beyond agile transition
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www.devbliss.com © devbliss
We deliver software and services that delight our customers, sprint by sprint.
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NATO | INTERSHOP | WEB.DE | CDC | VZ | DEVBLISSTRAINING | CONSULTING | MANAGEMENT | COACHING
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once upon a time...
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... there was a social network
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VZ - The Company
Management
Software Engineering
Product Development
Customer Care Marketing
Legal Human Ressources Accounting Public
Releastions
Sales
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VZ - The Company
Management
Software Engineering
Product Development
Customer Care Marketing
Legal Human Ressources Accounting Public
Releastions
Sales
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➡ 32 Software Engineers➡ 3 Operations➡ 4 Scrum Masters➡ 2 Management➡ lead by Dr. Johann Kempe (CIO GvH) and Stephen Devlin (CTO Macmillan)➡ very strong agile mindset
➡ 6 month preparation to carve out➡ Since May 1st 2012 we operate independent from VZ
devbliss today
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1
➡ registered Users: 17 Million / 80% monthly actives➡ dynamic requests per month: 60 billion ➡ delivered static Objects per month : 50 billion
➡ peak time bandwidth: around 6 Gbit/s➡ Photos: approx. 1 Billion (3 Billion Files) ➡ 120 TB structured and unstructured data➡ approx. 740 Servers (5700 Cores, 6 TB RAM) ➡ around 30 services and tools➡ used programming languages:
Java, Erlang, Python, PHP, Perl, C, C++, Objective C, Scala ➡ approx. 25.000 (mySQL) Tables
Our experience through VZ
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Achievements of the last 3.5 years
➡ Releases possible at any time
➡ Shorthand changes are less painful
➡ Less meetings - focused communication
➡ Team members feel responsible and hold themselves accountable for their work
➡ Crowd architecture
➡ Knowledge transfers within and between the teams
➡ Prioritization - important things first (business value)
➡ Very good code quality and development speed
➡ decisions are made by the people who do the work
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Why do companies want scrum or agile?
➡ shortens time2market
➡ enhances productivity
➡ optimizes processes
➡ creates (painful) transparency
➡ motivates employees
➡ makes the company attractive
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Transition will succeed only, if the organization breaks its "regular" habit.
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“…organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations”.
Henry E. Conway April 1968
A
B
C
A
B
C
OR
GA
NIZ
ATIO
N
=
SYST
EM
Conway's Law
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Plan
DoCheck
Act
The Deming-Cycle - Key to the agile mindset
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Educate ProductOwner(s)
➡ PO = OWNER! of the product?
➡ What's my Vision!?
➡ UserStories?!??
➡ Prioritization
➡ Backlog / Company Backlog
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➡ Facilitator
➡ Mediator
➡ Organizer
➡ Mentor
➡ Therapist
Have ScrumMaster(s)
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Prepare the Team
➡ has to have the strong willingness to change something
➡ has to take over responsibility &
➡ has to be aware of being held accountable
➡ might also reject changes
Keep in mind: Initially Scrum was meant for hyper-performant teams!!Friday, April 26, 13
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Fear of change
fear of beeing transparent ➧ avoid giving any meeting the look like they are in place for reporting
unwilling to take over responsibility ➧
let the team make decisions themselves and hold them
accountable for them.
„Nonsense“Disregarding the benefits ➧
Scrummaster must facilitate. Teams are recognizing the benefit
fairly quickly.
That does not fit the way we work ➧
search for Interfaces/interactions that allow to fit in, but don't compromise
on the Rules (see 2nd comment)
Talk, Talk, Talk…… do retrospectives on regular base and try to reduce the fears.
Talk, Talk, Talk…… do retrospectives on regular base and try to reduce the fears.
Talk, Talk, Talk…… do retrospectives on regular base and try to reduce the fears.
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afraid of making mistakes ➧ Mistakes are expected! Repeated mistakes are unwanted.
to say "No" ➧ accept a „No", take away pressure,create transparency of what's the real velocity
not getting it done ➧solving technical debt will result in a lower velocity. Let people get a feeling of their own velocity and accept commitments but also demand those commitments.
to change processes that remained untouched a long time ➧ Convince people of the benefits and empower them
Change with no fear
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Have A Transition Team:
➡ Drives change throughout the whole organization
➡ „Powerful“ Support for the ScrumMaster
➡ Defines Interfaces between departments
➡ Creates transparency throughout the company
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Prepare Management
➡ let the Boss/Client FEEL the improvements
➡ learn how to handle the reporting tools to avoid a bad gut feeling
➡ handle Uncertainty = reporting-artefacts in scrum are sufficient enough!
➡ enforce lean management
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Don't lie to yourself!
➡ We certainly moved and changed (after the first sprint)
➡ We "adjusted" the scrum process to fit our organization.
➡ enough change, we need to work now.
➡ the Teams are delivering new features constantly but we had to employ a new bug-manager.
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➡ Create a sense of urgency
➡ Create the guiding coalition
➡ Develop a vision and a strategy
➡ Communicate this vision
➡ Empower employees for broad-based action
➡ Generate short-term wins
➡ Consolidate the gains and produce more change
➡ Anchor the new approaches in the culture
John P. Kotter Leading Change
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www.devbliss.com © devbliss
We deliver software and services that delight our customers, sprint by sprint.
Friday, April 26, 13