Collaborating in Large Software Firms
Collaboration can be challenging in large software firms, but there are ways to work together effectively.
Trust is the foundation; more freedom leads to more learning, while better understanding leads to better performance.
Each individual should have enough autonomy to make their own decisions.
Each individual should have complete autonomy and authority over their work, which is then submitted to others, including employers and employees, as well as employers and clients.
Decisions should be shared with the rationale and perspectives that shaped them so others can learn from them.
Limiting the CEO within the system's growth potential is achieved by focusing on execution. However, making oneself indispensable makes teams and organizations less resilient.
Consensus is difficult to achieve at scale and needs to reflect how adaptive systems work. The policy assumes you can do anything unless a specific policy or agreement prohibits it.
It's better to allow programmers to negotiate among themselves rather than assigning tasks to them by managers or leads.
By prioritizing value, the focus shifts to completing the most critical features. Focus on solving problems and update stakeholders on project progress.
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Manage risks, ensure the quality and reliability of our products, and motivate each other. Delegate tasks within the team and to higher-ups while establishing a framework for collaboration. Break projects down into milestones and provide estimates.
Collaboration encourages all members to work together on projects.
Identify the customer and maintain direct communication with them.
Allow teams to work faster without needing detailed reporting to management.
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When working on a project, the main focus should be contributing to business outcomes rather than creating software.
By working with the business, you can better understand its goals and create a shared vision for the product.
Impact mapping is a technique for better understanding how you can influence business outcomes. By understanding the impact the business is trying to make, you can play a more effective role in helping them to achieve it.
The focus should remain on contributing to business outcomes over software output.
While activity metrics help measure team collaboration, they must show real progress. The only measure of real progress is delivered software to customers.
Organizational culture is not a problem that can be fixed.
Instead, it is an emerging phenomenon that requires development over time.
Dealing with complexity can be challenging for bureaucracies. It isn't easy to lead an organization toward a future where managers have less control than they do now.
How can people who are used to being managed learn to self-manage? How can organizations that rely on planning and management recognize that there are better ways to manage risk? And how can leaders who value their status and position realize that their power doesn't define their worth? These are some of the complex questions that need to be addressed.
It's important to understand that culture cannot be designed or controlled but will emerge over time.
Today's applications must be cloud-native, scalable, highly available, and have 99.999% uptime.
This is where event-driven architecture (EDA) proves to be very useful.
EDA provides horizontal scalability and a common language with the business. In this new approach, traditional messaging is eliminated, and events are sent to a remote service without API coupling, allowing for processing events as reactions without the emitter calling on a specific function. This approach simplifies the architecture and provides greater flexibility.
With an event-driven architecture, we can achieve evolutionary architecture.