Heilmeier’s Catechism

Heilmeier Catechism

When George Heilmeier was the director of ARPA in the mid 1970s, he had a standard set of questions he expected every proposal for a new research program to answer. These have been called the Heilmeier Catechism. It’s a good exercise to answer these questions for an individual research project, too, both for yourself and as a way to convey to others what you hope to accomplish.

A nice set of questions to ask yourself when doing research. They are part of Heilmeier Catechism, who was the director of research at ARPA.

They’re also questions you can ask when you’re working on something that could be turned into a research paper (which is a lot of things in the computer world unsurprisingly).

Or when you want to execute a marketing or sales project that relies on a new technology.

Update 2018:

heilmeier catechism research project steps

Below we will explore each question that is part of the Heilmeier Catechism in the context of a software development team TeamSaas working on a SaaS product adopting GraphQL for the API.

The questions to ask: Heilmeier Catechism in an example context

1. What is the problem? Why is it hard?

In our example, TeamSaas needs to cater to multiple clients and consumers of their API and maintain a maximum payload size of some amount. This is difficult because different clients/consumers have different needs (some may need a lot of data, others may need less data). TeamSaas is aiming to minimize the payload size and give clients/consumers of their API only the data they need.

2. How is it solved today?

Today, TeamSaas would use a REST API.

3. What is the new technical idea; why can we succeed now?

GraphQL is the new technical idea, it allows a client/consumer of an API to select and filter data before it is passed back. The reason it can succeed now is that GraphQL has an integration with the database and framework and language that TeamSaas is using; there are also client libraries that can consume a GraphQL API and they are (relatively) stable. The main reason though is that there is enough adoption and resources aimed at making GraphQL implementable and stable.

4. What is the impact if successful?

In our example, the impact for TeamSaas is that they will be able to send the exact data that each client/consumer of their API needs; additional impacts include a cleaner codebase on their server-side and on the client-side since the data is handled through a GraphQL layer and the API response doesn’t have to be transformed in an awkward/hacky way.

5. How will the program be organized?

TeamSaas could organize their project with a client developer and backend developer prototyping and developing one or two API calls using GraphQL and then further expanding from there.

6. How will intermediate results be generated?

In our example, TeamSaas can use their prototype to generate API responses and operate the new GraphQL APi in parallel with the old REST API.

7. How will you measure progress?

Progress for TeamSaas’s switch from a REST API to a GraphQL-based API can be measured by the number of clients/consumers using the new GraphQL API and by the number of complaints there are. If there are more clients switching and there are few complaints/feedback, then things are going smoothly. Additionally, the payload sizes for each request can be measured and averaged and compared in the 90th to 99th percentile range to the old REST API to ensure payload sizes overall are smaller. The total payload sizes delivered over a week or a month could be measured, aiming for a decreased payload size total in comparison to the REST API.

8. What will it cost?

This is an exercise for the reader; the cost of the project depends on the tasks and time estimates and the team.

Categories: Leadership

Notes on “The New Manager Death Spiral”, a presentation from Michael Lopp/Rands In Repose

Here are some notes from the event that I attended where the VP of Engineering at Slack, and more famously, the writer behind the Rands In Repose blog (and author of three books), Michael Lopp presented on becoming a manager and the mistakes that will be made by new managers.

Some of the talk was based on the blog post written by Mr Lopp.

The Notes on the New Manager Death Spiral

Began with some questions about who’s a manager, designer, engineer, introvert or extrovert. Talk described as anti-advice. Walks through the manager journey, beginning with hey congrats you’re now a manager. Lopp asked how many people have formal managerial training. Personally started with “taking care” of a few team members, started with setting up one on ones.

When starting out as a new manager, you will assume that you are still an individual contributor. You will forget that you’re responsible for the team, forget to delegate tasks or you will be hesitant to give away some power. The first failure mode is that the quality of work drops, which leads to being behind schedule.

The overarching goal behind management and why it’s important

Your job as a manager is to get things done at scale.

Delegation and Delegating Tasks

Fake delegation is giving not enough context and not enough power to shape things. Successful delegation builds trust in the team. Saying, “Go figure it out….or else” is when the team starts talking to each other about the manager not being trusting of the team.

The manager’s job is to delegate aggressively.

Opinions become facts, and team is demoralized (within the new manager death spiral).

Management can be seen as a career restart. With our industry’s habit of not formally training people…

Lessons learned…let others shape your thinking…augment your obvious and non obvious weakness with a diverse team… delegate more than is comfortable.

Notes on the Q&A

How do you recognize management potential in software developers? Empathy tied into emotional intelligence, can the engineer read the room and being situationally aware, it’s a good leading indicator.

How to build trust with management above? Managing up is the same as managing team, clear communication and trust. During rapid growth, bad politics happens a lot within companies.

What’s the biggest management mistake you’ve made in the past year? Would assume data literacy of team but didn’t frame the narrative and shared too much data which led to drama, thought was doing right thing through transparency.

How do I get team to give critical feedback? Started with one on ones, always have an agenda. Dial it up and give feedback that is positive and negative. Slight increase every month and then ask whether they have feedback for you. At some point they will trust you enough to give feedback. Just listen, don’t try to understand, stop and say it back “what I heard was this”. Then they correct, and it builds trust. Anecdote it took a year to get this feedback and to build that trust. “Feedback is a gift.”

Recommendations for newly promoted to manager? What if you are promoted above your friends? First couple of months with friends, be explicit about friend hat and manager hat, same person just changing the context. Set boundaries. You can’t fire your friends but as manager you can fire them. You have to be deliberate about this.

Measure manager, 4 things to look for. Vision, can you describe a compelling future. Strategy, can you design the road signs and deconstruct the vision into road signs to guide the team. Tactics/execution…Judgement and decision making, you’re coming to crossroads all the time so why choose one path or another and how well do you explain it. Subjective and kinda objective.

Asks team leads about plans they have for growth of team.

Serial lack of training, where to get it? More important is getting company culture to train internally and usually first question he asks is how do we train managers. If small set up mentorship circles or use external resources.

How do you interview for judgment? My job is soup tasting (metaphor) what I’m looking for is how you explain path A or path B selection and need you to explain to me why did you choose that path. If you can explain it well and your strategy around that choice is explained well and you walk through it, is how he susses out judgment, was it a flip of a coin or decision with real consideration.

Do we need managers? Holacracy isn’t working out at Zappos or Medium. He thinks that managers serve a force multiplication function. Managers are there as information conduits and to lead growth of team. Self managing teams at scale need some form of management even if it isn’t called that.

From coaching and trust standpoint, how to build trust on remote team? It’s hard to do this, has bias to look face to face to know what’s really going on. Tries to travel a lot to meet the team. Depends on culture of team, how they answer questions and deference to managers. Moment when it blows up is if remote employees start to feel like second class citizens. Avoids remote, being able to see the whole team gives ability to read the room better.

Should managers be direct contributors? There are four roles to grow into, be CEO CTO VP of engineering or chief architect. Aspiration to be CEO moves to see other parts of business. VP of engineering is people and process. CTO is operations and still coding. Chief architect is still writing code. You need to be able to draw a clear path to each of those roles.

When you learn how well you’re doing is when there’s an emergency, it’s okay to fail and reflect and learn. Fail faster and make managers feel safe. Say what happened, and say it’s ok if you screw up, and work on the problem instead of worrying about the failure.

How do you efficiently delegate? At a small startup under 20 people you have the team and don’t need managers, but when you get past 20 to 50 or more, you need to start bringing in managers with good judgment to connect things together. They give the scaling function to the organization.

When you delegate, do you focus on delegating to people’s strengths? Sometimes things need to go fast and needs velocity, delegate to strength, tends towards growth mindset and will delegate based on learning/growth.

How do you improve reading the room as a skill? Advise extroverts to listen, introverts already listen more.

How do you manage people who don’t take feedback well? They need to have a safe environment of feedback, the manager needs to show that this is a valuable transaction and valuable communication.

Technical details…A minute a slide? Something like that. Slide text was at bottom and hard to see.

Categories: Leadership

Scrum Methodology Diagram

For project managers who are training in SCRUM agile, here is a scrum methodology diagram for reference:

scrum methodology diagram

Scrum Agile Methodology

  1. User stories (and tasks, features, etc.) are written and added to the product backlog. These can be written by the team, the project manager, project owner, or any other stakeholder.
  2. The Product Owner (or project manager) organizes the product backlog.
  3. During a sprint planning meeting, user stories are selected for design and development and implementation and prioritized into the sprint backlog by the product owner.
  4. The team works on the items in the sprint backlog with the Scrum Master helping to unblock team members.
  5. Every day the team meets for a daily scrum meeting where they discuss what they are working on and if they are blocked or stuck on anything.
  6. At the end of a sprint, there is a retrospective to see what went well and what needs to change.
  7. Then the cycle begins again with new user stories added, existing user stories selected for development and so on.

What is the Product Backlog?

The product backlog is the list of potential user stories that can be worked on. The list can contain tasks bugs and features as well.

It can be organized by priority, by estimated dollar value, by urgency, by number of customers who would be happy, or by some other criteria.

What is a User Story?

In contrast to traditional project management where work packages are worked on, in agile you have a user story. Each user story includes the user persona or actor. It also includes what they would like to be able to do in the system.

Examples of user stories

  • As an author, I would like to write a book (for a word processor)
  • As the system administrator, I would like to view all performance metrics of our active systems
  • As an educator, I want to create a course outline
  • As an teacher, when creating a course outline, I want to include PDF presentation files and images
Categories: Leadership

ACM partners with Social Coder: volunteer software development

The Association for Computing Machinery (ACM) has announced that they will be partnering with Social Coder. Social Coder is where software developers can volunteer their skills to help charities and non-profits.

Social Coder aims to match software developers with charities that are working on causes that they care about such as the environment, international aid, education or homelessness. Volunteer software development projects are not only a way to help but a way to build up your own skills and to become more valuable in the job market and in your community. There are a lot of charities that need some technical help. With your software development experience, charities can accomplish much more. You, as a developer, can help make every donation they receive go further in helping others.

I’ve been a member of the ACM since May 2012, so almost 5 years and what caused me to join was their extensive Digital Library which gives you access to some of the most important computer science papers in the industry. I was also sold on the access to Safari Books Online and to the Communications of the ACM which is highly relevant to computer scientists and software development professionals alike.

Join Social Coder To Volunteer Your Skills

I just signed up for Social Coder and encourage other developers to do the same. It’s easy to get started in volunteering. Also, it’s a good way to build up more skills and to practice them in volunteer software development projects.

If you are looking for other volunteer opportunities, check out some local hackathons. I participated in the ArthritisHack, hosted by Hacking Health, which focused on healthcare, charities and volunteering.

Categories: Leadership

4 Things To Know About Teamwork

Here are the four things to know about teamwork:

  1. When the situation is tense, call a timeout, it’s the only thing that will work
  2. Information needs to be as close as possible to the team members that can make use of it
  3. Be aware of the message you’re sending as a team leader, senior developer, CTO because it affects how the team works together
  4. Some team members want to learn new things and develop their skills, you absolutely must help them do that whenever possible

https://speakerdeck.com/omouse/4-things-to-know-about-teamwork-for-software-engineering-teams

Continue reading “4 Things To Know About Teamwork”

Categories: Leadership, Portfolio

Quoted in “The Secrets Behind Great One-on-One Meetings”

I was recently quoted in the free ebook from O’Reilly, “The Secrets Behind Great One-on-One Meetings”. As an aspiring interview coach for software developers, it feels great to offer advice especially on the subject of one-on-one meetings.

It’s a great short ebook and very useful for those wanting to see the value of one-on-one meetings. Teams function more smoothly when team leads and managers take the time to have one-on-one meetings. While it can be tempted to put them off or to try and broaden your reach by using surveys instead, a one-on-one is more useful and personal.

Check out the book and look for my quote!

Categories: Leadership, NeverFriday Leadership Podcast

Episode #1 – Team Lead As Coach

In the first episode of the NeverFriday Leadership Podcast, I talk about the fixer vs the coach way of thinking when leading a team and about the team lead as coach.

Download the “Team Lead As Coach” episode of the NeverFriday Leadership Podcast

In this episode I mention Jill Geisler’s article on What Great Bosses Know “Are you a coach or a fixer” http://whatgreatbossesknow.com/?p=2052

Categories: Leadership

From 0 to 90 Days: Forming Your Team

Dave Kellogg has written a solid article about the 90-day rule and leadership. This is the rule where it takes 90 days for the team you’re leading to become your team. As a new team leader, it can take some time to get used to your team and to figure out who the great team members are and who are the ones that need some mentoring, coaching or training.

In project management, they talk about forming, storming and norming your team. Within 90 days, your team will pass through each of those stages. Initially, the team forms. Then, there is some storming and conflict that is resolved to build up a better functioning team. Finally, with your leadership, the team is in the norming stage where everyone works well together.

Leadership is Investing Your Time Understanding Your Team

Kellogg has great tips on how to handle this situation, where you have inherited a team and are expected to lead them:

Invest a lot of your early time in understanding your team.  Their strengths and their weaknesses.  What their internal customers think of them.  What you think of their work.  What coworkers think.  Understand their backgrounds, interview them, and go review their LinkedIn profiles or CVs.

He suggests that team leaders understand the personal wants and needs of their team. As a result, you become a more effective leader because you are using empathy to relate with your team. Also it can lead to your becoming a better coach and mentor, because you understand what they’re looking for in a career:

Remember that it’s about personal wants and needs.  Where do your team members want to be in a few years?  Do they see a way to get there from here at your company?  Are they happy with short-term constraints or are they struggling to get out of meetings in time to hit childcare before those draconian fines kick in?

You can read the full article here, highly recommend it.

Categories: Leadership

5 reasons managers are addicted to “fixing” – and how to recover

This is an excellent article on why a fixer mentality is common among new managers. A fixer goes over the work of someone else and fixes it to match their standards, or they take on the work themselves entirely. This is bad because it isn’t delegation and shows a lower trust in a person’s work. Most managers are addicted to the fixer mentality.

Continue reading “5 reasons managers are addicted to “fixing” – and how to recover”

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