Multi-team Software Delivery Assessment

Transcript

1. armakuni.com
   Leeds Digital Festival
   October 2020
   Benedict Steele - @benedictsteele
   Nurturing your software
   delivery
   

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2. Some of the organisations that we work with
   

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3. Every organisation is different
   

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4. Every team is different
   

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7. People
   

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8. Team
   Tools
   Process
   People
   

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9. Team
   

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10. Most teams suffer from...
    6
    ● Waiting around
    ● Defects
    ● Single points of failure
    ● Handoffs between teams
    ● Unnecessary features
    ● Unnecessary processes
    ● Manual work
    ● Poor communication
    How many of these problems seem familiar?
    ● Knowledge drain
    ● Task switching
    ● Relearning
    ● Rework
    ● Partially completed work
    ● Overly complicated solutions
    ● Siloed work
    ● Unsupported legacy software
    

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11. Team
    

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12. Team
    

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17. Team
    

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18. Team
    

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19. How do you expose a watermelon?
    

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20. Suppression - Harming or stopping the person bringing the anomaly to light; “shooting the messenger”
    Encapsulation - Isolating the messenger, so that the message is not heard
    Public relations - Putting the message “in context” to minimise its impact
    Local fix - Responding to the presenting case, but ignoring the possibility of others elsewhere
    Global fix - An attempt to respond to the problem wherever it exists. Common in aviation
    Inquiry - Attempting to get to the “root causes” of the problem
    13
    Pathological
    (power-oriented)
    Bureaucratic
    (rule-oriented)
    Generative
    (learning-oriented)
    Organisational Culture
    Westrum, Ron. (2005). A Typology of Organisational Cultures. Quality & safety in health care. 13 Suppl 2. ii22-7. 10.1136/qhc.13.suppl_2.ii22.
    Encapsulation
    Suppression Public Relations
    Local fix
    Global fix
    Inquiry
    A prediction of crisis response
    

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21. Inattention to
    team objectives
    Avoidance of
    accountability
    Lack of
    commitment
    Fear of
    healthy conflict
    Absence of trust
    Team Cohesion
    Five common behavioural oversights of teams
    Your team needs to place greater value
    on the collective achievement of
    outcomes, rather than individual or
    departmental recognition and ego.
    Your team hesitates to confront one
    another about performance and
    behavioural concerns.
    Your team may struggle at times to buy-
    in to clear decisions. This could be
    creating ambiguity within the
    organisation.
    Your team may need to learn to engage
    in more unfiltered discussion around
    important topics.
    Your team may need to get more
    comfortable being vulnerable and open
    with one another about individual
    strengths, weaknesses, mistakes and
    needs for help.
    Focus on delivering measurable
    objectives. Collective and individual
    accountability, and feedback
    To take accountability takes prior
    commitment
    Commitment follows healthy
    conflict
    Healthy conflict implies candid
    debate and a willingness to be open
    Building trust requires vulnerability
    Your results
    We often find that teams focus their energy on delivery, or on new technologies, and neglect to work on how they
    interact as people. As part of our assessment, we asked you some probing questions about your teammates.
    Assessment based on Patrick Lencioni’s 5 Dysfunctions of a Team
    

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22. Employee Net Promoter Score
    Promoters - 28.57%
    On a scale from 0-10, how likely are you
    to recommend your organisation as a
    place to work?
    What is the primary reason for your score?
    I'm baby post-ironic salvia knausgaard hexagon. Freegan coloring book PBR&B chartreuse retro.
    Vice farm-to-table celiac deep v, 3 wolf moon jean shorts activated charcoal pabst XOXO listicle vape venmo
    man braid typewriter yr.
    Vape air plant tumblr chambray taxidermy, messenger bag tofu seitan offal dreamcatcher you probably haven't
    heard of them hot chicken.
    Wayfarers turmeric biodiesel pour-over tattooed cronut.
    Single-origin coffee mustache sartorial pour-over before they sold out keffiyeh.
    Austin roof party sustainable hot chicken dreamcatcher direct trade. 8-bit you probably haven't heard of them
    seitan, live-edge viral pour-over la croix umami roof party tumeric bespoke cloud bread.
    EXAMPLE
    

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23. Four Key Metrics
    Deployment frequency
    How often does your
    organisation deploy code to
    production or release it to end
    users?
    Lead time for changes
    How long does it take to go from
    code committed to code
    successfully running in
    production?
    Mean time to restore
    service
    How long does it generally take
    to restore service when a service
    incident or a defect that impacts
    users occurs?
    Change failure rate
    What percentage of changes to
    production or releases to users
    result in degraded service and
    subsequently require
    remediation?
    Stability
    Speed
    

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24. 17
    Other techniques we employee
    Stakeholder Mapping Service Blueprint
    Value Stream Mapping
    Identify blockers to flow, and communication problems
    Lean Value Tree
    

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25. Team Health Check
    

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26. “Deployment is all automatic”
    “We security test git on push”
    “Commit to VCS and the customers have
    it in seconds”
    “Anyone can do a deploy!”
    Continuous Delivery Continuous Delivery
    “Deployment Joe is the only one who
    can do that”
    “That’s the security team’s job”
    “The customers get it a quarter later”
    “Only some people can deploy”
    “We find out direct from our users by...
    “Our kanban board shows all the work,
    and where it is”
    “Our stories usually last no than half a
    sprint”
    "We weren’t sure so we ran an
    experiment”
    Product & Process
    Product & Process
    “I don’t really know what our users
    think”
    “Sometimes work comes from the
    backlog except...”
    “Sometimes stories last multiple sprints”
    “That’s the way we’ve always done it”
    Insert here....
    “Good statement”
    “Another good statement”
    “Good thing number three”
    “Fourth good thing”
    “Number five in the list of things that are
    good...”
    Insert here....
    “Bad statement”
    “This thing is bad too”
    “Terrible, terrible, bad thing”
    “Bad thing which is the norm, everyone does
    it but really shouldn’t”
    “Bad thing that we didn’t even know was
    bad”
    “Rather than a sign off process we pair
    program”
    “The app gathers metrics and decide
    what’s next”
    “Our checks spotted the problem before
    our customers DID”
    “We only take on one thing at a time”
    Lean Management & Monitoring Lean Management & Monitoring
    “Oh we need to wait for CAB before we
    release”
    “No idea how the business decides what to
    do next”
    “The customer reported it”
    “We’re constantly doing 7 or 8 things”
    “It was a week before we even noticed”
    Code Quality
    “Absolutely everything is in source
    control”
    “We automatically test on every
    commit”
    “There’s only really the master branch”
    “I can add as many or as few examples
    as I need”
    Code Quality
    “It’s in source control except...”
    “We manually have a look”
    “Our branches are around forever and
    there are loads of them”
    “...but the data wasn’t like that on prod”
    

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27. https://docs.google.com/spreadsheets/d/1EO-Dbsayn8Nz9Ii3MKcwRbt-EIJ2MjQdpoyhh0tBdZk/edit#gid=1441368371, https://snowflake.medium.com/#1,2,3,2,4,1,1,4,3,2,0,4,2,2,3,0,Cersei%20Lannister,Staff%20Engineer, https://engineering.atspotify.com/2014/09/16/squad-health-check-model/, https://docs.goo
    spreadsheets/d/1_T5fkUrKJ8lxW0OFVNJ-Z24vkvS6pHpZ8rgBtMTLF6E/edit
    

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28. https://github.com/ConfluxDigital/software-delivery-assessment
    

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29. How we’ve delivered the MSDA ● Face to face in the real world
    ● As an online survey
    ● Virtually over Team/Zooms/Hangouts
    ● Currently working on a Kahoot-esque delivery method
    ● Not had a chance to use the Agile Stationery cards in anger
    yet, but looking for opportunities if anyone is open to that?
    

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30. For the team...
    Track their progress over time
    

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31. For the organisation*
    Identify hot spots and themes/patterns
    Team Health Continuous Delivery
    Deployment Operability
    Flow Testability
    *IMPORTANT!: Don’t use MSDA to compare two teams.
    It’s like comparing an apple with a penguin. Both tasty,
    but in their own different way.
    

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32. Some challenges
    

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33. We’ve already tried this
    

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34. The Four States of Competence
    The Four States of Competence by Noel Burch, of Gordon Training International.
    

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35. Kruger-Dunning Effect
    

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36. Beyond the assessment
    

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37. Hypothesis Generation
    Run experiments
    

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38. We believe
    Will result in
    We will know we have succeeded when
    
    

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39. Thank you!
    Please say ‘Hi!’
    @armakunihq @benedictsteele
    benedict.steele@armakuni.com
    

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