real-life agile scaling · 2019. 1. 3. · real-life agile scaling – take aways • scaling hurts...
TRANSCRIPT
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Author
Parent
Agile & Lean coach
www.crisp.se
ConsultantHenrik [email protected]
@HenrikKniberg
Real-life Agile ScalingKeynote - Agile Tour Bangkok
Nov 21, 2015
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Not too hard
Henrik Kniberg
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A bit trickier
Henrik Kniberg
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Henrik Kniberg
Hard!
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How do we avoid THIS?
Henrik Kniberg
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01:32
Beware of Scaling
Henrik Kniberg
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Beware of Scaling
Potential Downside (Risk):• Longer delivery time
because of misalignment & dependencies
• Worse product because of bad communication
Henrik Kniberg
! ?
?
Guaranteed Downside• Cost• Complexity
Potential Upside:• Shorter delivery time
more hands on deck, parallell work
• Better product access to wider range of competences
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Stuff you need to figure out with multiple teams
Henrik Kniberg Dependencies!
How to slice the elephant Team sync / alignment
Team structure Feedback loop
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01:32
Slice the elephant
Henrik Kniberg
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RISK
Big Bang = Big Risk
Henrik Kniberg
CumulativeValue
Source: Chaos Manifesto 2013, Standish group
38%totally fail1
10% succeed
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Henrik Kniberg
Lego Universe
4 years to first public release
≈250 people involved
Shut down after 2 years of operation
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Henrik Kniberg
1
1 2 3
2 5
Not like this....
Like this!
43
4
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Slice the elephant!
Henrik Kniberg
1.0
1.2
1.3 1.4
1.5
RegionÖstergötland,Uppsala, etc
Crime types(weapon,drunk driving,shoplifting, etc)
Integrations
1.1
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MVP – Minimum Viable Product
Henrik Kniberg
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Minimum viable
Henrik Kniberg
Earliest Testable Product
Earliest Usable Product
Earliest Lovable Product
Aim for the Clouds...
Earliest testable/usable/lovable
But deliver in Small Steps
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Two types of slicingRelease
1.0 Release
1.1 Release
1.3
Slicing to enable early & frequent release
Release 1.2
Slicing to enable parallel development
Henrik Kniberg
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01:32
Build a suitable Team Structure
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Component team vs Feature team
Henrik Kniberg
Client team
C C C
Test team
T T T
DB team
D D D
Server team
S S S
Feature team 1
C C
S
D
T T
C
S
D
T
Feature team 2
D
S
DB
Server
Client
User
Communities of interest
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Two conflicting goals (at scale):
1. Team should be “full-stack”2. Team should be small
Henrik Kniberg
Front end
Back end
Test
Data analytics
UX
Design
DB
Monitoring
OperationsBuild systems Big Data
SecurityPerformanceMarketing
Hardware
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Team types - finding the right balance
100% feature teams 100% Component teams
Small orgs
Trade-off
Large orgs
Small orgs
Large orgs Large orgs
Small orgs
Henrik Kniberg
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Types of dependenciesBuilding the same product(implicit dependency!)
Building different products, but have dependencies
Knowledge sharing Knowledge sharingDependency sync
Knowledge sharingDependency syncProduct integration
independent teams
Henrik Kniberg
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Dependencies
Good Dependency (aka “collaboration”)
Bad Dependency !?#@%
Henrik Kniberg
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Example:Visualizing team dependencies
Our TeamTeam Snap
Team Flash
Team Bazinga
Team Sheldon
Team TBBT
Henrik Kniberg & Jan Grape
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Example:Visualizing team dependencies
Henrik Kniberg
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Good vs bad dependenciesFull-stack team.Can deliver customer value independently.
A A1
B
A2
Platform
Platformized teamsTeam A1 and A2 are more effective because of team B’s platform
Coupled teamsA must sync with B in order to deliver customer value.
A
B
Henrik Kniberg
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Customer-driven platform teams
A1
B
A2
Platform
The other teams are our customers!
The other teams must obey us!
External-facing teamsFocus on delivering value to external customers
Internal-facing teamsFocus on making other teams more effective at delivering value to their customers.
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Key decision: Where can we accept low-bandwidth communication?
Low bandwidth
High bandwidth
High bandwidth
The speed of development is determined by the speed of ideas spreading
Alistair Cockburn
Henrik Kniberg
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Teams of Teams!
Bunch of individuals
Teams of Small teams
Big teams Small Teams
Henrik Kniberg
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Decoupling to enable frequent releases
Henrik Kniberg
Feature squads
Client App squad
!#?
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Guidelines for team structure
Try to ensure that each team:❏ is 3-9 people❏ is stable(ish), full-time & co-located.❏ has a mission ❏ has clear customers❏ can prioritize between customers
(ex: via a PO role, or via clear strategic guidelines)❏ cross-functional: has all skills and tools needed to
deliver value to customers❏ autonomous: doesn’t get blocked waiting for other
teams and individuals.Henrik Kniberg
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01:32
Scale the feedback loop
Henrik Kniberg
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Single team feedback loops
Henrik Kniberg
Daily StandupRetrospective
Continuous Integration
Unit tests
Sprint review
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Multiteam feedback loops
Henrik Kniberg
Cross team sync,retro, etc
Whole Product review
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Pattern: Integration Cadence
Henrik Kniberg
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Henrik Kniberg
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Pattern: 2-tier planning/alignment
Months
Weeks Weeks Weeks Weeks
Henrik Kniberg
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Pattern: Plan on a cadence, release on demand
Release candidates
Release candidates
Planning event
Planning event
Planning event
Release 1.0 Release 1.1 Release 1.2 Release 1.2.1
Release 2.0
Henrik Kniberg
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Test & integrate
Deploy to staging
Deploy to prod
Manual test
Manual Code & commit
Build Automatic
Continuous Integration = Mandatory!
Continuous Delivery = Aspirational.
Single click
Henrik Kniberg
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01:32
Get everyone aligned
Henrik Kniberg
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Misaligned teams move very slowly
Henrik Kniberg
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More teams = more likely that you will need dedicated leader(s)
Henrik Kniberg
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Example: Leadership ”Trios”
T P D
Tech Product Design
Henrik Kniberg
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Alignment & Autonomy
Henrik Kniberg
Alignment
Do what I say!
Autonomy
Do whatever
False dichotomy
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Alignment enables Autonomy
Henrik Kniberg
HighAlignment
High Autonomy
Build a bridge!
MicromanagingorganizationIndifferent culture
EntrepreneurialorganizationChaoticculture
AuthoritativeorganizationConformist culture
InnovativeorganizationCollaborative culture
We need to cross the river
Figure out how!We need to
cross the river
LowAlignment
Low Autonomy
Hope someone is working on the river problem…
Aligned Autonomy!
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Example: Big-room planning/alignment at Lego Planning as a social event
Henrik Kniberg
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2 days, 19 teams, 150 people
Henrik Kniberg
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Demo video – what have we accomplished?
Henrik Kniberg
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Lightning talks
Global Insights Digital Child Safety Data Privacy Law
High level priorities:1. ...2. ...3. ....
Architecture vision / priorities / constraints
Henrik Kniberg
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Pattern: Different levels of granularity
Henrik Kniberg
Program/Product backlog
Feature/EpicMarketableReleasable
StoryTestableFits in a sprint
StoryTestableFits in a sprint
Team Backlog Team Backlog
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Team breakout: Pulling from the program backlog
Henrik Kniberg
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Henrik Kniberg
Team breakout: Pulling from the program backlog (digital version)
Henrik Kniberg
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Team breakouts Law of 2 feet....
Henrik Kniberg
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Program Board (a.k.a Dependency Board)
Henrik Kniberg
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Henrik Kniberg
Early detection of dependency problems
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Scrum of Scrums = dependency sync
Henrik Kniberg
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Simpler version of dependency sync
Dependency board”right now, who’s waiting for what from whom”
Henrik Kniberg
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Risk board (per project/epic)
Henrik Kniberg
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Management review / problem solving
Henrik Kniberg
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Management feedback & commitment to help
Henrik Kniberg
Day 2
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Pattern: Information radiators
Henrik Kniberg
• In the hallway• Or in a War Room Zen Room
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Henrik Kniberg
Big Picture – features/epics
Team 1 - storiesTeam 2 - stories Team 3 - stories
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Henrik Kniberg
Count cards
Velocity per week
Example: Measuring velocity by counting cards
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Henrik Kniberg65
65
Total# of delivered features
Week
Example: Release planning using a burnup chartAll of these will be done
Some of these will be done,
but not all
None of these will be done
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01:32
Wrapup
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Don’t go overboard with Agile!
Henrik Kniberg
No planBig up front
planRough, adaptiveplan
No architectureBig up frontarchitecture
Rough, adaptivearchitecture
WaterfallBad Agile Good Agile
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Stuff you need to figure out with multiple teams
Henrik Kniberg Dependencies!
How to slice the elephant Team sync / alignment
Team structure Feedback loop
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Real-life agile scaling – take aways• Scaling hurts
Keep things as small as possible• Agile is a means, not a goal
Don’t go Agile Jihad. Don’t dump old practices that work• There is no “right” or “wrong” way
Just tradeoffs• There is no one-size-fits-all
But plenty of good practices• Build feedback loops at all levels
Gives you better products and a self-improving organization.
Henrik Kniberg