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Culture Matters

Tuenti
December 04, 2016

Culture Matters

Tuenti

December 04, 2016
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  1. CULTURE IS ALL ABOUT… … FROM WIKIPEDIA ORGANIZATIONAL CULTURE REPRESENTS

    THE COLLECTIVE VALUES, BELIEFS AND PRINCIPLES OF ORGANIZATIONAL MEMBERS AND IS A PRODUCT OF SUCH FACTORS AS HISTORY, PRODUCT, MARKET, TECHNOLOGY, STRATEGY, TYPE OF EMPLOYEES, MANAGEMENT STYLE, AND NATIONAL CULTURE; CULTURE INCLUDES THE ORGANIZATION'S VISION, VALUES, NORMS, SYSTEMS, SYMBOLS, LANGUAGE, ASSUMPTIONS, BELIEFS, AND HABITS.
  2. CULTURE IS ALL ABOUT… … FROM WIKIPEDIA ORGANIZATIONAL CULTURE REPRESENTS

    THE COLLECTIVE VALUES, BELIEFS AND PRINCIPLES OF ORGANIZATIONAL MEMBERS AND IS A PRODUCT OF SUCH FACTORS AS HISTORY, PRODUCT, MARKET, TECHNOLOGY, STRATEGY, TYPE OF EMPLOYEES, MANAGEMENT STYLE, AND NATIONAL CULTURE; CULTURE INCLUDES THE ORGANIZATION'S VISION, VALUES, NORMS, SYSTEMS, SYMBOLS, LANGUAGE, ASSUMPTIONS, BELIEFS, AND HABITS. ORGANIZATIONAL CULTURE IS AN EMERGENCE – AN EXTREMELY COMPLEX INCALCULABLE STATE THAT RESULTS FROM THE COMBINATION OF A FEW SIMPLE INGREDIENTS.
  3. CULTURE IS ALL ABOUT… … FROM WIKIPEDIA ORGANIZATIONAL CULTURE IS

    AN EMERGENCE – AN EXTREMELY COMPLEX INCALCULABLE STATE THAT RESULTS FROM THE COMBINATION OF A FEW SIMPLE INGREDIENTS. ORGANIZATIONAL CULTURE REPRESENTS THE COLLECTIVE VALUES, BELIEFS AND PRINCIPLES OF ORGANIZATIONAL MEMBERS AND IS A PRODUCT OF SUCH FACTORS AS HISTORY, PRODUCT, MARKET, TECHNOLOGY, STRATEGY, TYPE OF EMPLOYEES, MANAGEMENT STYLE, AND NATIONAL CULTURE; CULTURE INCLUDES THE ORGANIZATION'S VISION, VALUES, NORMS, SYSTEMS, SYMBOLS, LANGUAGE, ASSUMPTIONS, BELIEFS, AND HABITS.
  4. CULTURE IS ALL ABOUT… … FROM WIKIPEDIA ORGANIZATIONAL CULTURE REPRESENTS

    THE COLLECTIVE VALUES, BELIEFS AND PRINCIPLES OF ORGANIZATIONAL MEMBERS AND IS A PRODUCT OF SUCH FACTORS AS HISTORY, PRODUCT, MARKET, TECHNOLOGY, STRATEGY, TYPE OF EMPLOYEES, MANAGEMENT STYLE, AND NATIONAL CULTURE; CULTURE INCLUDES THE ORGANIZATION'S VISION, VALUES, NORMS, SYSTEMS, SYMBOLS, LANGUAGE, ASSUMPTIONS, BELIEFS, AND HABITS. ORGANIZATIONAL CULTURE IS AN EMERGENCE – AN EXTREMELY COMPLEX INCALCULABLE STATE THAT RESULTS FROM THE COMBINATION OF A FEW SIMPLE INGREDIENTS.
  5. WEAK CULTURE WHERE THERE IS LITTLE ALIGNMENT WITH ORGANIZATIONAL VALUES,

    AND CONTROL MUST BE EXERCISED THROUGH EXTENSIVE PROCEDURES AND BUREAUCRACY.
  6. STRONG CULTURE IS SAID TO EXIST WHERE STAFF RESPOND TO

    STIMULUS BECAUSE OF THEIR ALIGNMENT TO ORGANIZATIONAL VALUES. IN SUCH ENVIRONMENTS, STRONG CULTURES HELP FIRMS OPERATE LIKE WELL-OILED MACHINES, ENGAGING IN OUTSTANDING EXECUTION WITH ONLY MINOR ADJUSTMENTS TO EXISTING PROCEDURES AS NEEDED.
  7. CULTURE VALUES ๏INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS. ๏WORKING

    SOFTWARE OVER COMPREHENSIVE DOCUMENTATION. ๏CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION. ๏RESPONDING TO CHANGE OVER FOLLOWING A PLAN. AGILE
  8. ๏COMMUNICATION ๏SIMPLICITY ๏FEEDBACK ๏COURAGE ๏RESPECT XP CULTURE VALUES ๏INDIVIDUALS AND

    INTERACTIONS OVER PROCESSES AND TOOLS. ๏WORKING SOFTWARE OVER COMPREHENSIVE DOCUMENTATION. ๏CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION. ๏RESPONDING TO CHANGE OVER FOLLOWING A PLAN. AGILE
  9. CULTURE VALUES EVERYONE IS PART OF THE TEAM AND WE

    COMMUNICATE FACE TO FACE DAILY COMMUNICATION
  10. CULTURE VALUES EVERYONE IS PART OF THE TEAM AND WE

    COMMUNICATE FACE TO FACE DAILY COMMUNICATION WE WILL DO WHAT IS NEEDED AND ASKED FOR, BUT NO MORE SIMPLICITY
  11. CULTURE VALUES EVERYONE IS PART OF THE TEAM AND WE

    COMMUNICATE FACE TO FACE DAILY COMMUNICATION WE WILL DO WHAT IS NEEDED AND ASKED FOR, BUT NO MORE SIMPLICITY WE DEMONSTRATE OUR SOFTWARE EARLY AND OFTEN THEN LISTEN FEEDBACK
  12. CULTURE VALUES EVERYONE IS PART OF THE TEAM AND WE

    COMMUNICATE FACE TO FACE DAILY COMMUNICATION WE WILL DO WHAT IS NEEDED AND ASKED FOR, BUT NO MORE SIMPLICITY WE DEMONSTRATE OUR SOFTWARE EARLY AND OFTEN THEN LISTEN FEEDBACK WE TELL THE TRUTH ABOUT PROGRESS & ESTIMATES. NO ONE EVER WORKS ALONE COURAGE
  13. CULTURE VALUES EVERYONE IS PART OF THE TEAM AND WE

    COMMUNICATE FACE TO FACE DAILY COMMUNICATION WE WILL DO WHAT IS NEEDED AND ASKED FOR, BUT NO MORE SIMPLICITY WE DEMONSTRATE OUR SOFTWARE EARLY AND OFTEN THEN LISTEN FEEDBACK WE TELL THE TRUTH ABOUT PROGRESS & ESTIMATES. NO ONE EVER WORKS ALONE COURAGE EVERYONE GIVES AND FEELS THE RESPECT THEY DESERVE AS A VALUED TEAM MEMBER RESPECT
  14. PRACTICES ๏ Vision ๏ Ubiquitous language ๏ Why? Why? Why?

    Why? Why? ๏ On-house customer / Project Manager ๏ Reporting ๏ [Don’t blame|Don’t take decisions] till you have all the information you can DON’T BLAME & CUSTOMER INVOLVEMENT & ROOT-CAUSES ANALYSIS
  15. PRACTICES ๏ Vision ๏ Ubiquitous language ๏ Why? Why? Why?

    Why? Why? ๏ On-house customer / Project Manager ๏ Reporting ๏ [Don’t blame|Don’t take decisions] till you have all the information you can DON’T BLAME & CUSTOMER INVOLVEMENT & ROOT-CAUSES ANALYSIS
  16. PRACTICES ๏ Put as many of team members in one

    room as possible ๏ Sit closer people that will interact more with each other ๏ A person should be able to walk into your project space and get a very clear sense of what you are working on and where you are up to. ๏ Keep the team focused on what they are they to do ๏ Trust SIT TOGETHER* & INFORMATIVE WORKSPACE * I HAVE LITTLE EXPERIENCE WORKING REMOTELY
  17. PRACTICES ๏ Users / Customers ๏ Product Managers ๏ Tech

    Leads / Scrum Masters ๏ UX ๏ Designers ๏ Programmers NO HEROES
  18. PRACTICES ๏ Daily / Bi-weekly / Quarter meeting ๏ Planning

    game ๏ Small releases ๏ Retrospectives ๏ Try, tune, adapt and break the rules WORKING CYCLES & AGILE LITURGIES
  19. PRACTICES ๏ Communities of practices ๏ Share knowledge ๏ Side

    projects ๏ Give <3 to your code ๏ Energized work LEARNING & SLACK
  20. PRACTICES That programmer is a person That designer is also

    a person Even that product manager is Wait! C’s are also people REPEAT WITH ME:
  21. PRACTICES CODING PRACTICES (1/2) ๏ Code and tests guideline standards

    ๏ Technical debt ๏ Pair programming/Code reviews ๏ Code collective ownership ๏ Documentation
  22. PRACTICES ๏ Automatization & CI & CD ๏ Knowing and

    mastering your tools ๏ Incremental design ๏ That code you just saw is also your responsibility ๏ Improve your code is up to you CODING PRACTICES (2/2)
  23. PRACTICES Be pragmatic Be a good boy scout Keep your

    axe sharp Raise the bar REPEAT WITH ME:
  24. SO

  25. Q&A