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Improving Quality By Changing Culture

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There are often two approaches to quality - get better at finding defects, and get better at reducing the number of escaped defects.  This talk focuses firmly on the second option, how to set up teams and organisations that produce high quality products at source.
Surprisingly much of this isn’t about technology, it’s about the mindset of the team, their levels of responsibility and clarity of their goals.  These concepts are often wrapped up in the catch all term ‘Employee Engagement’.  It is no coincidence that, as many surveys have demonstrated, high performing organisations are also those with the highest engagement levels.
In this talk we’ll gain a better understanding of engagement, how it affects quality (positively or negatively!), and share practical ideas on how to create teams that consistently generate high quality code.

Published in: Leadership & Management
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  • DOWNLOAD FULL BOOKS, INTO AVAILABLE FORMAT ......................................................................................................................... ......................................................................................................................... ,DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/yyxo9sk7 } ......................................................................................................................... ,DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/yyxo9sk7 } ......................................................................................................................... ,DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/yyxo9sk7 } ......................................................................................................................... ,DOWNLOAD FULL. PDF EBOOK here { https://tinyurl.com/yyxo9sk7 } ......................................................................................................................... ,DOWNLOAD FULL. EPUB Ebook here { https://tinyurl.com/yyxo9sk7 } ......................................................................................................................... ,DOWNLOAD FULL. doc Ebook here { https://tinyurl.com/yyxo9sk7 } ......................................................................................................................... ......................................................................................................................... ......................................................................................................................... .............. Browse by Genre Available eBooks ......................................................................................................................... Art, Biography, Business, Chick Lit, Children's, Christian, Classics, Comics, Contemporary, Cookbooks, Crime, Ebooks, Fantasy, Fiction, Graphic Novels, Historical Fiction, History, Horror, Humor And Comedy, Manga, Memoir, Music, Mystery, Non Fiction, Paranormal, Philosophy, Poetry, Psychology, Religion, Romance, Science, Science Fiction, Self Help, Suspense, Spirituality, Sports, Thriller, Travel, Young Adult,
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Improving Quality By Changing Culture

  1. 1. https://www.flickr.com/photos/jovriens/4956376253/
  2. 2. Improving Quality by Changing Culture John Clapham There are often two approaches to quality - get better at finding defects, and get better at reducing the number of escaped defects. This talk focuses firmly on the second option, how to set up teams and organisations that produce high quality products at source. Surprisingly much of this isn’t about technology, it’s about the mindset of the team, their levels of responsibility and clarity of their goals. These concepts are often wrapped up in the catch all term ‘Employee Engagement’. It is no coincidence that, as many surveys have demonstrated, high performing organisations are also those with the highest engagement levels. In this talk we’ll gain a better understanding of engagement, how it affects quality (positively or negatively!), and share practical ideas on how to create teams that consistently generate high quality code.
  3. 3. John Clapham @JohnC_Bristol Cotelic www.cotelic.co.uk Improving Quality by Changing Culture
  4. 4. - Independent Agile Coach - 1:1 Coach - Trainer, Consultant - Agile Polygot - DevOps Pundit - UX Enthusiast - Reformed Conference Addict - Lego Fanatic - Bristol Dweller
  5. 5. Look for the root cause…
  6. 6. “Cease dependence on inspection to achieve quality. ” https://www.deming.org/theman/theories/fourteenpoints
  7. 7. “Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place. ” https://www.deming.org/theman/theories/fourteenpoints
  8. 8. Deming’s Fourteen Points: No 11. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality. https://www.deming.org/theman/theories/fourteenpoints
  9. 9. Seven Deadly Diseases of management: No 3. Evaluation by performance, merit rating, or annual review of performance https://www.deming.org/theman/theories/fourteenpoints
  10. 10. Engagement Left shifting XP Continuous Delivery Clear goals SimplificationContinuous Integration Consumer Understanding Kaizen Organisational structure Quality at source Build it right Culture Education Build the right thing
  11. 11. Engagement Left shifting XP Continuous Delivery Clear goals SimplificationContinuous Integration Consumer Understanding Kaizen Organisational structure Quality at source Build it right Culture Education Build the right thing
  12. 12. https://www.flickr.com/photos/toofarnorth/1399982211/ Why?
  13. 13. “Companies with highly engaged workers grew revenues two and a half times as much as those with low engagement levels.”
  14. 14. “Higher workplace engagement also leads to other positive outcomes: - lower absenteeism (37%), - fewer safety incidents (41%) - fewer quality defects (41%).” Gallup Q12® Meta-Analysis Report
  15. 15. https://www.flickr.com/photos/travelinlibrarian/5412730623908442/ Who would you like to work with?
  16. 16. https://www.flickr.com/photos/travelinlibrarian/5412730623908442/ https://www.flickr.com/photos/travelinlibrarian/4108691705 Who would you like to work with?
  17. 17. https://www.flickr.com/photos/travelinlibrarian/5412730623908442/ https://www.flickr.com/photos/travelinlibrarian/4108691705 Who would you like to work with?
  18. 18. https://www.flickr.com/photos/wiredphotostream/6302995233
  19. 19. http://www.ratemyrosetta.com/latteart/476/ The Goal
  20. 20. “Engagement is the extent to which employees commit to something or someone in their organisation...” - Corporate Leadership Council
  21. 21. “Engagement is the extent to which employees commit to something or someone in their organisation and how hard they work and how long they stay as a result of that commitment.” - Corporate Leadership Council
  22. 22. Burnout antithesis - Maslach, C. & Leiter, M.P. The truth about burnout. New York. Jossey-Bass, 1997 Exhaustion Cynicism Inefficacy ‘The Burnout antithesis’
  23. 23. Burnout antithesis - Maslach, C. & Leiter, M.P. The truth about burnout. New York. Jossey-Bass, 1997 Energy, Involvement, Efficacy Exhaustion Cynicism Inefficacy != ‘The Burnout antithesis’
  24. 24. What engagement is not: - Showing up - Working Long hours - Using 20% time for work - Being busy
  25. 25. What engagement is not: - Showing up - Working Long hours - Using 20% time for work - Being busy What engagement looks like: - Commitment, contribution - Actively helping others - Improving - Working smart
  26. 26. https://www.flickr.com/photos/ollesvensson/3575087969/
  27. 27. http://aubreydaniels.com/discretionary-effort
  28. 28. http://aubreydaniels.com/discretionary-effort Engaged Employees Disengaged Employees Actively Disengaged Employees
  29. 29. https://www.usc.edu/programs/cwfl/assets/pdf/Employee%20engagement.pdf
  30. 30. ?Who is most engaged
  31. 31. A.
  32. 32. A. B.
  33. 33. https://www.flickr.com/photos/travelinlibrarian/4108691705 A. B. C.
  34. 34. Happiness != Engagement
  35. 35. Happiness != Engagement Surveys
  36. 36. “On a scale of zero to ten, how likely is it you would recommend this company as a place to work?” https://qeryz.com/blog/net-promoter-score-tool/
  37. 37. “How likely is it that you would recommend our company to a friend or colleague?” https://qeryz.com/blog/net-promoter-score-tool/
  38. 38. Niko Niko Calendar http://desmart.com/blog/how-measuring-happiness-helped-us-build-a-better-team
  39. 39. The Ingredients
  40. 40. Project Aristotle
  41. 41. • Dependability: Can we count on each other to do high quality work on time?
  42. 42. • Dependability: Can we count on each other to do high quality work on time? • Structure & clarity: Are goals, roles, and execution plans on our team clear?
  43. 43. • Dependability: Can we count on each other to do high quality work on time? • Structure & clarity: Are goals, roles, and execution plans on our team clear? • Meaning of work: Are we working on something that is personally important for each of us?
  44. 44. • Dependability: Can we count on each other to do high quality work on time? • Structure & clarity: Are goals, roles, and execution plans on our team clear? • Meaning of work: Are we working on something that is personally important for each of us? • Impact of work: Do we fundamentally believe that the work we’re doing matters?
  45. 45. • Dependability: Can we count on each other to do high quality work on time? • Structure & clarity: Are goals, roles, and execution plans on our team clear? • Meaning of work: Are we working on something that is personally important for each of us? • Impact of work: Do we fundamentally believe that the work we’re doing matters? • Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?
  46. 46. Maslow's Hierarchy of Needs, 1943
  47. 47. • Dependability: Can we count on each other to do high quality work on time? • Structure & clarity: Are goals, roles, and execution plans on our team clear? • Meaning of work: Are we working on something that is personally important for each of us? • Impact of work: Do we fundamentally believe that the work we’re doing matters? • Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?
  48. 48. https://www.flickr.com/photos/tristankenney/4892580728/ The Making
  49. 49. TP 14575 - Fatigue Risk Management System for the Canadian Aviation Industry https://www.tc.gc.ca/eng/civilaviation/publications/page-6108.htm
  50. 50. Confirmation Bias “is the tendency to search for, interpret, favour, and recall information in a way that confirms one's pre-existing beliefs or hypotheses…”
  51. 51. Sort your incentives. https://www.flickr.com/photos/vpickering/14669824798/
  52. 52. https://www.flickr.com/photos/rimuhosting/7689904958/ Improve Communications…
  53. 53. Stomp on under performance
  54. 54. Shift left
  55. 55. Seek diversity, be inclusive
  56. 56. https://www.flickr.com/photos/archeon/7753527262 Engage early…
  57. 57. Challenge your perceptions…
  58. 58. Goofing, dossing, slacking, bunking, skiving, shirking, hooky, compiling, procrastinating, swinging the lead, goldbricking, cyber-slacking, buying more post-its. Challenge your perceptions…
  59. 59. Spiralling out of control?
  60. 60. Things to do, tomorrow…
  61. 61. Things to do, tomorrow…  Say thanks, give praise
  62. 62. “Nothing else can quite substitute for a few well- chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune.” - Sam Walton
  63. 63. Things to do, tomorrow…  Say thanks, give praise  Ask for feedback (and actually listen)
  64. 64. Things to do, tomorrow…  Say thanks, give praise  Ask for feedback (and actually listen)  Pair Up (or mob)
  65. 65. Things to do, tomorrow…  Say thanks, give praise  Ask for feedback (and actually listen)  Pair Up (or mob)  Stop seeking permission
  66. 66. Things to do, tomorrow…  Say thanks, give praise  Ask for feedback (and actually listen)  Pair Up (or mob)  Stop seeking permission  Celebrate (the right) successes
  67. 67. Things to do, tomorrow…  Say thanks, give praise  Ask for feedback (and actually listen)  Pair Up (or mob)  Stop seeking permission  Celebrate (the right) successes  Offer to help
  68. 68. Things to do, tomorrow…  Say thanks, give praise  Ask for feedback (and actually listen)  Pair Up (or mob)  Stop seeking permission  Celebrate (the right) successes  Offer to help  Ignore your job title
  69. 69. Reflections https://www.flickr.com/photos/halyousif/32280826/
  70. 70. “The total energy of an isolated system remains constant. Energy can neither be created nor destroyed; rather, it transforms from one form to another.” The law of conservation of energy:
  71. 71. https://puppet.com/blog/2016-state-of-devops-survey-here
  72. 72. People already show up – discretionary effort is what makes a difference.
  73. 73. “When people are financially invested, they want a return. When people are emotionally invested, they want to contribute.” - Simon Sinek
  74. 74. High engagement correlates with high performance. - Data geeks
  75. 75. Engagement levels impact the bottom line, hiring, retention, safety at work, customer satisfaction and quality. - Even more data geeks
  76. 76. “The way your employees feel is the way your customers will feel.” – Sybil F. Stershic
  77. 77. Engagement is a method of building in quality, everyone has a part to play.
  78. 78. Engagement is a method of building in quality, everyone has a part to play. What will you do?
  79. 79. John Clapham @JohnC_Bristol Cotelic www.cotelic.co.uk Thanks!

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