Code Climate Summit

Panna Pavangadkar, Global Head of Developer Experience at Bloomberg, will share how she started building a culture of increased collaboration, transparency, trust and mentorship -- by inspiring engineers to be able to drive and influence the change they desire across the company's Engineering group.

InnerSource takes the lessons learned from the open source software movement and aims to apply them to the way companies develop software internally. Panna will share how she introduced InnerSource to Bloomberg, as well as how other organizations and teams can get started -- the challenges, best practices, and most importantly, tips on creating a culture and movement to benefit not only the enterprise, but also to grow, strengthen and coach the developer pipeline internally.

Which outputs demonstrate the overall effectiveness of an engineering organization, and what differentiates teams that produce high output from their peers? As engineers, much of the fruits of our labor may appear difficult or impossible to measure. This leaves us at a disadvantage, as without systems of measurement (even imperfect), we're left with gut feel to test and assess processes improvements. Imagine a basketball team not being able to track their rebounds, or a golfer unable to measure the distances of their drives. This talk attempts to break through the fog and take a first step in exploring how engineering organizations can measure performance and level up their practices by applying behaviors that manifest in high performing teams.

Your team values customer empathy and focus, but your engineers spend little time directly interacting with the people who use your product. Meanwhile, your customer support team holds the keys to the biggest issues they face and knows where engineering can have the greatest impact. The relationship between product development and product support departments can be tough. Fixing issues faced by a small set of customers (or potential customers) can seem like a distraction from main feature development. Your support rotation process, if it even exists, can feel like an obstacle to other work.

It doesn't have to be like this. In this talk, you will hear about how Code Climate has fostered a positive, productive relationship between customer support and engineering. By creating processes, and encouraging cross-team collaboration, we can combine our strengths to best focus on customers of current and future products.

What does it mean to be a technical leader? There is compelling evidence that technical workers want leaders who are strong technologists, leaders they believe they can learn from. Yet we also tell engineering managers to stay away from writing code and discourage the idea that becoming an engineering manager is the path to making big technical decisions for your team.

What does this mean for those who wish to become engineering managers and technical leaders? How can you be an effective non-coding technical leader? Camille Fournier explores this conundrum and shares strategies to overcome it.

In Yvette's role at Meetup, she's worked with the engineering and product teams to address 14 years of technical debt by facilitating long-term cultural change of including Continuous Product Health into every team's sprints. By flipping debt on its head and focusing instead on health, and applying successful agile methodologies to make continuous progress towards decreasing debt, teams are empowered to tackle debt in a measurable, iterative, and aligned way.

This talk focuses on how to empower cross-functional product engineering teams and facilitate cultural change by integrating Continuous Product Health into every team's sprints, using agile methodologies and tools to bring transparency and alignment across all teams, and optimizing for growing organizations and systems at scale.