Growing a Culture of Experimentation

Many organizations claim to have adopted agile when in fact engineering teams must still follow orders on what to build and how to build it. Thus, we crush the ability of our people to improve their work, preventing them from learning from users or from each other. In this talk, Jez will show how a test-driven approach to both product development and process improvement can enable even large, regulated organizations to harness the creativity of their people. Discover how a combination of architectural and cultural approaches enables experimentation at all levels of your organization, supported by research and examples from current practice.

Transcript

1. @jezhumble oop 6 february 2018 growing a culture of experimentation
2. @jezhumble start small (teams and scope) and deliver often culture is measurable and it can be changed… slowly change culture by changing behavior and doing things differently leaders must make it cheap, quick and safe to run experiments practice making mistakes so it becomes normal too long: didn’t listen;
3. what is culture? “A pattern of shared tacit assumptions that was learned by a group as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” — Edgar Schein, The Corporate Culture Survival Guide
4. software delivery as a competitive advantage “Firms with high-performing IT organizations were twice as likely to exceed their profitability, market share and productivity goals.” http://bit.ly/2014-devops-report
5. software delivery as a competitive advantage high performers were more than twice as likely to achieve or exceed the following objectives: • Quantity of products or services • Operating efficiency • Customer satisfaction • Quality of products or services provided • Achieving organizational and mission goals • Measures that demonstrate to external parties whether or not the organization is achieving intended results http://bit.ly/2017-devops-report
6. @jezhumble time to restore service lead time for changes release frequency change fail rate it performance http://bit.ly/2014-devops-report
8. high trust culture Westrum, “A Typology of Organizational Cultures” | http://bmj.co/1BRGh5q how organizations process information
9. effective teams https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/
10. capabilities that drive high performance Accelerate: The Science of Lean Software and DevOps, Forsgren, Humble and Kim 2018
11. lean product development • working in small batches & use of MVPs • visibility into the flow of work across the value stream • seeking—and acting on—feedback from customers • giving teams the authority to create & change specs
12. @jezhumble culture of experimentation 1. in the small
13. impact mapping Gojko Adzic, Impact Mapping
14. hypothesis-driven delivery We believe that [building this feature] [for these people] will achieve [this outcome]. We will know we are successful when we see [this signal from the market]. Jeff Gothelf “Better product definition with Lean UX and Design” http://bit.ly/TylT6A
15. experiments Different types of user research, courtesy of Janice Fraser
16. Jon Jenkins, “Velocity Culture, The Unmet Challenge in Ops” | http://bit.ly/1vJo1Ya
17. continuous delivery
18. “Evaluating well-designed and executed experiments that were designed to improve a key metric, only about 1/3 were successful at improving the key metric!” do less “Online Experimentation at Microsoft”, Kohavi et al http://stanford.io/130uW6X
19. @jezhumble culture of experimentation 2. in the large
20. the production line http://www.flickr.com/photos/toyotauk/4711057997/
21. methodologies Certainly the thieves may be able to follow the design plans and produce a loom. But we are modifying and improving our looms every day. So by the time the thieves have produced a loom from the plans they stole, we will have already advanced well beyond that point. And because they do not have the expertise gained from the failures it took to produce the original, they will waste a great deal more time than us as they move to improve their loom. We need not be concerned about what happened. We need only continue as always, making our improvements. Kiichiro Toyoda, quoted in Toyota Kata, p40 (Rother)
22. how to change culture? http://www.thisamericanlife.org/radio-archives/episode/403/nummi http://sloanreview.mit.edu/article/how-to-change-a-culture-lessons-from-nummi/ “What changed the culture was giving employees the means by which they could successfully do their jobs. It was communicating clearly to employees what their jobs were and providing the training and tools to enable them to perform those jobs successfully.” —John Shook
24. @jezhumble What obstacles are preventing you from reaching it? which one are you addressing now? What is the target condition? (The challenge) What is the actual condition now? When can we go and see what we learned from taking that step? What is your next step? (Start of PDCA cycle) improvement kata
25. @jezhumble hp futuresmart
26. hp laserjet firmware 2008 ~5% - innovation capacity 15% - manual testing 25% - product support 25% - porting code 20% - detailed planning 10% - code integration Costs Full manual regression: 6 wks Builds / day: 1-2 Commit to trunk: 1 week Cycle times
27. @jezhumble implement continuous integration reduce hardware variation create a single package create a simulator implement comprehensive test automation futuresmart rearchitecture
28. @jezhumble target conditions
29. @jezhumble 1 month program level plan for 400-person org fits on 1 piece of paper teams can use any process / methodology they like turning objectives into features / stories happens within teams leaders don’t tell people what to do or how to do it same heuristic for process improvement and product development observations
30. https://www.slideshare.net/reed2001/culture-1798664/94-Highly_Aligned_Loosely_Coupled_Highly
31. @jezhumble deliver and create fast feedback loops Mike Bracken | @MTBracken | http://mikebracken.com/blog/the-strategy-is-delivery-again/
32. capabilities that drive high performance Accelerate: The Science of Lean Software and DevOps, Forsgren, Humble and Kim 2018
33. “I think building this culture is the key to innovation. Creativity must flow from everywhere. Whether you are a summer intern or the CTO, any good idea must be able to seek an objective test, preferably a test that exposes the idea to real customers. Everyone must be able to experiment, learn, and iterate.” innovation culture http://glinden.blogspot.com/2006/04/early-amazon-shopping-cart.html
34. thank you! © 2018 Jez Humble & Associates LLC https://continuousdelivery.com/ | https://devops-research.com/ To receive the following: • 30% off my new video course: creating high performance organizations • 50% off my CD video training, interviews with Eric Ries, and more • A copy of this presentation • A 100 page excerpt from Lean Enterprise • An excerpt from The DevOps Handbook • A 20m preview of my Continuous Delivery video workshop Just pick up your phone and send an email To: jezhumble@sendyourslides.com Subject: devops