How things used to work
- Long Schedule
- Start knowing what to build
- Coding phase
- Testing and Stabilizing phase
- Shipping 2 times/year
- Product Owner got customer feedback
This used to work very well!
In a era where software delivery was very different from what it is today
What changed?
- Culture
- Approach to teams
- How to plan and learn
- How to stay healthy
Culture
đĄ âCulture eats strategy for breakfastâ
Daniel H. Pink Drive (A book of motivation)
We can motivate people with
- Rewards
- Punishment
Does work. Although youâll get better results if you can give people
- Autonomy
- Mastery
- Purpose
Example:
Group A
- Business Plan
- Established in the market
- Well funded
- Hiring the best people
Group B
- Working for free
- In their spare time
- Because they want to
Group A vs Group B ? Where would you put your money?
Group B > Group A
Wikipedia > MS Encarta
Aligned Autonomy
Alignment vs Autonomy
- Too much alignment wil l make people hate their jobs
- Too much autonomy will make people have different decisions for their selfs
The key is to have a balance
People
Stop thinking about individuals and start thinking about teams. Agile is a team sport
Program Management
- What weâre building
- Why weâre building
Engineers
- How weâre building
- Quality of what weâre building
Teams at Microsoft
- Cross discipline
- 10-12 people
- Self managing
- Clear charter and goals
- Intact for 12-18 months
- Physical team rooms
- Own features in production
- Own deployment of features
Old Teams
- UI
- API
- Database
Tons of dependency management
Try to make everyone that owns all responsibility in the software, in order to share the kanban board. Nominate specialists from each team to review code.
Yellow Sticky Exercise
Autonomy: Allow anyone choose what they want to work on.
Alignment: Ensure weâve got the right balance across teams.
Sprint Mails
Every team sends a email in the end of a sprint telling everyone
- What they accomplished
- Share a vĂdeo showing what they did
- Tell everyone whatâs next
How we plan and Learn
Continuous planning.
The value of planning is not the actual results, but the act of plan itself.
Planning Steps
- Sprint (3 weeks)
- Plan (3 sprints)
- Season (6 months)
- Strategy (12 months)
Strategy and features are part of the alignment
Features, tasks and etc are part of Autonomy
Always plan 3 sprints ahead
Continually Plan
Continually Learn
Stay Healthy
âJust because weâre not sick, doesnât mean weâre healthyâ
A lot of bugs
Bug Cap
Number of engineers *. 5 = X
10 * 5 = 50
If your bug count exceeds your bug cap, stop working on new features
L-Team
Deals with all live-site issues and interruptions
Shields the team for interruptions
F-Team
Work on committed features (new work)
Rotate the responsibility.