4 tips for a better developer experience

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Recently, our Senior Vice President of Cloud Transformation at A Cloud Guru, a Pluralsight company, had the opportunity to sit down for an interview with Jason Valentino, Senior Director of Developer Experience and Member Identity at Peloton, to discuss the developer experience that drives the home exercise and media company.

When it comes to the developer experience, Jason is of the opinion that establishing the tone at your company has a wide range of advantages, one of which is increasing the satisfaction of developers, which in turn leads to improved code and, ultimately, an improved customer experience.

We questioned Jason on the operational principles that he believes to be the fundamental tenets for the team’s developer experience, and in response, he provided us with four essential recommendations for making a more positive one at your company. Each of these factors continues to play a role in determining the character of the developer experience offered by Peloton. 

Align your team to the company at large

You will know that you have failed as SREs managing Jenkins if you discover that the rest of the organization dreads having conversations with you because of your role managing Jenkins. This knowledge is gained through experiencing failure. You need to make sure that the kind of technology and development techniques that you use are consistent with those that are utilized by the rest of the firm in order to stop anything like this from happening. You are responsible, in your capacity as a leader, for ensuring that the developers are pleased with the work that they have produced. You need to organize your team in the same manner as the rest of the developers have organized their teams.

Have a clear understanding of your measurements that matter 

When I say this, I’m referring to the protocol that the DevEx organization does not have access to firearms. If you allow DevEx to become a vehicle for getting compliance stuff done left, right, and center — which it occasionally needs to do — then you are focusing on the wrong thing and misdirecting your attention. The heads of the information technology industry should keep a close check on how quickly developers are moving, establishing tools, and researching areas that could be made better. For instance, each and every interaction with a human-reviewed process, such as the submission of a help ticket, offers evidence of a previous failure. This contains those that were successful as well as those that were not. Before we can figure out how to avoid making the same errors in the future, it is vital for us to first identify, quantify, and keep track of these failures in order to have a better knowledge of them. This will help us avoid making the same mistakes in the future.

Develop prescripted onboarding processes. 

At Peloton, we have a proverb that advises us not to allow the pursuit of perfection stand in the way of doing what is good. “Don’t allow the pursuit of perfection stand in the way of good.” When it comes to [our company], organizing the perfect onboarding process is a piece of cake. However, “the perfect onboarding” is not something that we have achieved just yet. In what specific ways do you work to counteract that? You make the decision to organize a session for new hire orientation. Gathering the necessary resources is going to be necessary in order for you to be successful in overcoming some of these onboarding problems.

For example, when our new hires have had some time to settle in, they are required to participate in a pair of orientation lectures titled “Life at Peloton.” In addition to that, they have a program known as The Warm-Up, which is a global Peloton and was developed by the L&D team. After that, they begin their careers at Peloton working in the Engineering department. After then, children get a knowledge of the bike’s larger operational design and how it functions as a whole. After these lessons have been finished, individual leaders join the room to work on a solution to a problem that has developed inside the group. This problem is something that has been brought up by a member of the group. In this chamber is also the international information technology team, which is there to ensure that all of the engineers have access to the resources they require. As a result, the developers have already filed their first PR by day three, despite the fact that it is not a brilliantly mechanized production of Swan Lake. Which is beyond our wildest imagination.”

Friction = opportunity  

Drew Firment participated in the conversation in order to offer his point of view on the topic of why friction “sucks” but ultimately can offer persons who are involved with valuable learning experiences. He stated that friction, despite being uncomfortable, can have some positive effects.

In his most recent blog entry for his website, which is headed “Technical Evangelism from the Trenches,” Julian Simon says, “Embrace the suck.” According to him, this is due to

This is such a lovely saying because we are all aware that life is not going to be without its share of difficulties. On the other hand, you shouldn’t try to hide the problem or ignore it. This friction creates an opportunity for both you and the developers to gain new knowledge, so take advantage of it. And in the end, that “suck” could be the thing that prevents the company from providing the best possible experience to their customers.

This is not a pleasant circumstance at all.

And it’s embracing that level of discomfort, like when a developer says that this particular portion of the process is the most difficult part of the whole thing to go through. It’s possible that, as a leader, you may see this as an opportunity to enhance the overall experience that developers get.

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By Master James

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