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Culture Matters

129b5ff44f5d43b6e7cf6703211abe7e?s=47 Tuenti
December 04, 2016

Culture Matters

129b5ff44f5d43b6e7cf6703211abe7e?s=128

Tuenti

December 04, 2016
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  1. CULTURE MATTERS AND YOU SHOULD CARE ABOUT IT @Kinisoftware kini@tuenti.com

  2. AGILE IS ALL ABOUT DOGMAS

  3. AGILE IS ALL ABOUT DOGMAS

  4. AGILE IS ALL ABOUT VALUES

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

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

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

    12 N
  8. CULTURE IS ALL ABOUT…

  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.
  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.
  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.
  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.
  13. CULTURE IS ALL ABOUT VALUES

  14. WEAK CULTURE WHERE THERE IS LITTLE ALIGNMENT WITH ORGANIZATIONAL VALUES,

    AND CONTROL MUST BE EXERCISED THROUGH EXTENSIVE PROCEDURES AND BUREAUCRACY.
  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.
  16. CULTURE VALUES

  17. CULTURE VALUES

  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
  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
  20. CULTURE VALUES EVERYONE IS PART OF THE TEAM AND WE

    COMMUNICATE FACE TO FACE DAILY COMMUNICATION
  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
  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
  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
  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
  25. DAILY CULTURE, DAILY PRACTICES

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

    you
  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
  30. PRACTICES Trust REPEAT WITH ME:

  31. PRACTICES ๏ Users / Customers ๏ Product Managers ๏ Tech

    Leads / Scrum Masters ๏ UX ๏ Designers ๏ Programmers NO HEROES
  32. PRACTICES NO HEROES ZERO Trust me, you don’t want heroes

    REPEAT WITH ME:
  33. PRACTICES ๏ Daily / Bi-weekly / Quarter meeting ๏ Planning

    game ๏ Small releases ๏ Retrospectives ๏ Try, tune, adapt and break the rules WORKING CYCLES & AGILE LITURGIES
  34. PRACTICES Try, tune, adapt and break the rules REPEAT WITH

    ME:
  35. PRACTICES ๏ Communities of practices ๏ Share knowledge ๏ Side

    projects ๏ Give <3 to your code ๏ Energized work LEARNING & SLACK
  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:
  37. PRACTICES CODING PRACTICES (1/2) ๏ Code and tests guideline standards

    ๏ Technical debt ๏ Pair programming/Code reviews ๏ Code collective ownership ๏ Documentation
  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)
  39. PRACTICES Be pragmatic Be a good boy scout Keep your

    axe sharp Raise the bar REPEAT WITH ME:
  40. CULTURE IS ALL ABOUT VALUES

  41. CULTURE IS ALL ABOUT PEOPLE

  42. SO

  43. SO PEOPLE MATTER

  44. Q&A

  45. THANKS!! ;) INSERT YOUR FEEDBACK HERE @Kinisoftware kini@tuenti.com