Building a development culture

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Social media tools and careful team design can allow you to create a fully functional, collaborative development environment - filled with critical thinking, and productivity.

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  • According tothe National Staff Development Council – providing tools to enhance social connections in users improves collaborationImproved collaboration also improves productivity results. http://www.learningforward.org/standards/collaborationskills.cfm
  • Building a development culture

    1. 1. Building a development culture Using social media tools for development collaboration
    2. 2. Why social media tools Collaboration on software projects improves both quality and productivity By their nature, software engineers, and QA tend to be less comfortable in collaborative environments By providing tools to enhance collaboration, companies will help their bottom line Social media tools assist technical users in overcoming comfort barriers
    3. 3. What makes a good developmentteam? The DISC model for personality profiles The Skunkworks model for development team roles DISC profiles for each role, while not set in stone, tend to be good predictors of performance What makes a well rounded skunkworks style development team?
    4. 4. What is DISC D – Decision making or Leader/Follower I – Inspiration or the “Gift of gab” – social quotient S – The “worker bee” factor – how much you can tolerate doing the same thing repetitively C – Calculator mode – are you a detail person or a big picture person
    5. 5. How the scores work Everyone has the same total score Scores are allocated over DISC with some scores being positive, others negative There is NOTHING WRONG with a negative score – everyone has usually 2 positive and 2 negative scores Scores can be illustrated as a radar chart showing the score in each category, by role
    6. 6. A balanced team profile Lee - Samantha - Back Eloise - Design Helen - Customer manager John - QA Joe - PM end Developer engineer advocateD 6 3 5 3 6 2I 7 2 7 2 1 6S 1 6 2 3 4 7C 2 7 3 6 7 4sum 16 18 17 14 18 19 Inspiration Perfectionist Persuader Objective Thinker Investigator Agent
    7. 7. A well balanced team D 7 6 5 4 3 Lee - manager 2 John - QA 1 Joe - PM C 0 I Samantha - Back end Developer Eloise - Design engineer Helen - Customer advocate S
    8. 8. Unbalanced team profile Lee - Samantha - Eloise - Helen - manag John - Joe - Back end Design Customer er QA PM Developer engineer advocateD 6 3 3 3 3 3I 7 2 2 2 2 2S 1 6 6 3 3 3C 2 7 7 6 6 6sum 16 18 18 14 14 14 Inspira Perfecti Perfecti Objective Objective Objective tion onist onist Thinker Thinker Thinker
    9. 9. An unblanced team D 7 6 5 4 3 Lee - manager 2 John - QA 1 Joe - PM C 0 I Samantha - Back end Developer Eloise - Design engineer Helen - Customer advocate S
    10. 10. Good developer tendencies Developers and QA people tend to be Objective thinkers, investigators and perfectionists – All these personality types have low I scores – making socialization more difficult This proves the “geek factor” to some extent – people who are good at software development tend not to be as facile with their social skills.
    11. 11. Programmers hiring programmersdilemma When we hire programmers, we mostly hire for skills, not for personality profiles. A well rounded team is frequently not the goal – people tend to hire others like themselves, without a plan in place otherwise As a result programming teams – without outside intervention – tend to be less collaborative than other types of teams
    12. 12. How can social media toolshelp Technology geeks love their toys The very act of creative problem solving requires taking your mind off the problem from time to time Interacting with other like-minded team members introduces new perspectives on perplexing problems Development teams frequently find that interacting electronically is less distracting than face to face conversations
    13. 13. Teambuilding Companies spend thousands on “organized” team building activities Trust evolves not from an organized activity but from building personal relationships – if you care about what happens to someone else – you end up trusting them Being able to rely on a team member to respond to a suggestion or provide an alternative makes for the best teams
    14. 14. Specific tools Facebook/LinkedIn  Use private groups and pages to communicate among the team  Allow team members to participate without having to “friend” each other – but don’t discourage friending teammates  From an HR perspective have policies in place to control the interaction between superiors and their employees.
    15. 15. Specific tools Wikis/Microsoft OneNote/Sharepoint/Microsoft Teams  Create centralized repositories for notes, project progress updates, etc.  Open editing allows members to contribute at their own level of comfort  Create standards for reporting various types of things  Weekly standup meetings to review blockages  Use Wiki-like tools to track specs and scope
    16. 16. Specific tools Instant messaging  Yes I know that your employees frequently sit side by side  Yes I know it seems silly to provide them with secure instant messaging  OTOH – allows quick and easy exchange of info, questions, and is semi-interrupt driven (IE you can respond when you have time)  Encourages interaction, overcoming the “cube boundaries”
    17. 17. Specific tools Cloud or locally based shared document repositories  Sharepoint, google docs, office365 – all provide a way for documents to be shared among a number of users  Document sharing makes information accessible to all
    18. 18. Specific tools Linked in groups  Allow professionals to interact together to solve problems  Many programmers motivated by “geek one-upmanship” - allowing them to crow about achievements improves morale  International interaction improves the caliber of your employees, and the reputation of your company.
    19. 19. Specific tools Twitter/G+ - Short message tools allow “crowd-sourcing” answers  Providing answers to questions online improves your companies reputation and used properly can become a source of leads  A programmer is only as powerful as the network they can leverage when they need an answer  Why reinvent the wheel when someone else has invented it.
    20. 20. “old” tools Search and forums  Search makes forums so much more useful  Forums allow “niche” users to discuss specific issues in an environment filled with only other niche users  Finding the answers to problems and helping debug thorny issues is especially effective if you can target the correct forum
    21. 21. Dangers and pitfalls Social media time sink – how much is too much? HR policy violations – when are you mixing work and home too much Monitoring your reputation online Creating private workspaces and keeping them private
    22. 22. OS-Cubed can help Provide personality profile analysis Full 360 degree team assessment Help and advice on setting up productivity and social tools Gather professionals in HR to assist in policy Coaching, goal setting, agile implementations
    23. 23. OS-Cubed contact info www.os-cubed.com Lee Drake: ldrake@os-cubed.com

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