Building High Performance Engineering Teams - Focus on People - Scrum Australia 2014

Download Building High Performance Engineering Teams - Focus on People - Scrum Australia 2014

Post on 14-Jun-2015

470 views

Category:

Recruiting & HR

0 download

Embed Size (px)

DESCRIPTION

Twitter has grown from a handful of engineers to over a 1,000 in a few years. To be successful at such a scale requires finding the right people and making sure they are productive and solving valuable customer problems. In this session Nicholas shares the techniques Twitter uses to hire amazing people, unleash their productivity, assess their performance, and improve the flock. Don't miss your chance to see how one of the fastest growing tech companies in Silicon Valley operates and retains the brightest talent.

TRANSCRIPT

<ul><li> 1. building high performance teamsfocus on peopleNICHOLAS MULDOON AGILE COACH TWITTER @NJM</li></ul> <p> 2. focus on people 3. Here be dragons 4. 1. Impact - Teams are customer focused2. Quality - Teams deliver quality, minimising waste3. Flow - Teams deliver iteratively to maximise learning4. Kaizen - Teams constantly improve their processhigh performance teams 5. (sidebar)scrum is part of the solutionvsscrum is the solution 6. hire amazing peopleunleash productivityreview performanceimproving the flock 7. hire amazing peopleunleash productivityreview performanceimproving the flock 8. roles and ladders 9. competencies 10. example competenciesCollaborationTeam orientated, helpful and friendly.Puts the goals of the team ahead ofindividual goals. Knows when to askfor help.Communication Listens to understand. Clear andconcise in speech and writing. Treats people with respect. Calm and laid back demeanor.AdaptabilityUnderstands that we'll need toconduct many experiments in order toget it right.Understands that failure and learningare part of the process, works to builda culture of learning.Creative Problem SolvingAbility to build new things and solve existingproblems with incomplete or ambiguous data.Pushes past existing constraints and limitations.Competence and ImpactDeep technical knowledge and desire formastery.Delivers astonishing amounts of valuable workOwnershipWork collaboratively, act independently. Takeresponsibility for their work, solve their ownproblems.Seek to simplify - pick up the trash.Measure success by benefit to customers, notvanitymetrics. 11. (sidebar)customer focus and collaborationvspurely technical candidates 12. hiring process 13. top grading 14. top grading quest ions What were you hired to do in this role? What accomplishments are you most proud of in this role? What were some low points during that job? Who were the people you worked with? Specifically: What was your bosss (or team leaders) name, and how do you spell that? What was it like working with him/her? What will he / she tell me were your biggest strengths and areas for improvementwhen I talk to them? How will they rate you on a 1-10 scale? Why did you leave that job? 15. hire amazing peopleunleash productivityreview performanceimproving the flock 16. hire amazing peopleunleash productivityreview performanceimproving the flock 17. flight school 18. dev prod 19. principles 20. example principleIterative, team-based development.We get small teams together with all the relevant skill sets, build in smallincrements, and pivot based on customer feedback. These teams are co-locatedand focused on the task at hand, not spread among other priorities.Teams are stable, have a clear charter, ownership, and members shareaccountability.We use light-weight planning techniques to optimize our short term and longterm roadmap, respond to changing customer needs, and align with otherteams. 21. (sidebar)optimise the wholevsoptimise individuals 22. methods 23. hire amazing peopleunleash productivityreview performanceimproving the flock 24. hire amazing peopleunleash productivityreview performanceimproving the flock 25. 360 review(individual) 26. objective s ,key resul ts( team) 27. (sidebar)objectives, key resultsvsbacklog 28. example OKRsObjective: Drive industry-leading enduser quality standards Resiliency: Reduce top-line failure rate(client events) from X% to Y% (atleast 15% reduction). Resiliency: 50% of traffic served fromXYZ, maintain five 9s SLA. Cost: Reduce XYZ costs in Q1 by$XXM. Develop process, content &amp;visibility for measuring savings.Objective: Build a world class productand engineering team Hiring: Make offers to X SWEs forConsumer and Platform. Agility: Increase the iterative team-baseddevelopment survey score byX% (X to X), achieve NPS &gt;60 fortraining sessions. Training: All people managers attendat least one learning workshop. 29. pulse survey(company wide) 30. hire amazing peopleunleash productivityreview performanceimproving the flock 31. hire amazing peopleunleash productivityreview performanceimproving the flock 32. women inengineering 33. (sidebar)girls who code 34. retrospect ives 35. twitter university 36. example coursesLanguagesScala Essentials (5 days)ScalaCheck EssentialsTesting Scala Code at TwitterAndriod Essentials (5 days)Android PerformancePython EssentialsAndroid AccessibilityAgilityAgile EssentialsRunning Effective RetrospectivesEffective Backlog GroomingEffective User Story MappingEffective Code ReviewsTwitter TechnologyHow to Build a Service at TwitterTwitter FuturesOpen Sourcing at TwitterDistributed Systems for Young BloodsDatabase EssentialsFinagle Essentials 37. tech talks 38. flocks 39. LanguagesScalaPythonErlangJavaScriptAgilityAgile Flockexample flocksTwitter TechnologyMesos/AuroraManhattan 40. hire amazing peopleunleash productivityreview performanceimproving the flock 41. hire amazing peopleunleash productivityreview performanceimproving the flock 42. Remember :Here be dragons 43. building high performance teamsfocus on the peopleNICHOLAS MULDOON AGILE COACH TWITTER @NJM </p>