Why Having Impact Matters for Good Developers (GOTO Berlin)
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Why Having Impact Matters for Good Developers (GOTO Berlin)

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Why is it so hard to create an adequate working environment for good developers? Why do we have insecure managers, lots of hierarchy levels, and micromanagement instead in so many companies? It's so ...

Why is it so hard to create an adequate working environment for good developers? Why do we have insecure managers, lots of hierarchy levels, and micromanagement instead in so many companies? It's so simple to make things better: Remove the classic tech lead, avoid the Peter principle and let small teams organize themselves. Agreed, that's not easy, and there are challenges. But I see it work everyday around me. It means that developers have to care for a bit more than just code, but the rewards are freedom to have own choices and to have a real impact on the product. Let's see how this works in reality, what works great and where there are still things to improve.

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    Why Having Impact Matters for Good Developers (GOTO Berlin) Why Having Impact Matters for Good Developers (GOTO Berlin) Presentation Transcript

    • What motivates developers? How to build a company to maximize motivation? Having Impact Matters Jesper Richter-Reichhelm (@rirei)
    • Money is important ... but intrinsic motivation is even more important
    • Check out his TED talk at http:// bit.ly/1gqPsVe • • • Daniel Pink Autonomy Mastery Purpose
    • Linda Rising • • • Check out her keynote at http:// bit.ly/1fJ87dz Purpose Making progress Reaching goals daily
    • My takeaway • • • • • Self organization Improving yourself Incremental work Meaningful work Changes
    • Company takeaways Organize a company to maximize motivation • • • • • • Small teams Collaboration Innovation Agile principles Job rotation Team as Function
    • Emphasizing function Art Product BE Dev FE Dev Each team is formed around a function
    • Emphasizing rank Classic view on company organization How you see a problem, defines it.
    • Wooga if it followed a classic org chart CTO VP TL TL TL VP TL TL TL 80 developers TL TL TL TL
    • CTO VP TL TL TL VP TL TL TL 80 developers TL TL TL TL Varying team sizes make this very hard
    • Emphasizing functions No TL but instead self organization!
    • Wooga’s IT ‘org chart’ 3 managers 80 developers
    • Team lead tasks • • • • • • Matching requirements to tech Future requirements Development processes Planning processes Knowledge sharing Cross-team collaboration
    • Developer tasks • • • • • • Matching requirements to tech Future requirements Development processes Planning processes Knowledge sharing Cross-team collaboration Higher requirements for each developer
    • Team lead tasks • • Hiring Feedback Some things are still done by managers
    • 2009: 20 employees
    • 2013: 280 employees
    • Scaling the company by adding game teams
    • Wooga is an incubator for game team startups
    • Game Teams
    • Each team makes one game
    • Small teams Start small, grow if successful Prototyping Production Live 2 members 6 - 10 members 8 - 15 members
    • Agile? Sure, but following values not methods agilemanifesto.org
    • Teams can ignore CEO’s advice and decide themselves Independence
    • Freedom
    • Constraints • • • Weekly rhythm Transparency Fail fast
    • Standard Framework
    • Diversity breeds innovation n or anba m, K c ru lse? S ng e ethi som T ls? oo Data Ar tS tyl e? Fram ewo rk Innovation Cent er? ing ramm rog P ge? ngua La ? Exte rnal Serv ices? Innovation allows self improvement and learning
    • Responsibility keeps freedom in check
    • The game team is responsible for ops & biz “You build it, you run it. - Werner Vogels
    • Small team + freedom => maximum impact for everyone Impact
    • Perfect recipe to attract great developers Small teams Agile principles Independence
    • The tradeoff: Threat of anarchy and chaos humanepursuits.com/2012/04/05/anarchy-on-your-lapto
    • Teams collaborate instead of competing Good counter for ‘anarchy’ Collaboration
    • Exchanging Knowledge flickr.com/photos/swamibu/2868288357
    • Exchanging Knowledge Share knowledge by talking (less writing) flickr.com/photos/wili/233621595
    • Being transparent Don’t hide mistakes, make your team comparable flickr.com/photos/marcomagrini/698692268
    • Personal trust removes barriers flickr.com/photos/gviciano/4060850226 Meeting people
    • Check out slides at http:// slidesha.re/ 18tMwBs Collaboration distributes knowledge Share knowledge Be open and transparent Build a community
    • People
    • Hiring flickr.com/photos/vgm8383/2803305840
    • Finding unicorns flickr.com/photos/vgm8383/2803305840
    • Lifelong learning Most important trait for a dev flickr.com/photos/carlosporto/775089650
    • Open, sharing, motivated ... Social Fit
    • Tech Crunch Series of interviews for final decision on hiring
    • Developers do Tech Crunch and ‘vote’ at the end
    • Feedback Problem: Manager does not interact daily with developer
    • Feedback • • • • • Solution: Feedback based on peers Declare peers Send questionnaire Interview peers Summarize feedback Feedback Talk
    • Trust
    • “Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.” - Agile Manifesto
    • Only works because you CAN trust people 3 managers 80 developers
    • Hire good people, then get out of their way! In doubt, don’t hire Trust people
    • Wooga in a nutshell Independent Teams Transparency Trust
    • Same approach, but it’s even in the name! :-)
    • Check out the article at http:// tcrn.ch/19QWs6z
    • Organic interaction of service teams
    • Grandfather of ‘service teams’ ;-)
    • Works for Wooga, works for others! Independent Teams Transparency Trust
    • Give it a try! It works
    • Thank you
    • Jesper Richter-Reichhelm @jrirei woo.ga/backend wooga.com/jobs Check out other slides at http:// woo.ga/backend