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Bridging the gap between vision and execution in the effort to create a robust, engaged engineering workforce depends heavily — though not solely — on culture. So, how do you continuously improve corporate culture — and, in this case, an engineeringculture — that inspires people to do their best work every day?
In my experience, the culture is better and the results are better in orgs where engineers and architects obsess over the design of code and architecture. In orgs where it’s all about delivering tickets as quickly as possible or obsessing over technology, the culture and results are poorer. The same applies to coaching.
So building a cohesive internal culture is integral to IT success, as well as achieving personal and professional goals. What supports our organizational strategy from technology is building an engineeringculture, being customer-obsessed and outcome-focused, and simplifying and modernizing our technology stack.
We chatted with many organizations that are using GitHub or moving to GitHub. We shared our insights into how to do a proper migration, how to enable your organization with Copilot, and how to start using GitHub advanced security to improve the security posture around your co de. All in all, around 500 people visited our booth.
Gone are the days of making well-thought documents who are reviewed and tested by colleagues in the organization. The solution proposed and decisions made not only have to fit the context of the team, but as well as the organization. Organizing architecture guided by two perspectives.
Gone are the days of making well-thought documents who are reviewed and tested by colleagues in the organization. The solution proposed and decisions made not only have to fit the context of the team, but as well as the organization. Organizing architecture guided by two perspectives.
Similar to the familiarity of “Open Source”, InnerSource encourages collaboration within the confines of an organization. InnerSource Commons is a community-driven organization that aims to promote and facilitate the adoption of InnerSource practices to improve software development within organizations.
My favorite discussion of the topic is Robert Austins, who wrote Measuring and Managing Performance in Organizations. Given that I couldnt give my CEO what he wanted without creating dysfunction in engineering, what could I give him? I said, If we had the best product engineeringorganization in the world, what would it look like?
As Smale explains, “Our engineeringculture is open and centered around teams owning services and being responsible for running them in production.”. He explains that innersource gets projects out in the open, making it easier to discover and reuse and build on code across the organization. Get new ideas to customers faster.
Equally, we’re seeing really interesting things happening with large, traditional healthcare organizations and with government leadership,” Hultman Kramer added. Daily has real platform potential — it’s a great product with stellar engineeringculture, coupled with Kwin’s experience building video for the enterprise.
Agile practitioners often refer to the four quadrants that make up the culture of autonomy and alignment. As one of the most reused concepts of the past decade, it demonstrates how teams need autonomy to be efficient, but must be aligned with the organization’s goals and roadmap.
The below image was made famous in a video by Henrik Kniberg, where he explains how work was organized into Squads, Tribes, and Guilds. Many people see the structure and try to mimic it in their organization. Culture will eat any structure. Structurally, this is a perfectly sound way of organizing teams.
Bank over the years is that effectively deploying and making use of new tools requires a skilled and diverse workforce and a technology team with a strong engineeringculture to support it. These efforts have also shifted our employee culture to acknowledge that working in technology means you will always be learning and growing.
If you add a culture in which we continuously help each other by focusing on what we can still improve, that sometimes can become a bit scary. The last topic I would like to address is our main theme for the upcoming period: Creating EngineeringCultures for our Customer. Agile is a company way of working, not an IT one.
At the same time, human interactions define the protocols and operational dynamics, encompassing processes, mutual understandings, cultural norms, regulations, and ethical standards of business conduct. culture, ethnicity, gender, society). How Can We Explain the Problem of a Society or an Organizational Context When We Are Part of It?
Much less happens organically through osmosis, or at the literal watercooler, but at the same time many of the challenges all teams face, like communication and collaboration, are exacerbated when we’re distributed across locations and time zones. Much less happens organically through osmosis, or at the literal watercooler.
As various teams within your organization are discovering new ways to leverage Kubernetes, they’re adopting a growing number of clusters to support their project efforts. And if there are dozens of potential software versions in use, managing all of them across the organization is nearly impossible.
We fully embrace blameless engineeringculture and the DevOps principle of “you build it, you run it,” but the distributed nature of both our system and our teams has made that connection, communication, and resolution difficult. We’ve made deep investments there that have paid off.
Early 2018, we promised ourselves to create an environment which would bring a culture of positivity and change in the developer ecosystem. HackerEarth Djangothon is stepping to a culture of open innovation. Our engineeringculture embodies the essence of open source, and it’s a small contribution to the community ?
Establishing SRE in a software delivery organization typically requires a socio-technical transformation. This paper presents how agile coaching has been employed to run an SRE transformation in a 25-teams strong product delivery organization. By Philipp Gündisch, Vladyslav Ukis.
Are you starting on your platform engineering journey? Platform engineering can help organizations reduce cognitive load for development teams, and create a significant improvement in developer experience (DevEx) as well as several other areas. This is true in lagging organizations but even in places that are more innovative.
Generally referred to as “infrastructure as code,” it extends healthy coding practices and well-organized repositories to any and all of your software. It goes beyond just engineeringculture and draining the backlog using harmonious collaboration. Yet I believe there’s a new, more significant challenge ahead.
When I joined Discover® Financial Services in 2021, the company was executing its Runway: Mission 80,000 Feet vision to transform the engineeringculture toward product-centricity. We came together as one team across the organization to create a culture of continuous learning, knowledge sharing, and improvement.
That untruth has lived for a long time but it’s going to start running out of oxygen very quickly, though there are some hard-core engineeringcultures that hang on to that mystique and worship the ability to be these grumpy know-it-alls.” That might continue to work for a few rarified geniuses, he adds.
The official definition of DevOps is “a software engineeringculture and practice, that aims at unifying software development and software operation.” Large enterprises usually have a complex organization structure, with a lot of teams working in silos. However, DevOps and SRE teams are not so different.
I’ll then tie them to principles I believe are critical to fostering resilient organizations, and how these likely bubble up to be found in Honeycomb’s product. We build teams hoping to do that 1-5% and giving little attention to the rest, then wonder how to fix that culture. Fostering Human Processes.
I had shared my initial experiences and impressions in this post and thought it would make sense to check back in now that I’ve had the opportunity to spend time learning about the team, the culture, and the code base more in depth. . Lead and influence practices in the organization that lead to greater operational experiences.
It’s been a fascinating opportunity to rebuild an engineeringorganization from the inside, and I’m loving every minute. We’re introducing a lot of cutting-edge software development practices, such as self-organizing vertically-scaled teams and Extreme Programming. Culture doesn’t change easily. It tends to snap back.
Software Engineering at Google — a new O’Reilly book. Covers Google’s unique engineeringculture, processes, and tools, and how these aspects contribute to the effectiveness of an engineeringorganization.
Getting Stuff Done Days (GSDD) is an initiative used by many top companies to improve the quality of the software development and boost a proactive, continuous improvement-based engineeringculture in their organizations. Before the GSDD every member of the team can propose an idea to work on, and organize a team around it.
Keeping all these people, who are working in different buildings and time zones and countries, connected to each other and the organization is one of the great obstacles of leading remote and distributed teams. Teams are focused around overlapping time zones, even though the organization as a whole draws from a worldwide talent pool.
Managers within enterprise organizations are a success factor for enterprise change (sources). Changing hard controls, such as reward schemes and changing the organization architecture, are not always available for managers as tools to achieve enterprise change. The example of the mobile game is also through within organizations.
No one has these roles perfectly carved out right now — there’s just too much to do and not enough people to do it — but knowing where these three disciplines do and don’t overlap will help organizations evolve and take advantage when they are ready. By Narayanan Raghavan
Think of observability as the best gift organizations can give to developers (and, ultimately, to their bottom lines). Create an engineeringculture that makes releasing new features routine According to the DORA metrics , elite DevOps teams deploy code multiple times a day.
The goal of an exemplar is to show how DDD can be applied within a specific organization. You don’t have to call it a “DDD Exemplar” in your organization, you’re welcome to use any name you prefer. Choosing where to focus is a balancing act: delivering new products, fixing legacy software, and improving engineeringculture.
Should we include the development organization’s ability to stabilize the cost of behavior change and associate it with the costs of structural changes? In our model of developer productivity, how can we account for the distribution of knowledge and experience in a team or organization? Some manual tasks are automated.
The goal is to change how we change into a more organic, bottom up process. . With this dynamic, the manager’s “helicopter” view of the organization is the most important perspective. Everyone has a unique view of what the organization needs and only through finding commonalities among people’s perspectives will change stick. .
In periods of both smooth sailing and rough waters, organizations depend on their leaders to steer the vessel. DevOps represents a change in IT culture. They asked us to provide guidance on enabling their leaders to steer their organization in the new direction. The case for DevOps leadership.
Many healthy engineeringcultures avoid relying heavily on user acceptance testing due to its unreliability, cost, and time consumption. In the user acceptance phase of software testing, developers provide part or all of the application to end-users or their representatives to model real-world interactions and functionality.
However, there are some organizations that seem to have an easier time of it than others. Resilience is an activity they perform, rather than a property attributable to the organization. Change from within There are at least two more or less formal institutions that an organization can create to coordinate their observability efforts.
The SRE team is now four engineers and a manager. We are involved in all sorts of things across the organization, across all sorts of spheres. Lead and influence practices in the organization that lead to greater operational experiences. It’s been a while.
This is especially true when your organization is in high-growth mode. A few years ago, the engineering team at CircleCI had doubled year over year and became more globally distributed. After all this growth, we were running into challenges around evolving our engineeringculture. Drive toward alignment. Join our team.
As our Field CTO Liz Fong-Jones says , production excellence is important for cloud-native software organizations because it ensures a safe, reliable, and sustainable system for an organization’s customers and employees. A CoPE helps organizations cultivate the practices and tools necessary to achieve that consistently.
This is especially true when your organization is in high-growth mode. A few years ago, the engineering team at CircleCI had doubled year over year and became more globally distributed. After all this growth, we were running into challenges around evolving our engineeringculture.
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