404 culture not found - Establishing an Engineering Culture at Push Doctor
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Push Doctor is a digital health startup based in Manchester. This presentation outlines changes with the company and engineering culture over the past 12 months during a phase of growth.
404 culture not found - Establishing an Engineering Culture at Push Doctor
- 1. T Push Doctor 404 : Culture Not FoundDr Keith Mitchell, VP Engineering // keith@pushdr.com // @specialized
- 2. Universal access to convenient, personalised healthcare
- 3. = Pre & Post Arrival - 30 + 30 observe / absorb / ask questions / 1:1s / all hands readme APPROACH
- 4. =
- 5. = Figure Everything out Stack, skills, experience Teams, individuals Processes, Pipeline, roadmap Hiring pipeline WaterScrumbanfall / Wagile APPROACH - STATE OF THE UNION
- 6. = 1. Understand the organisation, industry, constraints 2. What does good look like? 3. Define / Articulate the technical/engineering vision and strategy 4. Team Structure - Organise for success APPROACH - 7 THINGS I FOCUS ON
- 7. = 5. Build strong engineering culture 6. Deliver 7. Build Tech for the future Automate EVERYTHING & reduce FAFF APPROACH
- 9. = Sincere Open Lead by example Invest in people Do retros SOLID PRINCIPLES
- 10. T Sincere Stay True : To Core Beliefs
- 11. = Workshops All involved Feedback externally Empathy, Ambition, Resilience PD VALUES
- 12. = Transparency - Knowledge is Power Ownership - freedom & responsibility Trust - Assume positive intent Safety - ego-free risk taking enables innovation Team over individuals - 10x teams Curiosity - facilitates learning & growth ENGINEERING VALUES
- 13. = Engineering/Technical Excellence - clean code, tests, code reviews, pairing Automating - the shit out of everything Documenting - the shit out of everything Docs are not agile is BS! Current & Future Generations - this <thing> is shit, who did this, why? Not having a bus factor of 1. ENGINEERNG VALUES
- 15. = OPEN DECISION MAKING AND DOCS
- 16. = Chapter meetings RFCs & ADRs Tech Reviews Runbooks Golden Path OPEN DECISION MAKING & DOCS
- 17. = Culture Club #kudos Channel in slack OPEN FEEDBACK
- 18. = #kudos
- 20. = Optimise for humans - not the thing Bias - Building productive engineers/teams Innovate - Fail if you cannot innovate/learn Speed - To disrupt WHAT TO EXPECT FROM ME
- 21. = Experimentation - Every team, individual, project is different. I don't know exactly what will work Change - The only constant is change Data Informed - Capture data, learn to inform the decisions made WHAT TO EXPECT FROM ME
- 22. = This one time, at band camp, Spotify, BBC, LEAD BY EXAMPLE
- 23. = Shut // Speak Up Coach // mentor // direct On show 1:1s LEAD BY EXAMPLE
- 25. = Autonomy Mastery Purpose (Daniel Pink - DRiVE) INVEST IN PEOPLE - ONE OF OUR SIX COMPANY OKRs
- 26. = Work on something that has meaning "What's the company mission? Make an impact "What dent does this company allow me to make in the universe?" Keep learning and improving What amazing people will I be working with and what opportunities will I be given to learn and grow? Mitchells hierarchy of needs
- 27. = Work shouldn't feel like work "Do I feel in control or am I being controlled? Am I having fun? You have a life outside work "How quickly can I get home and can I switch off each day?" Mitchells hierarchy of needs
- 28. = OKRs Business Engineering Personal Invest in People - Company Level OKR
- 32. = Transparency & Consistency In Role Promotion Growth In Role RECOGNITION AND REWARD
- 34. = Continuous Improvement Incidents, releases, sprints, hiring, 1:1s, company meetings, all hands, chapter meetings No habits, only value CI - Its perhaps my only rule
- 36. = Sincere Open Lead by example Invest in people Do Retros SOLID Principles