Same Thing Happens Every Time
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This document discusses patterns found in management, movies, and mythology. It summarizes Joseph Campbell's monomyth theory about common patterns in hero stories and provides examples from movies like Star Wars and The Matrix. It then discusses similar patterns found in software teams, including tensions between "academic" and "utilitarian" approaches, dealing with problem employees, and the tyranny of structurelessness. Finally, it addresses common patterns around time pressure and scheduling in projects.
Same Thing Happens Every Time
- 1. S A M E T H I N G H A P P E N S E V E RY T I M E : M A N A G E M E N T, M O V I E S , & M Y T H O L O G Y PA U L M . J O N E S • @ P M J O N E S • J O I N D . I N / E V E N T / M A D I S O N P H P 2 0 1 5
- 2. A B O U T M E • 8 years USAF Intelligence • BASIC in 1983, PHP since 1999 • Jr. Developer, VP Engineering • ZF1, Aura, Relay, Radar • PSR-1, PSR-2, PSR-4 • mlaphp.com
- 3. PAT T E R N S I N S O F T WA R E
- 4. T H E C A M P B E L L M O N O M Y T H
- 5. – H E I N L E I N , Q U O T I N G R U T H E R F O R D There is only one science. It is called physics. Everything else is stamp-collecting.
- 6. PAT T E R N S I N M O V I E S S TA R WA R S , P R I N C E S S B R I D E , T R O N , T H E M A T R I X , S TA R T R E K , T H E H U N G E R G A M E S , H A R RY P O T T E R , T H E L A S T A I R B E N D E R ( T V )
- 7. T W O G U Y S A N D A G I R L • A strong independent woman and two dudebros • Not strictly Campbell but common in modern hero(ine) stories
- 8. PA R E N T T R O U B L E
- 9. A L O N E I N T H E W O R L D
- 10. O L D M A N A S M E N T O R
- 11. G I F T O F ( M A G I C A L ) A S S I S TA N C E
- 12. B I G H A I RY H E L P E R
- 13. E V I L R U L E R & E N F O R C E R
- 14. Y O U ’ V E S E E N I T; Y O U C A N ’ T U N S E E I T • Basic introduction to Campbell • Observational, not predictive • You’re going to see it everywhere • Delight in discovery and recognition • Make sense of stories (and life)
- 15. PAT T E R N S I N T E A M S
- 16. “ U T I L I TA R I A N ” V S “ A C A D E M I C ”
- 17. T I M E O R I E N TAT I O N • Future-oriented: “first do it right, refactor as needed” • “Academic”, detailed, patterns, abstracts, layers, interfaces, testing • Present-oriented: “first get it done, then make it faster” • “Utilitarian”, rapid, “simple”,prove that I need it, do the least needed
- 18. A N E C E S S A RY T E N S I O N • What is practical depends on what you want to practice. • Highly adapted systems become less adaptable • E.g., contractors vs consultants • Strike the right balance between future and present
- 19. P R O B L E M C H I L D
- 20. L’ E N FA N T T E R R I B L E • Competent, intelligent, knowledgable, talented • Low empathy, remember hits/forgets misses • Games the rules; does not take instruction well • “Student syndrome”; negotiates conditions post-facto • Has never really “failed” in own mind
- 21. H O W T O H A N D L E P R O B L E M C H I L D • Works well in a team … but only when leading it! • Independent work: thrives on responsibility • Leadership role: sword that cuts two ways • Fire/release/let go
- 23. U N S T R U C T U R E D M E R I T O C R A C Y
- 24. T H E T Y R A N N Y O F S T R U C T U R E L E S S N E S S • (Jo Freeman, via Laura Thomson) • No explicit formal hierarchy • Earn position by merit • No defined standard of merit • Hierarchy is informal and implicit • In-group, or out
- 25. D E A L I N G W I T H I N F O R M A L S T R U C T U R E • Recognize that hierarchy exists (ALL members) • Identify social hierarchy positions and holders • Decide if you like you where you are • Concentrate more on social strategies, less on technical ones • Toby Young, “The Fall Of The Meritocracy”
- 26. T H E E V I L R U L E R : T I M E
- 27. – B R O O K S ’ L A W ( F R E D B R O O K S ) Adding manpower to a late software project makes it later.
- 28. – T I M O T H Y L I S T E R People under time pressure don’t think faster.
- 29. – D O U G L A S H O F S TA D T E R It always takes longer than you expect, even when you take into account Hofstadter's Law.
- 30. – D O U G L A S H A R T R E E The time from “now” until “the completion of the project” tends to become constant.
- 31. H A N D L I N G S C H E D U L E P R E S S U R E • Extend deadline (“free”) • Reduce scope (not free) • Parallelize independent tasks (not free)
- 32. E V I L R U L E R ’ S E N F O R C E R ? C U S T O M E R S , O W N E R , P R O J E C T M A N A G E R , T E A M L E A D
- 33. C O N C L U S I O N
- 34. • Patterns in movies: hero(ine)s, old mentor, gift of assistance, strong helper • Patterns in teams: “academic/utilitarian”, problem child, meritocracy, time • Recognize these patterns to deal with them effectively
- 35. T H A N K S ! • paul-m-jones.com • @pmjones • leanpub.com/mlaphp • joind.in/event/madisonphp2015