├── DX-Framework.jpg ├── README.md └── supplementary material ├── Appendix - Interview Guideline.docx ├── Emerged Factors and Categories.xlsx ├── Illustration-Coding_Supplemetal_Material_DX_Framework.pdf ├── Interview - Participant Consent Form.docx └── examples of obisian files ├── A lot of autonomy needs also clarity of expectations to help choose.md ├── Absence of problems and importance of the delivery system factor.md ├── Access to people and resources needed.md ├── Acknowledging that there are problems, but we can't do much about it..md ├── Actionability depends on the company goals.md ├── Adding value over time - evaluation based on a longer time set.md ├── Adding value to the business is very important to me.md ├── Agreement on time and effort and approach.md └── Wasting time hurts.md /DX-Framework.jpg: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/get-dx/dx-framework/266cc9154cc76f44f1c23968417043221dba2f63/DX-Framework.jpg -------------------------------------------------------------------------------- /README.md: -------------------------------------------------------------------------------- 1 | # DX framework 2 | This repository contains information and supplementary material about the research paper: "An Actionable Framework for Understanding and 3 | Improving Developer Experience" 4 | 5 | ![Illustration of the DX Framework](https://github.com/get-dx/dx-framework/blob/main/DX-Framework.jpg) 6 | 7 | 8 | ## Supplemental Material 9 | - [Interview Guideline](https://github.com/get-dx/dx-framework/blob/main/supplementary%20material/Appendix%20-%20Interview%20Guideline.docx) 10 | - [Interview Consent Form](https://github.com/get-dx/dx-framework/blob/main/supplementary%20material/Interview%20-%20Participant%20Consent%20Form.docx) 11 | - [Emerged DX Factors and Categories](https://github.com/get-dx/dx-framework/blob/main/supplementary%20material/Emerged%20Factors%20and%20Categories.xlsx) 12 | - [Illustration and further examples of the coding process](https://github.com/get-dx/dx-framework/blob/main/supplementary%20material/Illustration-Coding_Supplemetal_Material_DX_Framework.pdf) 13 | - [Examples of Obsidian files for coded transcript parts](https://github.com/get-dx/dx-framework/tree/main/supplementary%20material/examples%20of%20obisian%20files) 14 | -------------------------------------------------------------------------------- /supplementary material/Appendix - Interview Guideline.docx: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/get-dx/dx-framework/266cc9154cc76f44f1c23968417043221dba2f63/supplementary material/Appendix - Interview Guideline.docx -------------------------------------------------------------------------------- /supplementary material/Emerged Factors and Categories.xlsx: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/get-dx/dx-framework/266cc9154cc76f44f1c23968417043221dba2f63/supplementary material/Emerged Factors and Categories.xlsx -------------------------------------------------------------------------------- /supplementary material/Illustration-Coding_Supplemetal_Material_DX_Framework.pdf: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/get-dx/dx-framework/266cc9154cc76f44f1c23968417043221dba2f63/supplementary material/Illustration-Coding_Supplemetal_Material_DX_Framework.pdf -------------------------------------------------------------------------------- /supplementary material/Interview - Participant Consent Form.docx: -------------------------------------------------------------------------------- https://raw.githubusercontent.com/get-dx/dx-framework/266cc9154cc76f44f1c23968417043221dba2f63/supplementary material/Interview - Participant Consent Form.docx -------------------------------------------------------------------------------- /supplementary material/examples of obisian files/A lot of autonomy needs also clarity of expectations to help choose.md: -------------------------------------------------------------------------------- 1 | P2: 2 | 3 | if one has a lot of autonomy (which is good), we also need clarity around what we need to do to meet expectations. This is important for devs to make choices without spending too much time second guessing if this aligns with the expectations of the team/manager. 4 | 5 | P5 also talk about that he needs autonomy but also knowing the clear boundaries of that. 6 | 7 | 8 | 9 | Code: 10 | 11 | #bounded-autonomy 12 | 13 | 14 | 15 | Focused Code 16 | 17 | #Autonomy 18 | 19 | 20 | 21 | Category: 22 | 23 | #Developer-Flow 24 | 25 | 26 | 27 | Core Category: 28 | 29 | #DX-Factor 30 | 31 | 32 | 33 | [Link to recording] 34 | 35 | [[Autonomy]] 36 | [[Clear expectations]] 37 | 38 | Codes: 39 | #dx-factor/autonomy 40 | #dx-factor/clear-expectations 41 | 42 | -------------------------------------------------------------------------------- /supplementary material/examples of obisian files/Absence of problems and importance of the delivery system factor.md: -------------------------------------------------------------------------------- 1 | P7: 2 | 3 | "don't know how to feel about this from maybe I never truly felt the pain of the terrible delivery system. You really feel it, but the, that one, I don't really feel like it's all" 4 | 5 | [Link to recording] 6 | 7 | Codes: 8 | #importance/presences-trumps-absence 9 | #dx-factor/deployment 10 | 11 | 12 | 13 | Category: 14 | 15 | #importance-characteristic 16 | 17 | 18 | 19 | Notes: 20 | 21 | Absence of problems and importance of the delivery system factor. 22 | 23 | -------------------------------------------------------------------------------- /supplementary material/examples of obisian files/Access to people and resources needed.md: -------------------------------------------------------------------------------- 1 | P18: 2 | 3 | P18 talks about having all the resources (access to them) to do their work. P18 talks also about having access to other people and that they help when P18 is stuck. 4 | 5 | [Link to recording] 6 | 7 | 8 | 9 | Related to: [[Resources available and time to get help influences DX.]] 10 | 11 | 12 | 13 | Focus Code: 14 | 15 | #supportiveness 16 | 17 | 18 | 19 | #Category: 20 | 21 | #collaboration 22 | 23 | 24 | 25 | Core-Category: 26 | 27 | #DX-Factor 28 | 29 | 30 | 31 | Notes: 32 | 33 | access to people and resources is important. -------------------------------------------------------------------------------- /supplementary material/examples of obisian files/Acknowledging that there are problems, but we can't do much about it..md: -------------------------------------------------------------------------------- 1 | P17: 2 | 3 | "So, I mean, like it's something that we, I mean, I guess it just feels better in, and of the fact that like, we're seeing it up our managerial chain and like people. 4 | Or acknowledging that it's happening and that we understand that like we're limited and the amount of impact and influence that we can have on the situation. 5 | But it's good to know that you're not crazy. Like you're the only one seeing it or that you're making it up or like overreacting to it. Um, so seeing it along 6 | those lines and also framing it in the, um, so, I mean, I guess like it's just acknowledgement is the biggest part. Like even if we know that there isn't a whole lot, 7 | we can do to change the behavior acknowledging. Exists in that, um, basically we, as on our company wouldn't necessarily handle it that way, um, is kind of like 8 | the limit of where we're at with it." 9 | 10 | [Link to transcript part] 11 | 12 | Notes: Agreement on problems. Acknowledging that they are there, but knowing there isn't much we can do. Still helps. 13 | 14 | Codes: 15 | #actionability/no-improvement 16 | #actionability/speaking-up 17 | #actionability/coping-mechanism 18 | #self-determination-theory 19 | 20 | 21 | 22 | Focus Code: 23 | 24 | #Validating-negative-experiences 25 | 26 | 27 | 28 | Core-Category: 29 | 30 | #coping-mechanism 31 | 32 | 33 | 34 | Notes: 35 | 36 | Acknowledging that there are problems, but we can't do much about it. -------------------------------------------------------------------------------- /supplementary material/examples of obisian files/Actionability depends on the company goals.md: -------------------------------------------------------------------------------- 1 | P10: 2 | 3 | 4 | 5 | "It depends on, uh, cannot accompany. Um, it's um, there are companies where you are not able to, uh, get, uh, quality, uh, insurance, like anyone. 6 | For quality, um, testing in your company because they don't see it as a product. Um, and if you're a company that, um, so it's like Colby's health is 7 | important, you get a quality department department, um, it's um, how much influence do we have? I mean, I believe that the ultimate goal for every company 8 | is this is, yeah, that's pretty sad. Like it's to make money and everything that, uh, doesn't drive this KPI up is, um, It's unnecessary. And so I think 9 | it totally depends on the companies." 10 | 11 | [Link Transcript part] 12 | 13 | Notes: 14 | 15 | Actionability depends on the company goals - reflected by KPIs and when it does not drive KPIs it's less actionable and less important. 16 | 17 | 18 | 19 | Codes: 20 | 21 | #actionability/understand-what-is-expected 22 | #actionability/needs-measurements 23 | #actionability/company-focus-goals 24 | 25 | 26 | 27 | Focused-Code: 28 | 29 | #Company-Goals 30 | 31 | 32 | 33 | Category: 34 | 35 | #Importance-Characteristic 36 | 37 | Notes: 38 | 39 | Actionability depends on the company goals - reflected by KPIs and when it does not drive KPIs it's less actionable and less important. 40 | 41 | 42 | 43 | -------------------------------------------------------------------------------- /supplementary material/examples of obisian files/Adding value over time - evaluation based on a longer time set.md: -------------------------------------------------------------------------------- 1 | P1 2 | 3 | Like code reviews do not feel like adding value at the moment, but over time, they might be seen as very valuable. 4 | 5 | "like a thought that came to mind for me is the difference between sort of like weekly evaluations of like how much progress have you made this week. 6 | Versus like, if you look back on like several months and say like, how would your team feel like you contributed to the team as a whole? And when I 7 | look at the things that people have expressed appreciation for me around, it's almost always around a code review. Or like things that would be really 8 | hard to measure in the moment. Um, but that they have like a, a broader impact overall. It's like, uh, P1 calmly explained to me in this coder view, 9 | uh, why he, um, had some caution about this particular, uh, issue and he asked questions about it, and then we talked about it together. And then I 10 | noticed that he brought it up again and again, brought it up in a safe way that asked questions and explained, you know, asked me to consider whether. 11 | Uh, I had thought about this particular problem and over a period of time, like three months from now, I find those people being like, I'm so glad I get 12 | to work with P1. Um, but I'm not sure that on a weekly basis, uh, anybody that would have been like, um, uh, P2 added the value that we were looking for this week." 13 | 14 | [Link to recording] 15 | 16 | Codes: 17 | #actionability/goal-incentive-measurement-play-together 18 | #measurements 19 | #evaluation 20 | 21 | 22 | 23 | Notes: 24 | Adding value over time - evaluation should be based on a longer time period to see improvement efforts that are not directly and immediately visible. -------------------------------------------------------------------------------- /supplementary material/examples of obisian files/Adding value to the business is very important to me.md: -------------------------------------------------------------------------------- 1 | P11: 2 | 3 | "for me, what I find the most valuable in my work is that I'm providing value to the business. So if I'm able to find a bug that may not be fun or interesting. As long as it unblocks the business, I feel that I've done something rewarding that day, um, where or where, like they need any feature that would help them save time and money. I feel more valuable doing that. Um, I'm more about business problems than anything else" 4 | 5 | [Link to recording] 6 | 7 | Codes: 8 | #what-motivates-people 9 | #people-care-about-the-bigger-picture 10 | #actionability/pragmatic-decision 11 | 12 | 13 | 14 | Focused-Code: 15 | #Providing-Value-To-Business 16 | 17 | 18 | 19 | Category: 20 | 21 | #Product-Management 22 | 23 | 24 | 25 | Core-Category: 26 | 27 | #DX-Factor 28 | 29 | 30 | 31 | Notes: 32 | 33 | Adding value to the business is important. -------------------------------------------------------------------------------- /supplementary material/examples of obisian files/Agreement on time and effort and approach.md: -------------------------------------------------------------------------------- 1 | P13: 2 | 3 | "agreeing on like one, whether there's something is worth our time and energy. Um, and then too, like, is that the right way to do it?"" 4 | 5 | 6 | 7 | [Link to recording] 8 | 9 | Codes: 10 | 11 | #actionability/agreement/time-budget 12 | #actionability/agreement/approach 13 | 14 | 15 | 16 | Code: 17 | 18 | 19 | 20 | Focused-Code: 21 | 22 | #No-Viable-Solution 23 | 24 | 25 | 26 | Core-Category: 27 | 28 | #Barrier 29 | 30 | 31 | 32 | Notes: 33 | 34 | Agreement on time and effort as well as on approach is need. -------------------------------------------------------------------------------- /supplementary material/examples of obisian files/Wasting time hurts.md: -------------------------------------------------------------------------------- 1 | P11: 2 | 3 | "They immediately don't find a reason to be at the company anymore because, uh, they have done this enough times to know the difference between. Um, losing a battle and losing a war. And I think, I think when they had to do this code base thing and what happened was they got removed from the project and everything. They knew that it was never going to change. Uh, so they started reconsidering or may start moving out and other other folks, if, if it wasn't them leaving, they just were coasting. They were just doing their job and not really caring about it that much. So they started devaluing their time at the company." 4 | 5 | 6 | 7 | Focused-Code: 8 | 9 | #Leaving-Job 10 | 11 | 12 | 13 | Core-Category: 14 | 15 | #Coping-Mechanism 16 | 17 | 18 | 19 | [Link to recording] 20 | 21 | 22 | 23 | Codes: 24 | #job-retention 25 | #actionability/being-proactive 26 | #actionability/no-improvement 27 | #dx-factor/failed-experimentation 28 | 29 | 30 | 31 | Notes: 32 | 33 | After wasting your time (proactive) this hurts the most, and people get extremely frustrated (more than people not being proactive), they want to leave or disengage from the company --------------------------------------------------------------------------------