Management challenges while building a healthy engineering culture. Avoiding agile anti-patterns, while promoting a systemic view of the organisation. Team motivation: key drivers and pitfalls.
5. processes and tools Over individuals and interactions
Agile is the tool
Agile is a process
Best practices
One size fits all
Collaboration
7 Sins of Scrum and other Agile Antipatterns
Sean Dunn and Chris Edwards
Tools to support agility
Agility is a mindset
Principles & values
Context
Shared ownership
over
6. status Over flow of value
Showing progress
Checking boxes
“My part is done”
Starting
Individual utilisation
Specialization
7 Sins of Scrum and other Agile Antipatterns
Sean Dunn and Chris Edwards
Delivering value
Learning & adapting
“Team is done”
Finishing
Team throughput
Generalization
over
7. stories Over strategy
Buckets (chunks of work)
“I want it all” Gluttony
Listening to customers
“I know what they need”
Tasks
Following orders
7 Sins of Scrum and other Agile Antipatterns
Sean Dunn and Chris Edwards
Filters (flow of value)
Minimum viable product
Learning what they really need
Validating hypothesis
Stories
Understanding why
over
8. crap Over Craftsmanship
Almost done
Velocity
Testing quality in
Technical debt is evil
Cost of crap
7 Sins of Scrum and other Agile Antipatterns
Sean Dunn and Chris Edwards
Really done
Quality
Building quality in
Technical debt is debt
Cost of delay
over
9. iterations Over releases
Potentially shippable
Commitment
Capacity planning
7 Sins of Scrum and other Agile Antipatterns
Sean Dunn and Chris Edwards
Releases
Focus on value
Velocity planning
over
10. illusion Over reality
Gross velocity
Unpointed stories
Velocity
Estimation
Microestimation
Vanity metrics
7 Sins of Scrum and other Agile Antipatterns
Sean Dunn and Chris Edwards
Net velocity
Best estimate
Quality
Forecasting
Macroestimation
Decision metrics
over
11. organisational hacks Over leadership
Controlling inputs
Micromanagement
Taking sides
Meetings
Certification
7 Sins of Scrum and other Agile Antipatterns
Sean Dunn and Chris Edwards
Controlling outputs/outcomes
Macromanagement
Serving the whole team
Actions & resolutions
Qualification
over
15. manager
as a servant
The servant-leader is servant first…
It begins with the natural feeling that one wants to
serve, to serve first.
Then conscious choice brings one to aspire to lead.
16. manager
as a servant
John Daily, a businessman whose outwardly
successful life is spiraling out of control.
He is failing miserably in each of his leadership roles
as boss, husband, father, and coach.
To get his life back on track, he reluctantly attends
a weeklong leadership retreat at a remote
Benedictine monastery.
17. “management is
too important
to be an exclusive
of managers”
Management should be Everyone’s Job
Everyone should learn to manage the system instead of managing each other
19. the wisdom of crowds
Large groups of people are smarter
than an elite few,
no matter how brilliant—better at
solving problems, fostering innovation
or coming to wise decisions
22. culture is
a social construction
culture is
an organic being that must be fed
engineering culture
promotes a unified mindset for engineering
23. user post @ Quora
“I'm having Software Engineering offers from
both Facebook and Twitter.” […]
“From what I've read, I think Twitter might
be better than Facebook in most of the
factors except for monetization and growth
issues, which I don't care about as an
Engineer.
The thing that I do care about is the
engineering culture. ”
25. what motivates people?
Salary
increase
Which of these do you consider to be the most effective motivator?
poll
quick Stock
options
Praise from
manager
35% 52%
Cash
Bonus
60% 67%
McKinsey Quarterly survey
http://www.mckinsey.com/insights/organization/motivating_people_getting_beyond_money
26. what motivates people?
McKinsey Quarterly survey
http://www.mckinsey.com/insights/organization/motivating_people_getting_beyond_money
27. what motivates people?
1. Challenging Work
2. Recognition
3. Employee Involvement
4. Job Security
5. Compensation
http://www.mckinsey.com/insights/organization/motivating_people_getting_beyond_money
McKinsey Quarterly survey
5
top
28. Accenture Strategy 2015 U.S. College Graduate Employment Study
Only 15% of 2015 grads said they would "prefer" to work for large
corporations
Main reason:
in startups, your work can have a more direct and immediate
impact on the organisation
29. what motivates people?
Autonomy give meaningful feedback, choice over
how to do things, and encouragement
Mastery give space and support the push to
reach a little higher, to foster
improvement, continual mastery, and
growth.
Purpose help employees connect to something
larger than themselves, get them out
of mere measurement by numbers and
figures, connect work to people and
values
30. what motivates people?
theory X/Y/Z
authoritarian
repressive
tight control
developmental
empowering
giving
responsibility
“average person
dislikes work, is lazy,
prefers to be directed,
and must be coerced to
perform”
“people will apply self-control and self
direction in the pursuit of goals; they
seek/accept responsibility, are
creative and can exercise self-
guidance”
McGregor William Ouchi
“innovation will be fostered if
we assign a lot of freedom and
trust with workers; workers have
a strong loyalty and interest in
team working and the
organisation”
stable
employment
high productivity
high morale
high satisfaction
31. what motivates people?
Maslow hierarchy of needs
self
actualisation
esteem
love and belonging
safety
physiological
achieving full potential, creativity,
problem solving, being challenged
self-esteem, confidence, achievement,
prestige, feeling of accomplishment
intimate relationships, friendship
security, employment stability,
resources, safety, salary
rest, warmth, food, water
self-fulfilment needs
psychological needs
basic needs
33. what motivates people?
Clayton Alderfer’s ERG
Existence
needs
Relatedness
needs
Growth
needs
satisfaction/progression
frustration/regression
34. 42% of the global workforce reports
being disengaged at work
90%
of leaders say employee
engagement is essential to their
business
75% of leaders don’t have an
employee engagement strategy
44. perks
are
everything
not
Our brains are programmed to habituate quickly to circumstances.
We tend to tune out events that happen repeatedly, no mater how positive.
Sometimes, in order to continue enjoying something we love, we need to miss it.
Variety and random events are helpful.
52. case
zappos
“We’ve actually passed on a lot of really smart,
talented people that we know can make an
immediate impact on our top or bottom line, but if
they’re not good for the company culture, we
won’t hire them for that reason alone”
Tony Hsieh, Zappos CEO
53. case
zappos
Social tests
“Nice guy” test
Service test
Response timings
4 weeks in customer support
3K USD offer to leave after 1st week
Only 2 to 3% take the offer.
58. ec@
facebook
Two main key values: Focus on impact + commitment to growth
“Move fast and break things”
Evolved to “Move fast with a stable infra” (not so catchy)
No individual code ownership
“There is often no one to impose consistency, even at a granular level,
within a single component. Code is likely to age faster.”
“There is a lot more opportunity for people to bring up new frameworks or
components (that often overlap and compete with existing ones) without
providing adequate support and maintenance.”
59. ec@
airbnb
Autonomy
once code is merged engineers deploy their own changes
engineers “own their own impact”.
“Each engineer is individually responsible for creating as much value for our
users and for the company as possible.”
When it fails?
engineers work with the site reliability team to write a blameless post-mortem
https://medium.com/airbnb-engineering/engineering-culture-at-airbnb-345797c17cbe, by Mike Curtis
60. ec@
airbnb
Career parity
Pay scales are parallel.
“there’s no compensation advantage for getting into engineering management at
Airbnb”.
“becoming a manager isn’t about getting promoted; it’s about changing the focus
of your work. Managers are facilitators.”
https://medium.com/airbnb-engineering/engineering-culture-at-airbnb-345797c17cbe, by Mike Curtis