scaling agile at spotify - simon marcus - agile israel 2014

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Agile Israel 2014 Simon Marcus – Agile Lead @lycaonmarcus Scaling Agile

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Page 1: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Agile Israel 2014Simon Marcus – Agile Lead

@lycaonmarcus

Scaling Agile

Page 2: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Music for EveryoneMusic for Every moment

Page 3: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

What does scaling FEEL like at Spotify?Is there a Spotify way? (spoiler : nope!)How are we organized?What do we mean by agile, and why?How do we change?What do we mean by agile, and why?

Today’s Playlist

Page 4: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

From 10k to 10mm subscribers in 6 years40mm MAUs50% growth since December 20135 Million playlists created or updated a day56 countries

Page 5: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

600 engineers, product owners and designers 20+ CoachesFirst acquisitions: Tunigo, The Echo Nest

Page 6: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Teams are Scaling...

Page 7: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Teams are Scaling...

Page 8: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

How we got started

Bringing music to the world !@#!@

The Spotify WaysOur work spaces

Who we hire The roles we have

How we have funThe words we use

The words we don’t use

The tools we use Implicit rules

How we act when things go right

$How we grow people

How we learn

Being Swemerican

Page 9: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

How we got started

Bringing music to the world !@#!@

The Spotify WaysOur work spaces

Who we hire The roles we have

Being Swemerican

How we have funThe words we use

The words we don’t use

The tools we use Implicit rules

How we act when things go right

$How we grow people

How we learn

Page 10: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014
Page 11: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

How we got started

Bringing music to the world !@#!@

The Spotify WaysOur work spaces

Who we hire The roles we have

How we have funThe words we use

The words we don’t use

The tools we use Implicit rules

How we act when things go right

$How we grow people

How we learn

Being Swemerican

Page 12: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

How we got started

Bringing music to the world !@#!@

The Spotify WaysOur work spaces

Who we hire The roles we have

Being SwedishBeing American

How we have funThe words we use

The words we don’t use

The tools we use Implicit rules

How we act when things go right

$How we grow people

How we learn

Page 13: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

How we got started

Bringing music to the world !@#!@

The Spotify WaysOur work spaces

Who we hire The roles we have

Being SwedishBeing American

How we have funThe words we use

The words we don’t use

The tools we use Implicit rules

How we act when things go right

$How we grow people

How we learn

Page 14: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

In The Last Week I. . .

Spent a day at an offsite with tech leaders arguing about our org structure

1 Helped gang-write a new career path for non-management tech leaders

2

Gave and received “loops” feedback to and from peers

3 Participated in a grass-roots effort to improve project management

4

Page 15: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

In The Last Week I. . .

Spent a day at an offsite with tech leaders arguing about our org structure

1 Helped gang-write a new career path for non-management tech leaders

2

Gave and received “loops” feedback to and from peers

3 Participated in a grass-roots effort to improve project management

4

Page 16: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

In The Last Week I. . .

Spent a day at an offsite with tech leaders arguing about our org structure

1 Helped gang-write a new career path for non-management tech leaders

2

Gave and received “loops” feedback to and from peers

3 Participated in a grass-roots effort to improve project management

4

Page 17: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

So what about our famous org

structure?

Page 18: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Squads

SOCIAL

Page 19: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Life in a Squad

Page 20: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Life in a Squad

Page 21: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Own Services and PipelinesOps in SquadsEvangalizing Mission

Autonomy = Responsibility

Jim Benson
Like we discussed, each of these is a keynote topic in and of itself. You need to have specific targeted messages for each to stop from getting bogged down or leaving stuff out.
Page 22: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Life in a Squad

Page 23: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Chapters

SOCIAL

SOCIAL

SOCIAL

SOCIAL

Chapter Lead

Page 24: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Tribes

SOCIAL

SOCIAL

SOCIAL

SOCIAL

SOCIAL

SOCIAL

SOCIAL

Page 25: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Guilds

Jim Benson
You are seriously going to have to put some good words to this, because Squads, Chapters, Tribes, and Guilds logically go together like basketballs, Pad Thai, condoms, and glue.
Page 26: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Kanban or Scrum or

Scrumban or XP or SAFe or

what?

Page 27: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Yep.

Page 28: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Finding betterish ways to do things that work until they don’t,

and then finding new things.

What is Agile?

Page 29: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014
Page 30: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014
Page 31: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Changing (Creating Interesting

Problems)

Page 32: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations – Melvin Conway

Page 33: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Spotify’s Org Chart

Circa 2013

Page 34: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

The Wages of Autonomy

Page 35: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

A lot of Talking

Execution

Page 36: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014
Page 37: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

20+ teams100+ people8+ months

Page 38: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Alignment Autonomy

Awesome?

Page 39: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Alignment

Autonomy

Awesom

e!!!

Page 40: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

A genuine Agile culture…Optimized for lots of ideas, personal growth, long term effectiveness…Challenged to find better ways of moving faster, learning more, making it easier to get things done.

Spotify’s Way

Jim Benson
Like we discussed, each of these is a keynote topic in and of itself. You need to have specific targeted messages for each to stop from getting bogged down or leaving stuff out.
Page 41: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Figuring out what you want to optimize for…Know yourself and who you want to be…Test structures that remain coherent with your beliefs, even as they scale.

Your Way?

Jim Benson
Like we discussed, each of these is a keynote topic in and of itself. You need to have specific targeted messages for each to stop from getting bogged down or leaving stuff out.
Page 42: Scaling Agile at Spotify - Simon Marcus - Agile Israel 2014

Spotify’s Blog: http://labs.spotify.com/My Twitter: @lycaonmarcus

Feedback: sayat.me/lycaonmarcus

Want More?

Jim Benson
Like we discussed, each of these is a keynote topic in and of itself. You need to have specific targeted messages for each to stop from getting bogged down or leaving stuff out.