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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?
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.
If you’re interested in improving the design mindset in your engineeringculture, I hope that the following techniques provide you with some food for though. Provide Design Training & Coaching Training can accelerate the design learning process for any engineer or architect. Investing in design should be rewarded.
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.
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.
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.
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?
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.
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.
Autonomy & Alignment: Spotify EngineeringCulture – part 1, Henrik Kniberg, 2019. Balancing these factors is critical to good performance in Agile organizations. Difficulties in Creating Autonomy and Alignment Creating a performance culture of high alignment and high autonomy is not a one-time effort.
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.
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.
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.
The last topic I would like to address is our main theme for the upcoming period: Creating EngineeringCultures for our Customer. These are some of the aspects for empowering your IT-crew and creating and truly adopting an engineeringculture that will help your company to attract and keep top talent.
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. What we have discovered in implementing emerging technology at U.S. Banking on technology and people The largest technology investment for U.S.
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. Structurally, this is a perfectly sound way of organizing teams. (Some suggest it never was.) In theory, this is great.
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.
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.
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.
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.
Our engineeringculture embodies the essence of open source, and it’s a small contribution to the community ? As hackathons are becoming increasingly popular, companies and organizers are coming up with many out-of-the-box ideas for swags. a token of respect, a small payback.
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. I have generally seen strong alignment on such values in some teams or departments, but rarely within entire organizations. Fostering Human Processes.
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.
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.
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.
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.
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. .
culture, ethnicity, gender, society). According to Barry Oshry, a system is a set of interconnected elements organized to achieve a particular purpose or function. The Theory U process provides a framework for understanding and facilitating change in individuals, organizations, and social systems.
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.
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.
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.
Lead and influence practices in the organization that lead to greater operational experiences. It is expected that someone filling the SRE role will have some responsibility in all these categories, although which will be their main focus will vary from organization to organization and, within each org, from person to person.
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
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.
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.
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.
In periods of both smooth sailing and rough waters, organizations depend on their leaders to steer the vessel. They asked us to provide guidance on enabling their leaders to steer their organization in the new direction. To be successful, organizations need to accept system and process failures as a means of learning.
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. Join our team.
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 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.
In many organizations, automated testing lags behind and becomes a bottleneck for successful continuous delivery. Either tests do not provide enough confidence or companies take a very traditional approach, resulting in releases either introducing substantial risks or becoming costly.
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.
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