Slide 1

Slide 1 text

Let's go fast! Creating a culture of frontend performance @andrewhao

Slide 2

Slide 2 text

We value performance

Slide 3

Slide 3 text

But first, a detour From Liberian tailors and their apprentices, to Xerox representatives, back to us

Slide 4

Slide 4 text

Learning + Practice Combined Tailors' Alley Apprentices Liberian Tailors Jean Lave, cultural anthropologist, embedded herself with the apprenticed tailors of Tailors' Alley in Monrovia, Liberia Image credit: "Jean Lave and community of practice"

Slide 5

Slide 5 text

Learning + Practice Combined Tailors Alley Apprentices Liberian Tailors Learning is not done in a vacuum. Apprentices learned by participating in daily life as a tailor, in the community of craft. We learn by doing, with each other!

Slide 6

Slide 6 text

Breakfast as information transfer ...this happened When this happened... Xerox Field Reps Xerox PARC anthropologists studied behaviors of Xerox techs in the field Community knowledge spread via breakfast! Images: [1], [2]

Slide 7

Slide 7 text

Breakfast as information transfer ...this happened When this happened... Xerox Field Reps Xerox empowers the techs to create their own knowledge base to leverage organic learning. Saves Xerox $100MM! Images: [1], [2]

Slide 8

Slide 8 text

Situated Learning

Slide 9

Slide 9 text

Situated Learning "Community of Practice"

Slide 10

Slide 10 text

Communi ties of Practice

Slide 11

Slide 11 text

Communi ties of Practice the modern software org modern Agile practice

Slide 12

Slide 12 text

"Spotify Model" Image: is-no-spotify-model-for-scaling-agile/

Slide 13

Slide 13 text

"Spotify Model" Gather functionally-similar folks together to hone their craft a.k.a. a "guild", or community of practice

Slide 14

Slide 14 text

What is a Community of Practice?

Slide 15

Slide 15 text

Scaling pains As the organization grows, coordination costs get higher Top-down decrees won't work Shift the culture through a community of practice!

Slide 16

Slide 16 text

How it works at Lyft

Slide 17

Slide 17 text

How it works at Lyft 1 Find your allies 2 Define the charter (learning & practice) 3 Tap into intrinsic motivators (autonomy, mastery, purpose)

Slide 18

Slide 18 text

How it works at Lyft 5 Low barriers to entry - learn by presenting 6 Record all presentations for archiving 4 Simple agenda & rotating roles

Slide 19

Slide 19 text

Tools Lighthouse runner Lighthouse runner 1 Long-term performance trends & accountability Fight bundle bloat before merges Emit modern performance metrics across the fleet Bundle Size Reporter 2 3 Fleetwide Perfor- mance Dashboards Core Web Vitals Plugin 4 Emit modern performance metrics across the fleet Make metrics visible in on- call channels

Slide 20

Slide 20 text

Tools are our most effective culture levers Making information visible through tooling is a powerful way to help people care about performance

Slide 21

Slide 21 text

Docs Wins & case studies 1 Build the case for the value of Web perf on the business Great for onboarding and teaching perf concepts to newcomers Emit modern performance metrics across the fleet Tutorials and guides 2 3 SLO configs Guide people to set up their service for observability and reliability

Slide 22

Slide 22 text

Time - bound We schedule to only run for a quarter at a time, which ensures that everybody involved is able to fully commit

Slide 23

Slide 23 text

Over to you What change do you want to see? Where can you start a community?

Slide 24

Slide 24 text

Start small Look for that one other person. Share some articles. Starting a brown bag discussion group.

Slide 25

Slide 25 text

Don ' t wait for permission You can start today!

Slide 26

Slide 26 text

Thanks ! Thanks to our very amazing community: Akif S, Andrew O, Eric B, Diana A, Faizan V, Jay M, Joanne D, Jose P, Kim T, Marcos I, Mihir M, Ming C, Paul Y, Seth T and many more