Presenting Lessons I've Learned

Up until a few years ago I'd never done any type of public speaking. I'm outspoken among friends, but generally shy around strangers. However, some opportunities presented themselves and I decided to take the leap into the world of presenting. I thought it might be helpful to document some lessons I've learned. If you decide to take the leap into presenting, I hope these ideas make your journey a bit easier than mine.

• Get Help - I took a class at Speakeasy (NYC). The class that I took forced me to stand in front of a small group of strangers, present on any topic I liked, and have the entire thing recorded. I learned about things that I was doing wrong, but I also got to see what mistakes the other people in the class were making. It was the single largest thing that improved my public speaking.
• Practice - the last public talk I gave was at QCon SF 2008. In the weeks leading up to that talk I rehearsed the presentation at least 25 times. There's so many reasons why a presentation can go wrong, so you'll want to make sure you have the content down cold. You'll lose the audience's trust if at any time you look as though you don't have the content down 100%.
• Don't Script Jokes - at QCon London 2008, I was feeling nervous and chatting with Jim Webber. Jokingly, I said "maybe I'll open with: My name is Jay Fields, and yes, I'm American, but I guess you already knew that from my weight problem". Jim thought it was "brilliant". So I opened with the joke. But, it didn't come out smooth or well-timed, it came out dry and forced. No one laughed, and I got to start out my presentation with awkward silence. If you're naturally funny, it's fine to improv a joke in the middle of the presentation; otherwise, I suggest sticking to the content.
• Know Your Audience - Audience's will react to your content in different ways based on several factors, it's important to consider these factors when putting together your content. For example, a local Rails User Group may laugh at your joke about DBAs. However, at QCon there are likely to be DBAs, CTOs, and other audience members who may not find your DBA humor amusing. It's also valuable to consider language barriers. In Europe, where my audiences often very mixed, jokes never seemed to amuse the audience in my talks or any that I attended. Maybe, the humor didn't translate well, or maybe I was moving too quickly. Either way, I made a mental note to stick to the content when my audience was likely to speak English as a second language.
• Look Natural - At Speakeasy I learned that "arms at your sides" is how to look natural to the audience. It's extremely uncomfortable and feels unnatural to me, but I have the recorded video to show that I'm wrong. The problem is, if you are always waiving your arms around, or hiding them behind your back, you distract the audience. That's not to say you should never move your arms, but do it less often. I tend to point or gesture way too often, so whenever I notice that I am, I just naturally put my arms down and focus on doing that for a bit.
• Face Forward - When you turn your back on the audience, you lose them. Especially if you are talking with your back to them. Instead, take small, backward steps and always face the entire audience.
• Pictures - pictures are really the way to go. If you put text on the screen, people will read the text and tune you out. Some presenters are amazing enough that they get away with no slides at all. I don't suggest starting there. Technical conference-goers are used to slides. However, you can stick to pictures for your slides. If you have pictures that support your ideas, you can have slides while still forcing the audience to pay attention to you for content delivery.
• Short Text - If you must use text, don't use sentences, paragraphs, definitions, or anything else lengthy. A few words, as little as possible is the only way to go. If the audience is reading, they aren't listening to you.
• No Bullets - If you must you text, avoid bullets. Instead, show one line at a time and hide or shade the other lines.
• Code Is Acceptable - Some ideas are more easily expressed with a snippet of code. Don't avoid code when code is the best choice. Instead, when you bring the code up, give the audience 30 seconds (or whatever is appropriate) to digest the code, and then begin to discuss it. Just remember, as long as the code is on the screen, there will be people reading, and not paying attention to you.
• No Distractions - Distractions can ruin a presentation. Excessive transitions, morphing text, blinking text, etc all take away from the message that you are trying to express. I remember seeing a Flex presentation at RailsConf where the presenters showed their Flex Twitter Client. It was really pretty, and kept popping up tweets from conference attendees. Putting it up was awesome, leaving it up was the worst possible choice. I can't remember anything they said after they put up the application. I tuned them out for the remainder of the talk, and read all the tweets that kept popping up. I didn't mean to, but I was drawn to the shiny objects. After the talk I asked a few friends if the presentation was any good. They had no idea, we were all entranced by the twitter client.
• Start Small, Build Up - My wife is the first to hear (suffer) though any presentation that I put together. I practice it a few times, then present it to her, then practice a few more times, then move on to a slightly larger venue. A User Group or some peers at work are good audiences for a new talk. After you present to 10-20 people, you should feel pretty confident about giving the same presentation to 100-200 people.
• Be Original - If you use a template provided with Powerpoint or Keynote, it's likely that someone else at the conference will be using the same template.
• Be Yourself - In my presentations I almost always swear and make some kind of sarcastic remark. That's how I act among friends and when I act like myself in presentations people tend to accept that what I'm saying is what I believe, not what I'm trying to pitch.
• Record Coding - Don't live code unless you've practiced it 100 times, know how to deal with all possible problems, and are Justin Gehtland. Okay, I'm (sort-of) kidding about having to be Justin. However, the reality is that live coding is really, really hard. Often, you can express the same thing with a recorded coding session and there's little to no chance that things will go wrong. Justin has acting, teaching, and presentation training. He's also ridiculously smart. Those things combined mean he can carry a live coding session even when things go very wrong. If you have the same background, go for it. Otherwise, stick with the, much more likely to succeed, recorded coding session.
• Questions - Pause for questions a few times during your presentation. It allows you to give color on ideas that you may not have clearly expressed. It also gives the audience the chance to see that you really know what you are talking about. For me, it also helps me relax and provide conversation, instead of simply lecturing.
• Breathe - You know your content, the audience doesn't. Chances are you are going too fast. The simple rule of thumb is, the audience is always at least 5 seconds behind whatever you are saying. If you take the time to breathe or take a sip of water, you give them the opportunity to catch up.
• Relax - The best presentation ratings I've ever gotten were when I gave a presentation entirely hungover. I thought I was going to be terrible. But, I was too hungover to be nervous, and I gave a straightforward, natural presentation on the ideas. I'm not advocating that you get drunk the night before your presentation, but do take steps to relax, if you know how. For me, I like to have friends in the audience, a drink about an hour before the presentation and a drink right after. It's my ritual and it helps ensure that I'm as relaxed as possible.

Almost everything I learned I got from Neal Ford, Jim Webber, and Dan North. Thanks for the ideas, gentlemen. If I left anything out, it would be cool to see additional lessons that you've learned throughout the years.

Update:
Steve Vinoski said...
I'd add the following:

• Always repeat any questions asked of you before answering them. This is important not only for the audience in front of you, but also especially for any audience viewing a recorded session at a later time.
• Don't be afraid to answer "I don't know" if someone asks you a question you don't know. The audience would rather hear honesty than some made-up BS. Presumably you possess specialized knowledge or wisdom, otherwise you wouldn't be up there speaking, but that doesn't mean you know everything, and frankly the audience doesn't expect you to.
• Ask the audience questions. This helps keep them engaged. Remember, your talk is really more about them than it is about you, so gauging the audience and adjusting accordingly can help maximize the value of your message to them.
• Should you encounter an audience member who wants to challenge you and argue with you, just politely decline to engage by saying you'll be happy to discuss the issue with them after the talk. Back-and-forth arguments with an audience member lose and annoy most of the rest of the audience almost immediately, and since you're probably not repeating every statement the arguer makes, anyone watching a recording of the argument hears only half of it and you lose them immediately.
• Above all, respect your audience and they'll respect you. Except in extremely unusual circumstances, they want you to succeed because that way they'll get the most out of your talk. If you're a new or nervous speaker, keeping that in mind can help put you at ease.

Polyglot World

At QCon 2008 Steve Vinoski told me he uses at least 4 languages pretty much every day. At the time I thought 4 seemed like a lot of languages to use. Are we ready for a world where programmers need to know so many languages?

If you think about building a web application, you probably need to know a server-side language, HTML, Javascript, CSS, SQL, etc. Of course, there's no easy way to draw a line and say that those are, or are not all languages. I'm not sure the distinction matters, what does matter is having effective tools to get your job done. Maybe 4 languages isn't surprising.

I've worked on projects where C# and SQL were all we used; however, I think those days are coming to an end.

As an example, let's start with books. I'm currently reviewing Martin Fowler's upcoming DSL book. For his examples, Martin chose Java and C# where possible, and Ruby where a dynamic language was necessary. I think his language choices are pragmatic and wise. It's easy to agree and not give the idea another thought. However, his choice is a departure from his traditional usage of Java and C# exclusively.

Martin didn't add a new language because he changed his mind about dynamic languages, he added a new language because our industry changed it's mind about dynamic languages. Dynamic languages are now an acceptable choice for many projects, and an appropriate language addition for authors looking to appeal to the widest audience.

If Martin ever publishes another version of Refactoring, I expect it will have examples in several different languages. Refactoring: Ruby Edition contains several refactorings that are impossible to do in Java and C#. I have no idea what languages will be popular at the time of another Refactoring release; however, I think we will see a diverse set of languages and refactorings that target specific languages.

However, the polyglot movement can be found in the industry even more so than in books. Twitter is known to use both Ruby and Scala. Google uses C++, Java, Python, and Javascript. At DRW Trading we use any language that will help us get to market faster. Any given day, working solely on my project, I could be working with Java, C#, Clojure, Ruby or other even more interesting options. Steve's "4 language" statement doesn't surprise me at all these days.

You can also look at the multiple languages on the CLR and the JVM as further proof that as an industry we are willing to look to multiple languages to solve individual problems. The interoperability allows us to use the languages and paradigms we prefer for specific tasks, while working toward a greater solution. From personal experience, using Java and Clojure together has been a big productivity boost on several occasions.

As I already mentioned, in the web world you often need to master several languages to be effective. As a young developer, learning each language is probably a daunting task. However, I think having several targeted languages is part of the reason that web application development has been so successful. Targeted languages often give you the power and simplicity that allow you to get your job done without thinking about overly complex abstractions.

People often forget that "one language to rule them all" also implies that the language will attempt normalize everything. However, there are obviously efficiency gains to be had if you choose languages that play to the strengths of a paradigm or platform. The web proves this by having languages that target and solve specific problems. I wouldn't want to write CSS or Javascript in another language, even if it allowed me to solve all my problems with only 1 language. I prefer languages that increase my effectiveness to languages that reduce my learning requirements.

Ruby took a bold and productive step by introducing features that worked exclusively on Linux. As a result, several tasks are very simple to do on Linux and impossible on Windows.I applaud the choice. It makes my life easier when I'm on Linux, and I know I have to find another solution when I'm working on Windows. I'll take those options over some poor abstraction that feels painful on both platforms.

And, that's where I see our industry moving. Languages targeted at specific problems and run on specific platforms. The languages will be easier to create and use. There's been a movement in our industry towards simplicity for some time. This is just another logical step in that direction.

The days of one language for all problems and platforms are dwindling, which is nice. I prefer the polygot world.

Refactoring: Ruby Edition available.

Refactoring: Ruby Edition is available (and In Stock) on amazon.com.



Sorry it took so long, I hope it is worth the wait.

Pressure, Expressed in Initial Development Time

def Initial Development Time: In software development projects, initial development time (IDT) is the length of time it takes from the project's first line of code until the business derives notable value from it.

I've done plenty of projects in my career, some with an IDT of a few months and some with an IDT of a year or more. Based on those projects I've decided that I like the following equation to express the pressure felt by a team at any given moment during the IDT.

pressure = Fibonacci(current month of IDT)

note:This equation assumes all other variables are normal. Obviously a team that must finish a project in a month or suffer dire consequences will feel a much different amount of pressure.

During the first month, the team feels 0 (which represents almost no) pressure. There's no legacy code, few broken builds, no requirements issues. During the second and the third month, the team feels 1 (which represents more, but still very little) pressure. The first mistakes and hurdles have been found. The architecture is being pushed.

The following months follow the fibonacci sequence. At month four, the team feels a pressure of 2. At month five, the team feels a pressure of 3. And, so on.

The sequence isn't meant to be out of 100, 1000, or any other number. It's purpose is to show the progression of pressure as the as months of IDT pass. In an ideal world, a manager would understand that a team under extreme pressure will underperform, and the manager would do everything in his or her power to reduce the IDT.

Consequences
Pressure can be good in moderation. Many Agile teams have iteration point goals which pressure the team to get a reasonable amount of work done per iteration. Unfortunately, pressure also tends to have the boiling frog effect.

Pressure often leads to compromises on quality. Far too often I've heard "let's just get this done, and then we'll clean it up." This is a good strategy if you are planning on cleaning immediately after completion (red/green/refactor). However, if you plan on cleaning it up "in the future", that step (the majority of the time) is forgotten.

Fibonacci works well for this (quality related) equation also.

% of code that "sucks" = min(80, Fibonacci(current month of IDT))

Most people wont admit that the code they are currently writing is poor, which helps explain why the percentage rarely reaches over 80%. Also, there's often some code that was written early, and never needed to be modified. Late in a project, looking at that code may be the only thing that keeps you sane.

sidenote: 50% of the time "this code sucks" can be directly translated to "I didn't write this code". On a project with many months of IDT you are bound to experience some turn-over, thus the amount of code that "sucks" is destined to go up. And, even if the original code didn't suck, the modifications done by the person who only half-understands the code probably do suck.

Innovation also seems to suffer on projects with many months of IDT. A typical (well functioning) project team tends to spend 20-30% of their time experimenting with new ideas that will make them more productive in the future. When innovations are found the dividends often greatly exceed the original time investment. Even when no innovations are found, the team often benefits from the experience gained.

Unfortunately, during IDT people begin to forget the value in innovation. They seem to visualize a path to the finish and charge down that path full speed with no regard for hurdles or environment changes. They are often unable to see the value in any time spent that doesn't already have "proven" value. Very soon, you begin to hear: "let's just get this done, and then we'll look at better solutions."

Between (unclean? dirty?) poorly written code and lack of innovation, the chances of dragging a code base out of darkness dwindle quickly as the IDT months drag on.

Lies
Many Agile believers will tell you that the problems with pressure can be alleviated with Milestones. This is patently false. A solution isn't valuable to a business until it provides notable business value. You may be 13 iterations into the project with 2 milestones behind you, but if the business isn't deriving value, you haven't done anything more than show them partially working software. Partially working software is great for building trust, but it alleviates zero pressure with respect to IDT.

Options
The only real remedy to the negative consequences of a long IDT is to create a shorter IDT. There truly is no alternative.

Unfortunately, some projects truly do take many months to deliver business value. I've found that some pressure can be alleviated if the team recognizes and adjusts to the pressure.

The 3 most helpful things I've found are:

• Weekly (scheduled) 1 on 1 discussions between the team lead and each member of the team.
• Take vacation. One person out for a week isn't nearly as catastrophic as a team full of burnt out people.
• Set aside, and always use, experimentation time. Innovations can give you a big boost that the project will definitely need in the long run.

Thanks to Lance Walton for feedback, and the phrase "Initial Development Time"

Staying Current: A Software Developer's Responsibility

I have a personal hatred for weekend conferences*. To me, a weekend conference ensures that I'll be "working" for 12 straight days.

I understand that opinion isn't universal.

Some people have problems getting time "off" to attend conferences. These situations feel like a fundamental misunderstanding of a software developer's responsibilities. Part of your (software developing) job is staying up on current technologies. That means doing some research during your day.

(almost directly stolen from Ward on technical debt)
If you spend your entire day coding and never looking at new things, you accrue productivity debt. In the short term (say the last week of a release), it makes sense to take on a little debt. However, in the long term, assuming little or no payment, the interest (where interest equals the gap between your skills and the current solutions) will render you a NZPP (Net-Zero Producing Programmer). In a typical organization you can coast as a NZPP for around 6 months and slowly transition to a NNPP.

It is your responsibility not to become a NZPP (or NNPP). Most talented software developers refuse to work with NZPPs. At the point that you become NZPP, you usually have to declare bankruptcy (with regard to software development). You generally have two choices: take a much lower paying job where you can learn new things or move into another role. If you want to be a software developer, neither of these outcomes is desirable.

Luckily, you have the power to avoid becoming a NZPP. Most employers will happily buy you technical books and send you to technical conferences. In my opinion, whether or not you took advantage of these benefits should be noted on your performance review. Not staying current as a software developer, especially when the opportunity is offered to you, is software malpractice.

I once created a list of things I look for in potential team-mates.

• Have you tried Test Driven Development? Can you name something you liked and something you disliked?
• What language(s) that are gaining popularity, but not yet mainstream, have you written Hello World in?
• Do you read books or blogs looking for new ideas at least (on average) once every two weeks?
• Do you at least attempt to learn a new language every year?
• Have you ever run a code coverage or cyclomatic complexity tool against your codebase?

A commenter said something along the lines of

Not everyone has the personal free time to dedicate to doing all of these things

And, that is the fundamental flaw. Employees (and even some employers) seem to think that these are activities that should be done in your off time. I can't disagree more. These are things that a responsible developer needs to do as part of their job, thus it can be done during work hours.

20% time isn't something Google invented, it's just something they named, formalized and made popular. The activity itself is something good software developers have been doing for years. I applaud Google for making it a standard, thus ensuring that it's employees always have the opportunity to stay current. However, your company doesn't need to standardize on 20% time for you to stay current.

It's your responsibility to make time in your day to read a book or a blog.

You should also take advantage of a company sponsored trip to a conference. If you've attended conferences before and derived little value, I highly suggest the QCon conferences and JAOO.

Once you start doing research as part of your job you'll find that conferences are just like work, except the focus is 100% on research. And, it's not something you want (or should have to) spend your personal time on, it's just another productive day of doing what you have a responsibility to do.


* Which is why Josh and I run SpeakerConf Tuesday-Thursday. You can travel to, attend and travel home without missing a weekend day.