Lean Tribe 30

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  • #30 - Adjustable organizations2014-10-13, King.com, Sveavgen 44

    Tomas Rybing, Aptilo Networks

    Lean Tribe r ett ntverk av mnniskor som delar de vrderingar Lean str fr och vertygelsen att Lean skapar verksamheter med kortare tid till vrde och ett bttre

    arbetsklimat.

  • Agenda - Adjustable organizations Seven short speeches (10 minutes)

    Team organizations are flexible and adaptable, or? - Johan Westerlund, Uniqa team

    Change in 3 dimensions - Anders Beskow, Softhouse

    Balancing budget in an Agile organization - Karin Hagren, Citerus

    Self reorganizing: The story of distributed teams - Molood Noori Alavijeh, King

    Spotify Running: Lessons learned from building a Lean Startup inside a big tech company - Brendan Marsh, Spotify

    Buffer or suffer? Growth pains and what to do about it? - Andrey Devyatkin, Praqma

    What developers really want fast tests and fast build systems - Patrik Hglund, Google

    Open Space - Queries that came up were discussed in 20 minutes slots in circles (5-20 persons sitting on chairs in circle)

    Keynote: SAFe@Lego - our journey so far - Henrik Kniberg, Crisp

  • Team organizations are flexible and adaptable, or?

    Team centric world (adaptable & flexible)

    Higher resolution & frequency

    Self adaptive (we adapt ourself to the environment)

    Distribution of decisions & mandates

    What is against?

    Management systems (hard to change)

    Insecurity

    The alignment trap (same for all doesnt work)

    Why? Teams make better decisions!

    Johan Westerlund,Coaches teams & organizations

    at Uniqa team

  • Change in 3 dimensions Adaptation/change is needed - You are not in

    the state you need to be in

    Three things

    Tools & Technology

    Processes

    Organization

    All things must gradually transform form old to agile (You cant just change one or two of the things above, then you will fail)

    Anders Beskow,Agile coach at Softhouse

  • Balancing budget in an Agile organization Budget cutdown -> New agile organization

    Cross-functional teams

    Continuous integration (shooter feedback loops)

    Clear product ownership

    Focus on flow & bottlenecks

    Decreased market for 3G, re-org needed? Test something else

    Agreement: 3G teams to work with 4G backlog

    Deliver within two sprints

    Training programs etc.

    Move the work instead of the people!

    Karin Hagren,Agile coach at Citerus

  • Self reorganizing: The story of distributed teams

    Why? Organization grew from 3 to 30 persons in two years (supporting multiple customers)

    How?

    Matrix organization

    Feature teams

    Technical (guilds)

    20% work (own time to fix technical debt etc.)

    Teams to decide themselves how to work (3 months trial)

    Result?

    Scrum

    Kanban

    Scrumban

    Not agile at all (Two of three are unhappy in this team)

    Molood Noori Alavijeh,Agile coach

    at King

  • Spotify Running: Lessons learned from building a Lean Startup inside a big tech company

    Idea came Q3 2014, a lot of running playlists existed, created Team Pre (Cross-functional), launch May 2015

    Steps

    1. Get started

    2. Visualize business plan

    3. Hypothesis creation

    4. Ideation & validation (one week cadence)

    5. Profit

    If its easy, you are doing it wrong

    Brendan Marsh,Agile coach

    at Spotify

  • Buffer or suffer? Growth pains and what to do about it?

    Software as a factory, continuous delivery (CD) gives fast feedback loops

    CD pipeline as automated andon

    Ways to do it

    1. Stop & fix - Assign person(s) to fix immediately

    2. Automated revert of change - Fix without pressure

    3. Prevent blocking by shifting left

    Andrey Devyatkin, Praqma

  • What developers really want fast tests and fast build systems

    HACKABILITY (of a product)

    Code health

    Easy to run/debug (for the developer)

    Great infrastructure

    CODE HEALTH

    1. Review (code review, pair programming etc.)

    2. Readability

    3. Style guide

    4. Good tests

    5. Pre-submit + post-submit (set of tests)

    Unit tests - how to make them happen? Lead by example, mentoring etc.

    Patrik Hglund, Google

  • Open Space slot 1 - Circle 3 - Testing

    So bust chopping down trees, there is no time to sharpen the axe

    Test must be automated (developers must write tests, not a separate test team)

    Run all unit tests on each commit!

    Have automated metrics with thresholds + look at trends

    Fight flaky tests -> Pre-test the test to get them stable

    Dynamic thresholds -> Scenario: Allow 100 warnings, fix five of them, lower the threshold to allow 95 warnings

  • Open Space slot 2 - Circle 4 - Problem based roadmap

    One product - Multiple teams/components

    Teams - Feature driven

    Guilds - Component based

    Old way - PO made a lot of coordination between components/teams

    Now - Functions that solves the whole problem

  • Keynote: SAFe@Lego - our journey so far (1/3) Scaled Agile Framework (SAFe), three levels

    PORTFOLIO

    Portfolio Kanban system

    Epics (business case/area)

    PROGRAM

    Agile release train

    Program backlog

    Product increment (n number of sprints)

    Features

    TEAM

    Scrum

    Team backlog

    Sprints

    Stories

    Henrik Kniberg,Agile coach

    at Crisp

  • Keynote: SAFe@Lego - our journey so far (2/3) Example: PI-planning@LEGO (a lot like a huge open space)

    Two days event, 19 teams, 150 persons

    Agenda

    Achievements (videos what has been done)

    Lightning talks

    Fast feedback

    Team breakouts (high-level planning, pulling work from program backlog)

    End of day one - Draft plan fair

  • Keynote: SAFe@Lego - our journey so far (3/3) Program board to visualize dependencies with red threads in a matrix

    with 4 sprints x 19 teams!

    Scaling is dependency management

    Scrum of Scrums - Two-three times per week

    Risk board with management review to solve out problems

    End of day two - Presentation of the final plan (maybe stop doing this, has become tedious)