We believe it is far more pragmatic to spend time on understanding the real problem and solving for that rather than allowing our bias towards action to take over and risk having to start from scratch - or delivering a bad product
What are your company values? How does your behaviour relate to them on a daily basis? How do you continue to evolve the company values as the company evolves? How do you onboard new team mates into an existing culture and set of values?
At our recent PragmaOffsite we took the time to revisit our 12 month old OKRs. While these OKRs have served us well, we felt it was time to evolve them further, allowing them to reflect our next horizon; balancing the growth of Pragmateam (now across multiple clients, cities and countries), while also nurturing our culture.
Every two months we come together again as a team for our PragmaOffsite. Given our recent growth, now 26 Pragmatists, across 4 clients and 2 cities, the challenge we set ourselves to address at the offsite was:
How do we maintain our culture and close connection to each other while we continue to grow, irrespective of where our team mates are located or which client they are partnering with?
September 10th was Pragmateam’s 3rd Birthday, and as tradition has it, we gathered in Centennial park with our families to celebrate.
This day marked 3 years since we registered our business name, 3 years since Juliano and I stepped out of the corporate world and started our own micro world, a world based on the foundations of our values: Pragmatic | Delivery | Outcomes | Empathy | Behaviours.
I’ve been fortunate enough to work with some outstanding folk over the last 18 years. The maturing Digital industry has benefited from an amazing melting-pot of interesting minds and talented craftspeople.
Having only been a Pragmatist for a few months myself, it’s such an honour to now welcome Phil Banks, our newest Human-Centred Designer.
Last week we experimented with the offsite format, hosting a mini conference. Each Pragmatist invited a PragmaFriend, whether it be someone they are working with at a client or someone they felt close aligned to our values and passions.
This week we held our bi-montly offsite, providing a great opportunity for us to regroup, reflect, reward and focus. The format for our offsite varies, such as hackdays, reflecting and planning, refresh OKRs and guest speakers.
Mid 2016 we found that people were regularly bringing this objective to life, whether it be experimenting with new techniques, organising a learning lunch, presenting at meetups, all with a positive impact on the rest of the team. But we were lacking a way to naturally yet formally thank, reward and recognise each other.
The “team” in Pragmateam is critical to us and our culture. We are a collective of like-minded practitioners who are all inquisitive, continually looking to experiment and learn. And we acknowledge that working together as a team will get better results for us personally, our clients and their customers.
Learning and sharing is a key ingredient within Pragmateam’s culture. While we have a very healthy internal shareback rhythm (more about this later) we also actively seek ways to give back to the community, sharing our techniques, experiments and learnings.
September marked the 2 year anniversary of Pragmateam. It felt timely to reflect.
While I wouldn’t say every day over the last 2 years has been smooth sailing (we would be bored, unhappy and missing a lot of great lessons for life if it were), as company directors there are a few key principles Juliano and I have subconsciously adopted which I believe have assisted us to stay on course.
Every 8 weeks we spend quality time with the whole team, typically a half day offsite. Each offsite we seek to experiment in some way, shape or form. Here we share some of these experiments and what we learned from them.
Sprint Planning is one of the well-known “ceremonies” within the Scrum framework. While at Pragmateam we absolutely see the value in planning, we typically approach Sprint Planning from a perspective of flow. The question we want to answer during sprint planning: How do we use the weekly/fortnightly conversation to continue the momentum of the previous sprint?
Delivery-orientated coaching means showing things rather than talking about them. Coaching a team in 'advisory mode' (ie. not being hands-on in delivery) is a difficult and long path to proper agile delivery. If the team hasn’t seen what ‘good agile’ looks like, how would they know where they are heading? Hands-off advice from a coach doesn't usually help.
Reflecting on Mathias' experiences as a QA working on a project where the objective of developing a mid layer application which gets messages from JMS queues and topics (briefly explained below), stores them in different databases and publishes to multiple clients. The project involved a number of specific technologies which Mathias had never worked with before, and these are his learnings.