what it is and what are its principles. Part 2

what it is and what are its principles. Part 2

Greeting! My name is Kyrylo Pokladov, I am the IT director of corporate, investment and depository business at Rosbank. Last time I talked about some principles of our engineering culture.

Today, I will continue to introduce you to other principles that help improve processes in the rapidly changing IT environment.

I think about how it will work after me

We actively share knowledge of current solutions and unique competencies with teams to avoid the BUS factor. We create a base of changes and development to facilitate the work of future generations of developers. Using my example, I will tell how this principle is practically implemented.

I openly tell the team about our decisions and the decisions of the bank’s top management team, I explain why exactly such a decision was made, what it is based on and how it will benefit us. We meet with adjacent teams at least once a quarter for general synchronization, tell what we have done and what are the nearest plans, what is the mutual influence between us.

We also work individually with our key employees, support and develop them, while trying to make sure that they develop other employees as well, and not keep all the knowledge to themselves. And of course, the team documents all technical information in Confluence so that every employee has access to the knowledge they need.

There is only one thing that is more valuable than time. This is your reputation. Neither time nor effort should be spared on this main value. Therefore, leave behind good code, clear documentation, in general, do so that you are remembered only with kind words and mentally thank you.

I understand why I do it

A key principle that determines the direction and motivation of each engineer in the team. Our actions take on real meaning when we realize what problem we are solving and how our actions contribute to overall success.

If I don’t understand why I’m doing something, why I’m solving a problem, then I’m not interested, I lose the meaning of my work. As you understand, there will be a corresponding result at the output. Therefore, it is important to understand why you do something, you need to feel the value of your work. Do not be afraid to clarify the purpose and purpose of the task you are doing. It is important! In any task.

Nataliya Udaltsova, chief IT manager of IMREQ IT process management, will tell more about the implementation of this principle using the example of post-analysis of mass failures:

Conducting an analysis of incidents that may affect our customers and, as a result, cause the bank both material and reputational losses, has a high priority for us.

This activity is of key importance for the development of the bank and maintaining customer satisfaction. The main goal is to ensure stability and quality of service, so that customers remain satisfied and appreciate the services provided.

For detailed incident analysis, we’ve identified top practices that have been successfully incorporated into everyday IT support to stay on target.

  • The traditional weekly ritual is a retrospective of significant failures. Here we investigate the root causes, triggers of failures, check for monitoring and plan actions to avoid recurrence. To make the meeting effective, we invite not only those responsible for resolving the failure, but also representatives of the situation center, the change implementation committee and other potentially interested teams. The expanded composition of participants helps to solve issues not by long correspondence, but here and now. In cases where the cause of the failure is unknown or not resolved, we transfer the failure to the Problem Management plane

  • For critical failures, we organize a Postmortem – a detailed analysis of the chronology of the incident with the involvement of employees who eliminate the failure, IT managers and the situation center. Here we analyze the moments in which we could have reduced the resolution time, identify areas of growth, and also highlight our own successful practices that helped in the moment. This tool exists in our bank both at the level of IT management and within the support teams.

  • We regularly monitor the statuses of all tasks set in retrospect or during post-mortem, and we also organize Problem-boards — meetings on tasks and problems that have been in progress for a long time. It helps not just to speak, but to implement the assigned tasks.

It is important that with the use of these and other practices, we lock ourselves inside IT teams, and involve the business and are afraid of feedback. It is in it that we see areas of growth and the most priority moments in development.

I am not afraid of problems, I speak openly

He who does nothing is not wrong. We openly admit that problems are an inevitable part of our daily work. Instead of sweeping them under the rug, we chose to learn from our mistakes. Openness and courage in admitting problems is a key factor that gives the team invaluable experience. Believe me, this is a much more mature and grown-up approach than to keep silent and hope that things will get better. Hope is a bad strategy.

The event format is based on this principle F#ckUp Review in Rosbank. Oleksandr Denisov, the director of the IT support department for users and clients of digital services, and Maksym Emelyanov, the head of the application support department, will talk about it:

As part of the admin guild, we hold meetings where we analyze in detail the causes of recent incidents. We tried to do it in the format of tragicomedy, farce and grotesque, not only to emphasize the importance of the process and make it more memorable, but also so that the speakers did not feel strained and talked about mistakes in a relaxed way.

Goal F#ckUp Review not only discussing what happened, but also extracting systemic conclusions that may be useful to other teams as well. We are eager to share our experiences and help others learn from such situations. And all this in an informal setting.

As an example, at one of the meetings F#ckUp Reviewdedicated to another non-standard incident, the speaker built a story, answering the questions:

  • How did we expect, fear the incident and catch it?

  • How did we avoid regular backup restores and as a result got an incident?

  • How did we not have time to do the work that would have prevented the incident?

  • And what saved us in the decision?

The conclusions are relevant for many teams: monitoring tuning, continuity of the vendor support contract, and routine work because it is routine because it must be done on time.

How does engineering culture work?

Engineering culture is relevant not only for those who are engaged in development. The values ​​of engineering culture are applicable in any field, whether it is development, testing, administration or project management. They provide a common framework that helps to form a unified team that works for a common result.

Rosbank’s engineering culture is a static code, but a living organism that is subject to evolution. The values ​​that seem key to us today may change in the future in accordance with new challenges, technological trends and our own experience.

It is also important to remember that without proper management it can become spontaneous and ineffective, missing important opportunities and ignoring potential problems. Therefore, it is necessary to create favorable conditions for the development of the culture, including the setting of standards, staff training and attention to feedback, so that it becomes a source of competitive advantage and ensures development.

Happy to discuss with you which internal processes increase development efficiency in your company. Welcome☺

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