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Key Take- aways

Key Take- aways. Hemant Elhence, CEO @ HemantElhence. Vinayak Joglekar, CTO @ vinayakj. www.synerzip.com. Conference Overview. July 28 – Aug 1 in Orlando, FL Approx 2000 participants from 40 countries, 17 tracks, over 200 sessions, plus inspiring keynotes

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Key Take- aways

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  1. Key Take-aways Hemant Elhence, CEO @HemantElhence Vinayak Joglekar, CTO@vinayakj Confidential – August 2014 www.synerzip.com

  2. Conference Overview • July 28 – Aug 1 in Orlando, FL • Approx 2000 participantsfrom 40 countries, 17 tracks, over 200 sessions, plus inspiring keynotes • Stated theme: Achieving Enterprise Agility • We attended 20 sessions each, plus Exhibit Booths of about 40 vendors of tools and training services • 4th year of 1-day Executive Forum, with invited senior executives, ~25 • More large company participants, e.g. Walmart, Cisco, etc. Confidential – August 2014

  3. 17 Tracks • Agile Boot Camp • Coaching and Mentoring • Collaboration, Culture & Teams • Development Practices & Craftsmanship • DevOps • Enterprise Agile • Experience Reports • Leadership • Learning • Lightening Talks • Open Jam • Project, Program and Portfolio Management • Research • Stalwarts • Testing & Quality Assurance • User Experience • Working with Customers Confidential – August 2014

  4. Synerzip’s Top “10” Takeaways • Note: 40 sessions were attended out of 200 by Hemant Elhence and VinayakJoglekar. Where possible, the presenter’s name and other reference are listed. Confidential – August 2014

  5. Top 10 (15) Topics • VJ: Managing People • HE: Scaling Agile/SAFe • VJ: Lean Start-up Adoption • HE: Spotify Model/Engineering Culture • VJ: Mob Programming • HE: Self Organization – TradeMe Case • VJ: T-Shaped + Broader Skills • HE: Agile Transformation • VJ: UX Runway + Mobile UX • HE: Value Team vs. PO Role • VJ: DevOps & Continuous Delivery • HE: Estimation • VJ: Org Structure & Architecture • HE: Interesting Soundbites • VJ: Interesting Soundbites Confidential – August 2014

  6. 1. Agile is not about software It’s about managing people www.synerzip.com Confidential – August 2014

  7. Managing People • Healthy, happy workplaces are real and achievable healthy bottom-line • Trust is the bedrock of high performing team Confidential – August 2014

  8. Managing People Confidential – August 2014

  9. Managing People • For building trust/commitment, embrace conflict − think about things never discussed • “We need to allow people to choose to unleash their potential” - Olaf Lewitz • We need to build fail safe relationships • Very simple manifesto − We value people • “Self organizing organization” - Sandi Mamoli Confidential – August 2014

  10. Managing People (Cont’d) • Theory Y to deal with Business VUCA • Need based allocation instead of budget to avoid gaming & conflicts of target/allocation • No perfect KPI-Standing on scale example • Roundabouts instead of traffic signal (Value based system instead of rules based one) Confidential – August 2014

  11. Traffic Signal Vs Roundabout Confidential – August 2014

  12. 2. Scaling Agile • Effectively scaling Agile adoption to hundreds of teams • Probably the biggest discussion topic, perhaps the next biggest frontier • Multiple frameworks/approaches • Scrum-of-Scrum (SoS) • Large Scale Scrum (LeSS, Larman/Vodde) • Scaled Agile Framework (SAFe, Leffingwell) • Disciplined Agile Delivery (DAD, Ambler/Lines) • Spotify “Model” (Kniberg) • Scrum at Scale (Sutherland, www.scruminc.com), meta framework • Agile Scaling Knowledgebase (ASK) Decision Matrix, www.agilescaling.org • Less about the framework choice, more about culture change Confidential – August 2014

  13. Confidential – August 2014

  14. 3. Lean startup adoption Beyond discussion −GE does it. www.synerzip.com Confidential – August 2014

  15. Lean Startup in Microsoft& GE! • Keynote by Sam Guckenheimer confirmed Microsoft’s journey to cloud cadence  customer feedback in sprints from 2008 • Is it important? Going in the right direction? • Early customer feedback is the primary motivation for Agile Cloud Cadence move • C/s functional teams - autonomous backlog • Deployment in 3rd week of 4 week sprints • Only trunk checkin - baby steps - feature flags • GE Healthcare executive lunch conversation Confidential – August 2014

  16. Lean Startup meets Agile via UX • Workshop to quickly design an MVP in a cross functional team – diverging  converging • Design: Thinking + Lean Startup + Agile = Lean UX • User-centric continuous design vs big upfront • Hypothesis driven development • Prototype  Test  Learn cycles Confidential – August 2014

  17. 4. Spotify“Engineering Culture” Spotifyoffers a fascinating model for scaling. It has kept an agile mindset despite having scaled to over 30 teams across 3 cities. Alistair Cockburn (one of the founding fathers of agile) visited Spotify and said “Nice - I've been looking for someone to implement this matrix format since 1992 :) so it is really welcome to see.” Confidential – August 2014

  18. Squad, Tribe, Chapter, Guild • Squad: the basic unit of development, similar to a co-located Scrum team, designed to feel like a mini-startup. Each squad has a long-term mission such as building and improving the Android client, creating the Spotify radio experience, scaling the backend systems, or providing payment solutions. • Tribe: A tribe is a collection of squads that work in related areas – such as the music player, or backend infrastructure. Designed to be 100 people or less, a tribe can be seen as the “incubator” for the squad mini-startups. • Chapter: A chapter is your small family of people having similar skills and working within the same general competency area, within the same tribe. For example the testing chapter, the web developer chapter or the backend chapter. • Guild: A Guild is a more organic and wide-reaching “community of interest”, a group of people that want to share knowledge, tools, code, and practices. Aguild usually cuts across the whole organization. For example, the web technology guild, the tester guild, the agile coach guild, etc. See this white paper by HenrikKniberg & Anders Ivarssonhttps://dl.dropboxusercontent.com/u/1018963/Articles/SpotifyScaling.pdf Confidential – August 2014

  19. 5. Mob Programming • Mob programming-Woody Zuil-Teams attracted by awesomeness of vision=naturally motivated • Best requirements, architecture and design emerge from self organizing teams • 1 computer, 2 keyboards, 2 projectors - bright minds working on the same thing at the same time in the same room for 3 years! • Interactionskindness, consideration & respect • No politics, context switching or waiting • Less code, no duplication, low technical debt Confidential – August 2014

  20. Mob Programming video • https://www.youtube.com/watch?v=p_pvslS4gEI Confidential – August 2014

  21. 6. Self-organization • Trade Me case study on self-organizationleveraging SpotifyWP • Company (www.trademe.co.nz/) size 125 people, 80 in engineering • Facilitated self-selection process, done offsite • Pre-defined 11 Squad categories (product areas) • Pre-assigned Product Owners • Rest of the team of dev & testers self-selected • Rules • “Do what is best for TradeMe” – posted prominently • Squads should be 3-7 people • Capable of delivering end-to-end • Co-located, if possible • Result • Stable, focused teams, that deliver higher • Happier team members • http://nomad8.com/total-squadification-large-scale-self-organisation/ • Mob Programming – evolved version from pair programming (http://mobprogramming.org/mob-programming-basics/) Confidential – August 2014

  22. Self Organizing, Self Selecting • Spotify concept of squads, tribes, etc. was the inspiration to squadify all teams • Idea from Fedex day - teams were formed by self selection - what if they do it all the time? • 3 out of 11 squads self-selected on trial day • No explicit management buy-in was asked for • Empty squad sheets - only 6/7 pictures could fit • Sheets placed, title/mission explained by PO - 10 min iterations  8 squads fully staffed • Learning - Trust works, peoples’ interests Confidential – August 2014

  23. 7. T-Shaped + Broader Skills Everyone does everything www.synerzip.com Confidential – August 2014

  24. T shaped skills • Every member has QA, BA, Ops & Dev skills • No one works alone; everyone works together • Shared activities  people more accountable • Communication, curiosity, respect, empathy needed for cross-skilling within the team • Remove phases & design together; no story would be written by less than 3 people • Shared activities resulted in better quality, 0 bugs, 3X efficiency, shared understanding of goals, trust, increased empathy Confidential – August 2014

  25. Skills • “Do what you love to do, work with purpose, care for your tribe” - Diana Larson • Tools for self-discovery − survey, ask friends, check what you did when there was nothing to be done, the kind of stories that move you • Purpose inspires, brings focus, motivates Confidential – August 2014

  26. Lean to smash biases • Lean canvas - cognitive bias - I know it • Experiment A3 - hindsight bias - I knew it • Heaven/Hell ritual - Optimism bias - Wow its gr8 • As the problem gets fatigued disciplined thinking fast and slow helps • Your sense of doubting brings disciplined slow thinking Confidential – August 2014

  27. 8. Agile Transformation • Big challenge, faced by large (>10,000 person), older companies, with distributed (incl. offshore) teams • Entire focus of the Executive Forum, with case-studies by:Bank of America, United Healthcare, Frost Bank (146 yr old), Cerner Corporation • Culture trumps process and practices • Agile Mindset • Servant Leadership • “Less about the framework (e.g. SAFe), more about the culture change.” • Customized Agile process, with some remnants of waterfall • Embedded coaches • Hired externally, but integrated • 1 coach per 3-6 teams • Physical space changes – cubes to open room, all whiteboard • Lot of attention to communication of vision, why change, etc. • Attention to metrics Confidential – August 2014

  28. 9. UX Runway + Mobile UX Integrating UX design & scrum www.synerzip.com Confidential – August 2014

  29. Intro to the UX world • Roles − researchers,information architects, visual designers, CSS devs, accessibility experts • Aversion to time boxing; Centralized / Isolated • UX needs to be integrated at portfolio, program and product levels; hence it’s hard to integrate • User research/personas etc. at portfolio level • CSS designs/wireframes at product/program level • UX runway with + 3/2/1 week lead for research, architect and dev work Confidential – August 2014

  30. Step by step UX framework • Takes 2-4 weeks before development • Collaborate/empathize with users for problem/assumption validation • Business goals – why are we doing this? Expectation setting from business owner • Contextual research – observe users in their environment • Target user may change as we iterate; but its important to know the primary persona • Research insights = opportunity patterns Confidential – August 2014

  31. Step by step UX framework • Lean canvas or elevator pitch to prioritize • Risk/Complexity/Value to prioritize • Design principles are best understood by designers – rest solution can be framed by team • Experience principles like “proactive, flexible, friendly, safe” need to be explicitly stated • Storyboards/User Journey – Day in the life • Lowest fidelity proto to get early evaluation • Experience mapping across various touch points • Interaction/navigation model – core behavior Confidential – August 2014

  32. Mobile UX testing • UX research needs to be planned with dev • Heuristic review – is the design conforming to standards and known rules? • Usability study – in-person/remote • Remote research is difficult for mobile apps • Working with agile teams need UX to be flexible on fidelity of prototypes – could be paper or using tools like appcooker/blueprint • Low budget research – observe users – don’t talk • Magitest/remoteviewer– record/share remotely Confidential – August 2014

  33. Mobile UX considerations • Case study – how to display menu; 9 out of 12 didn’t know the hamburger icon • Secondary navigation – accordion preferred • Horizontal scrolling was understood when the arrows appeared in the table header • 4X more appetite for scrolling on tab vs phone Confidential – August 2014

  34. 10. Value Team vs. PO Role • Value Team session by Ahmed Sidky, www.sidkycg.com • Considering Product Owner as the single wring-able neck for feature prioritization is unreasonable • Create a Value Team, PO = Value Team Facilitator Confidential – August 2014

  35. 11. DevOps & Cont Delivery DevOps is more about culture than tools www.synerzip.com Confidential – August 2014

  36. DevOps-Next level of c/s function • DevOps isn’t @ creating a silo or buying a tool • DevOps is a cultural & professional movement • Can’t solve social/cultural issues with tools • More and more sysadmins are writing code • Many devops - day talks - empathy for other depts • Continuous change often gets misunderstood as nothing’s ready because it's going to change • Small teams that are inquisitive & ready to learn • Hackathons − build anything that added value • ^ pressure, ^features, v design  Sinking of Vasa Confidential – August 2014

  37. 12. Estimation Evolved #NoEstimate Movement • http://zuill.us/WoodyZuill/2013/01/25/if-you-found-estimates-bring-no-value-what-would-you-do/ • http://neilkillick.com/2013/01/31/noestimates-part-1-doing-scrum-without-estimates/ • “Building software is by its very nature unpredictable and unrepetitive. While building software we cannot easily break down the work into same-sized, repeatable widgets like we can when manufacturing car parts.” • Just deliver high-value working software slices in shortest possible time intervals, and do-away with estimation. Using Empiricism over Guesswork • Use actual historical data of work done by team • For large projects, sampling based estimation • Take a sample of few epics to use • Use Weibulldistribution, with Monte Carlo simulation tool for arriving at full project estimates • troy.magennis@focusedobjective.com Confidential – August 2014

  38. Using Sampling + MC From Troy Magennis’ session Moneyball for Software Projects Confidential – August 2014

  39. 13. Org structure = Architecture Designs = copies of communication paths www.synerzip.com Confidential – August 2014

  40. Architecture & Org Structure • Architecture originates in different places and different ways, and is deeply ingrained in the org • Shape of design group = imp design decision • Loosely coupled/distributed orgs are less likely to produce tightly coupled ball of mud • Selective hiding and exposing information in an org − like interfaces with private/public methods • Architectural change required for remote team • Avoid hierarchy paths, pipelines; refactor org • Scaling-^ small teams building PAAS services Confidential – August 2014

  41. Interesting Soundbites (HE) • “Agile” is technology driven, Lean-Agile is business value driven • Agile helps you deliver faster, but doesn’t save you from bad business decisions • To pilot Agile, pick a really important (& visible) project in the company • Keep all the work visible, including any skunk works, pet projects, etc. • To really understand customer needs, don’t (just) ask them; observe them, and infer what they really need • 2 key requirements for Agile to not fail: • Definition of Done • Culture • Candidates for 5th Value for Agile Manifesto • Demonstrating & delivering business value OVER trying to use the word Agile to sell products/services • Continuous improvement OVER “Best Practices” Confidential – August 2014

  42. Interesting Soundbites (VJ) • If we improved by measuring we could’ve reduced weight by just standing on the scale. • Co-located team is likely to result in a local mudball. Remote teams result in a modular approach. • Architecture is a social discipline. It impacts daily life. • Many scrum teams work in a compressed waterfall model. • By asking users to participate in early research you are getting their trust for the brand not damaging it. • Politics tax is the amount of time spent to CYA. • The very word “engineering” is limiting our thinking of what software can do. • Continuous delivery is a journey. No need to get there now. The direction is right. Confidential – August 2014

  43. Questions? Confidential – August 2014

  44. www.synerzip.com Confidential – August 2014

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