions such as “this is a way of doing what?” and “how else can this be achieved?” This attitude is particularly important as I know that if I blindly trust my first instincts I may miss tremendous opportunities.

Alternatives must have a reference point: I’d ask “alternatives with reference to what?” A new concept becomes a fresh reference point that can somewhat change my perspective and lead to further ideas.

Mechanics

1. Define the objective. It might be general or specific, but make sure that you are very clear about what you are focusing on!
2. Identify one or more ideas relevant to such objective.
3. For each of those ideas, extract a broader concept by asking: “this is a way of doing what?“
4. See how each concept can trigger further alternatives by asking: “how else can this be achieved?“
5. If applicable, find further alternatives by extracting an even broader concept (a direction) from one or more existing concepts.

Example

• I start defining the problem: “Provide useful help on our website”.
• I quickly identify as many relevant ideas as I can. In this case is pretty easy to get a good few of those, but let’s pick 2 of them for simplicity sake:
  • Add “?” icon beside potentially confusing fields to open a popup dialog
  • Provide Email address

• For each of those ideas, I extract one or more concepts:
  • Using the “?” icon, is a way of answering questions on the same page they arise
  • An email could be seen as a form of human interaction when visitors can’t find the help they need.

• Using each concept, I can now identify more alternatives:
  • The concept “Answer questions on the same page they arise” leads me to the following ideas:
    • Use the “?” icon to inline-expand helpful hints
    • Add permanent “why?” sections beside each form section
    • Add (light-grey) instructive text directly inside each field (that disappears when the visitor clicks on a field)
    • Add help search section within page
    • Add inline validation (to show error messages within the form before the visitor has the opportunity to click the button that submits the form data
    • …
  • The concept “human interaction” helps me finding further alternatives:
    • Phone us (visitor calls us)
    • We phone you (visitor gives us his/her number, we call)
    • Forums (let visitors help themselves)
    • Chat
    • …

I’ll be back to Stockholm in early April, delivering a talk at one of the main IT conferences in Sweden. For such a technology-centric event, it is quite fascinating to see an entire track dealing with the often neglected issues of people working together. We should really give the organizers a standing ovation for such a splendid decision.

My talk is titled “Passionate Teams and Cooperative Customers: Agile tales of creative customer communication“. I have the abstract here for your convenience:

“In this session, Claudio presents stories of effective collaboration, thinking tools and valuable insights that can transform “incompetent” customers and “arrogant” teams into unstoppable forces.

We are getting so used to complexity that we no longer notice it. To bring simplicity to our software however, we need to communicate effectively with our customers, distill their knowledge and bake it into our domain models. Yet, we focus so much on improving our technical skills that we often offer elaborate solutions to the wrong problems, unprepared to deal with a world where perception is far more important than logic.”

If you happen to be at the conference, make sure you attend my session! I bet you won’t be disappointed ;-).

The list of stars that will join me at the event is, quite frankly, a tad intimidating (see here).

I always wonder about what drives people to speak in public. Is it the genuine spirit of contribution? Perhaps the publicity and recognition that inevitably goes with it? Is it maybe the excitement of being on stage? It’s probably a combination of all of that and more; my biggest reason, however, is to confront my greatest fears: speaking in public is like Freddie Krueger, a pure nightmare becoming real. In fact, it is the preparation and the waiting for the moment of truth that drives me nuts. All my insecurities emerge all of the sudden, my entire body reacts, and I become absurdly anxious. Then again, once on stage, everything changes completely: I’m on a mission, I’m (over)prepared, I just can’t fail.

So, there you go. It is never easy and probably it will never be. I still haven’t won my fears at all, but the past rewarded me with really good memories (like when, a million years ago, I addressed a group of scientists at CERN for a whole week, for example), and the future will surely hold even better ones.

By the way, have you ever considered speaking in public? There is a good chance that your own community would love you to volunteer on a topic you feel passionate about. If you live in Ireland like I do, this is definitely the case. It takes a lot of commitment, but perhaps this year you could try. Just don’t let your fears eat you. People want you to succeed, don’t you know?

Yes, it’s true. Ron Jacobs has finally released the interview I did with him a while ago for his hugely popular ARCast and ARCast.TV.

My initial plan was to use this fantastic opportunity to help promoting the excellent ideas that Dan North has developed in the field of Behaviour-Driven Development (BDD).

It’s a great concept, I thought, and it must be shared among the community.

Well, that was the theory! As I started talking to Ron, I quickly realized that it is almost impossible to talk about BDD scenarios without first introducing the agile context on which we can apply these techniques.

The result? I ended up talking about some agile values and techniques that I have adopted over the years, and I honestly didn’t manage to even tackle the essence of BDD.

Forgive me Dan, but we really run out of time!
Well, if anybody is still reading this post, please go to Dan’s site and get more info about his work, straight from the source.

By the way, have you noticed? I’m such a bad blogger, aren’t I? It’s really a bad sign when you forget the password of your own blog administration

Ron however, reminded me of how gratifying is to share and learn from each other.

So I declare this blog open again.
Be patient, and you’ll soon see something which I hope you’ll find interesting.

In case you missed the official announcement, the CruiseControl family of Continuous Integration (CI) systems has a new member; please welcome CruiseControl.rb.

I’ve always been addicted to its .NET counterpart, but this guy is so incredibly simple to setup and tweak that it certainly deserves a lot of attention.

In fact, it is already up and running here at InnerWorkings, right beside its older brother, polling data from our trusted Subversion code repository; it executes ruby-based acceptance tests on a .NET project we are working on.
We could certainly move the entire project there, but for now we’ll probably leave everything as it is.

After all, we can still use the same cctray client to monitor both CI systems on our Windows machines.

Not surprisingly, CruiseControl.rb uses Rake, which is quickly becoming my favorite build language; I find it way more enjoyable and expressive than any xml-based language I’ve used in the past (mainly NAnt and MSBuild).

There are rumors that CruiseControl.rb is set to become the “official” continuous integration system for Rails applications.

It is certainly an easy choice if you are into Rails, but I would definitely consider adopting it for any type of application, including .NET.

Why? Well, here is my story :-):

At the software architecture workshop held in Cortina last February, JC Oberholzer mentioned that he has been doing a special meeting on a weekly basis for the last three years, with the aim of sharing technical information and improve the morale of his team.

In the past, I thought several times about doing something similar but I was never quite sure it could work out in a sustainable way; JC’s example, however, inspired me to try it here at InnerWorkings and, after successfully testing it for almost three months, I can certainly announce that not only it works for us, but it’s becoming part of our DNA!

Would you like some details?

Ladies and Gentlemen let me introduce you a half-baked (bun…oops…pun intended…ok stop!) pattern that you will never forget:

Muffin Morning

Software developers mature distinct experiences and learn technologies and techniques that can be relevant to others in their team.

How can I share technical information across a team/organization and encourage a healthy self-learning culture?

The most effective developers generally invest a significant amount of their own time researching new technologies, seeking optimal solutions to problems and continuously improving their skills; this is hardly surprising given the rapid transformations that the software industry imposes.

What is needed is a way to encourage team members to share technical information with others.

Volunteer to illustrate and debate a technical topic relevant to the team on a regular basis. Encourage others to do the same by keeping things simple and very informal. Meet for an hour every Friday morning without exceptions, and provide muffins, doughnuts, coffee, etc.

The most important thing to keep in mind with muffin morning is that if presentations become too formal, too long or elaborate, few will be able to contribute as it will require too much preparation; a team deadline could easily break the regularity of the event and muffin morning would become nothing more than a failed experiment.
As a consequence, PowerPoint slides should be absolutely banned and the urge to show live code examples on a projector carefully considered.
I personally find that the most successful presentations are the ones that use a whiteboard only, as they encourage a greater dialog and instigate curiosity to find out more about a particular topic.

One of the biggest attractions of muffin morning is its capability to involve several team members in a communication and self-development exercise.

Independently from their presentation skills, volunteers are almost invariably cheered and supported by the rest of the team since they earn the respect of their peers for their courage and effort.

While volunteers have usually enough interest and understanding of a topic to be able to illustrate it to their peers, it is not expected for them to be experts on the subject. Indeed, often some other team mate may happen to have more experience or knowledge about the subject and consequently play a supporting role for the event.

How do you create a strong, positive culture within a team/organization? I considered this problem several times throughout my career. In fact, I think about it all the time.

At some point in my life, my habitual focus on self-improvement gained a whole new dimension as I realized that I could achieve something really amazing only with the synergistic cooperation of others.
I mostly owe this framework of thinking to Stephen Covey: his seminal book, The 7 Habits of Highly Effective People, played a major role in my quest for personal growth.

As developers, we are used to consider software development in pure technical terms: we focus on various technologies, we master the tools and we improve the processes.
While all these elements are very important, there is one fundamental omission; we often forget about the people we work with.

No, I’m not referring to the resources we allocate in a project plan; I’m rather thinking about individuals like you and me, with their cultural differences, their talents and the ideas that they bring, the ones with their struggle to keep up with endlessly evolving technologies, but also with their pride for a job well done.

I recently had a conversation with a developer who told me that people have to earn his respect and trust. He was pretty surprised to hear that I assume people are totally trustworthy unless proven differently over time.

I can understand his point of view. It is the result of a self-preserving mechanism that is unfortunately very common in too many corporate environments; in fact I, for one, have been poisoned by years of the worst corporate (anti) cultures, witnessing people fighting against each other on a daily basis; it’s within enterprises after all that I learned terms such as deception, hidden agenda, blame game, scapegoat, etc.

It does not have to be like that, however.
It takes incredible courage, passion, openness, integrity, determination, respect. These are the same core values that Covey taught me, values I firmly believe in.
Incidentally, I can also argue that these are the same values at the core of all agile methodologies, with their emphasis on individuals and interactions.

As a team leader, over the years I tried several times to become a catalyst of change by helping others to give their best and genuinely succeed in their careers.
I’ve been told more than once that my culture of openness is risky, that it will bite me back hard some day; I’ll keep taking my chances despite the cynical remarks and the unavoidable failures, thank you.

Today, I’m happy to observe that the InnerWorkings’ ecosystem shows more than a few traces of this culture almost everywhere; our thriving daily standup-meetings, internal forums, pair programming efforts, weekly muffin mornings, etc. are a testament of a social culture that is expanding well beyond my wildest dreams.

So, how do you create culture? I’m afraid I don’t have the complete recipe. In fact, I can’t even take full credit for what’s happening in my organization.
But I have one certainty: you too have the power to make a fundamental difference in your organization, your career, your life.
All it takes is courage.

A couple of years ago I participated to a very interesting summit for .NET architects in the Microsoft Campus in Redmond.

At that time the PAG group just started to deliver a couple of application blocks and the idea of developing a pattern-aware .NET community was at its infancy.

Personally, I felt that the community was (and still is), by a large degree, almost totally unaware of even the most basic design patterns. That was in shear contrast with the Java world, where every solution to recurring problems was identified, shared, evaluated, catalogued and then framed as either a pattern or an anti-pattern. If you followed the “PetShop war” or you checked theserverside.com and looked at the quality of the posts you would know what I mean.

Anyways, in that occasion, I personally met Gregor Hohpe from ThoughtWorks. Gregor had just finished co-writing the book ”Enterprise Solution Patterns Using Microsoft .NET” and I had the opportunity (like many others) to have a look at his manuscript just days before its release.

As we obviously shared a passion for patterns and architectures, we talked about things that we both liked and briefly shared some experiences.
I was really curious to know how he developed the necessary skills to be able to write such a book. With modesty, he said he was lucky because he had an early involvement in a group of very smart and influential people. Additionally, a lot of those patterns where adapted from existing implementations, mostly in the Java platform, on which he had a strong background.

When I asked Gregor what kind of methodologies he uses to develop enterprise applications, he told me something that was going to transform my career forever: he was an agile developer.

WHAT????? I was really shocked. How could that be possible? With all my ignorance, I thought that agile methodologies such as Extreme Programming were yet another RAD fad, an excuse to masquerade hacked development shortcuts with more or less indifference for consolidated design practices.

Evidently, I was wrong.

So, I questioned my beliefs and embraced change.
Two years later, I’m sitting here and writing my first post ever.
My mission is to share my personal and professional transformations with you.