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Culture Matters

Tuenti
December 04, 2016

Culture Matters

Tuenti

December 04, 2016
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  1. CULTURE MATTERS
    AND YOU SHOULD
    CARE ABOUT IT
    @Kinisoftware
    [email protected]

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  2. AGILE IS ALL
    ABOUT DOGMAS

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  3. AGILE IS ALL
    ABOUT DOGMAS

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  4. AGILE IS ALL
    ABOUT VALUES

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  5. AGILE IS ALL ABOUT…
    VALUES
    PRINCIPLES
    PRACTICES
    AGILE MANIFESTO

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  6. AGILE IS ALL ABOUT…
    VALUES
    PRINCIPLES
    PRACTICES
    AGILE MANIFESTO

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  7. AGILE IS ALL ABOUT…
    VALUES
    PRINCIPLES
    PRACTICES
    AGILE MANIFESTO
    4
    12
    N

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  8. CULTURE IS ALL
    ABOUT…

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  9. 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.

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  10. 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.

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  11. 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.

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  12. 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.

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  13. CULTURE IS ALL
    ABOUT VALUES

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  14. WEAK CULTURE WHERE THERE IS LITTLE
    ALIGNMENT WITH ORGANIZATIONAL
    VALUES, AND CONTROL MUST BE
    EXERCISED THROUGH EXTENSIVE
    PROCEDURES AND BUREAUCRACY.

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  15. 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.

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  16. CULTURE VALUES

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  17. CULTURE VALUES

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  18. 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

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  19. ๏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

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

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  21. 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

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  22. 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

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  23. 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

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  24. 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

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  25. DAILY CULTURE,
    DAILY PRACTICES

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  26. 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

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  27. 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

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  28. PRACTICES
    Don’t blame
    REPEAT WITH ME:
    Tomorrow it may be you

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  29. 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

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  30. PRACTICES
    Trust
    REPEAT WITH ME:

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  31. PRACTICES
    ๏ Users / Customers
    ๏ Product Managers
    ๏ Tech Leads / Scrum Masters
    ๏ UX
    ๏ Designers
    ๏ Programmers
    NO HEROES

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  32. PRACTICES
    NO HEROES
    ZERO
    Trust me, you don’t want heroes
    REPEAT WITH ME:

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  33. PRACTICES
    ๏ Daily / Bi-weekly / Quarter meeting
    ๏ Planning game
    ๏ Small releases
    ๏ Retrospectives
    ๏ Try, tune, adapt and break the rules
    WORKING CYCLES & AGILE LITURGIES

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  34. PRACTICES
    Try, tune, adapt and
    break the rules
    REPEAT WITH ME:

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  35. PRACTICES
    ๏ Communities of practices
    ๏ Share knowledge
    ๏ Side projects
    ๏ Give <3 to your code
    ๏ Energized work
    LEARNING & SLACK

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  36. 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:

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  37. PRACTICES
    CODING PRACTICES (1/2)
    ๏ Code and tests guideline standards
    ๏ Technical debt
    ๏ Pair programming/Code reviews
    ๏ Code collective ownership
    ๏ Documentation

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  38. 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)

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  39. PRACTICES
    Be pragmatic
    Be a good boy scout
    Keep your axe sharp
    Raise the bar
    REPEAT WITH ME:

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  40. CULTURE IS ALL
    ABOUT VALUES

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  41. CULTURE IS ALL
    ABOUT PEOPLE

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  42. SO
    PEOPLE MATTER

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  43. THANKS!! ;)
    INSERT YOUR FEEDBACK HERE
    @Kinisoftware
    [email protected]

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