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What it takes to be fast

What it takes to be fast

A tale about responsibility, accountability and independence

Benedikt Stemmildt

July 28, 2022
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  1. What it takes to be fast:
    A tale about responsibility, accountability and
    independence
    Benedikt Stemmildt
    CTO TalentFormation

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  2. The Last Project
    Scaling up BLUME2000
    Prepare BLUME2000 Shop Platform and development process for new cross
    channel business models: From project to product
    TIMELINE
    ■ October 2020 Three teams started
    ■ October 2020 to January 2021 Ramp Up Phase with trainings and workshops
    ■ January 2021 Start development
    ■ May 2021 Golive MVP with 0,5% traffic
    ■ May 2021 to June 2022 Slow, continuous traffic ramp up
    ■ October 2021 Scale one more developer per team in
    ■ January 2022 Split into four teams in
    ■ June 2022 Reached 100% traffic

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  3. How did we do this?

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  4. Independence
    on three levels.
    1
    Product
    separation
    2
    Organization
    separation
    3
    Technology
    separation

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  5. Level 1 // Product separation with help of DDD // Cross Channel (!)
    ● enter shop or store
    ● login/registration
    ● preferences
    ● information/faq pages
    ● inspiration/content pages
    ● overview on brand
    ● reduce products
    ● product detail page and in
    store displays
    ● upselling products
    ● shipping options
    ● availability / stock
    ● pricing
    ● use basket
    ● discounts
    ● checkout and cash register
    ● payment
    ● last check
    ● change orders
    ● delivery status
    ● customer care
    ● delivery
    customer & -preferences
    productdetails & -relations, stock,
    price & discount
    orders, deliveries & finance
    Tolerance
    Data
    KPIs
    DISCOVER DECIDE FULFILL
    high middle low
    bounce rate, visits, visit length,
    page count, conversion to next
    page
    add-to-basket rate, fast visit
    length & page count
    conversion rate, fast visit length,
    low page count

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  6. Level 2 // Organization separation into small, independent teams
    ● enter shop or store
    ● login/registration
    ● preferences
    ● information/faq pages
    ● inspiration/content pages
    ● overview on brand
    ● reduce products
    ● product detail page and in
    store displays
    ● upselling products
    ● shipping options
    ● availability / stock
    ● pricing
    ● use basket
    ● discounts
    ● checkout and cash register
    ● payment
    ● last check
    ● change orders
    ● delivery status
    ● customer care
    ● delivery
    customer & -preferences
    productdetails & -relations, stock,
    price & discount
    orders, deliveries & finance
    Tolerance
    Data
    KPIs
    DISCOVER DECIDE FULFILL
    high middle low
    bounce rate, visits, visit length,
    page count, conversion to next
    page
    add-to-basket rate, fast visit
    length & page count
    conversion rate, fast visit length,
    low page count

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  7. Product Owner Dev UX Web Analyst
    Level 2 // It’s all about cross-functional teams
    Stakeholder
    Online Marketing
    Shopmanagement
    Customer agents
    Purchasing

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  8. Level 2 // Small teams! Communication is key -> n*(n-1)/2

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  9. Level 2 // Deliberately use different team topologies

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  10. Level 3 // Technology separation using low coupling
    DISCOVER DECIDE FULFILL
    Self Contained
    System
    inspire
    Back
    End
    Frontend landing
    & content pages
    Database
    Queue
    (Kafka)
    Self Contained
    System
    find
    Back
    End
    Frontend
    product lists &
    search
    Database
    Queue
    (Kafka)
    Self Contained
    System
    products
    Back
    End
    Frontend
    pdp
    Database
    Queue
    (Kafka)
    Self Contained
    System
    availabilities
    Back
    End
    Frontend
    availability
    Database
    Queue
    (Kafka)
    Self Contained
    System
    baskets
    Back
    End
    Frontend
    baskets
    Database
    Queue
    (Kafka)
    Self Contained
    System
    order
    Back
    End
    Frontend
    checkout
    Database
    Queue
    (Kafka)
    Frontend Proxy (nginx) Server-Side-Includes
    customer / visitor

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  11. Reasons for success
    Prepare through extensive ramp up phase
    Force Small Teams, include Stakeholders
    Deliberately control scaling
    Mob programming only
    POCs in one team; rollout to other teams
    Trunkbased Zero Downtime Deployments
    Quality over Quantity

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  12. What didn't go well?
    Underestimated necessity for
    a mature product
    organization
    Missing
    methods to develop product
    organization
    Agile Working Method has
    prerequisites in the rest of
    the organization that first had
    to be established
    1 2 3
    - Inappropriate culture & lack of
    leadership skills made it very
    tough
    - Support from Scrum Masters /
    Agile Coaches would have been
    helpful
    - There is no
    mob-product-management

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  13. The role
    of leadership.

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  14. The Acceleration Correlation
    1
    2
    3
    4

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  15. Everybody is
    a leader.
    The elevator is going up and down
    You are not a Boss, you are a Co-Creator!
    - Discuss vision with owners & supervisory board
    - Discuss strategy with other leaders
    - Help teams on an operational level
    Be active on all three levels
    - Guardian of independence
    - Coach teams to self-organize
    - Sparring partner for architecture discussions
    Change Agent for the organization Servant Leader for the teams
    +
    +
    +
    +

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  16. The Boss
    MANAGEMENT-
    UNDERSTANDING
    “Assertiveness & determination are
    among the most important qualities
    in my job.”
    EMPLOYEE-
    EXPECTATION
    “My employees like manageable
    tasks that can be solved quickly. It
    doesn't bother anyone if something
    repeats itself."
    "I always have to stay on top of things
    and know what to do next."
    "Most of the time I have to make
    decisions on my own so we can keep
    up the pace."
    "My employees look up to me - so
    they are happy about my praise or
    small bonus payments when they
    have done something well."
    “Ideally, my employees have a clear
    idea of exactly what to do and what
    the result should look like.”
    BOSS

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  17. The Co-Creator
    MANAGEMENT-
    UNDERSTANDING
    “I mainly act as an enabler here. My
    curiosity and enthusiasm for
    innovation have brought me to where
    I am today.”
    EMPLOYEE-
    EXPECTATION
    “Each employee here brings a special
    knowledge or talent and is driven to
    solve problems.”
    “My job is to enable employees to
    fully carry out their tasks and to
    support them in achieving their
    goals."
    “We all bring a very high level of
    technical expertise to the table. I
    have to be able to combine different
    perspectives."
    "Even adversers can and should
    freely express their opinion here,
    often this leads to better solutions in
    the end."
    "The employees here would like to
    contribute their skills and are looking
    for a highly competent manager with
    whom they can exchange ideas."
    CO-CREATOR

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  18. From Management…
    COMMUNITY
    STABILITY COMPLEXITY
    AUTONOMY
    Blue Culture
    Rules and structures ensure reliability
    Hierarchy, stability, order, sense of duty & structure,
    continuity, task fulfillment
    Metaphor: The Manager
    Red Culture
    Authority and fighting spirit for
    power increase
    Strength, fighting spirit, courage,
    power, decisive action,
    impulsiveness
    Metaphor: The Boss
    Orange Culture
    Performance and competition orientation
    ensure profit
    Recognition, individuality, tactical thinking,
    recognizing opportunities, pragmatic action,
    effectiveness and use of opportunities
    Metaphor: The Entrepreneur
    Order-
    Culture
    Authority-
    Culture
    Success-
    Culture

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  19. Yellow Culture
    Learning, agile development for
    innovation & networking
    Self-Organization, Learning & Curiosity,
    Breaking Rules, Discovery,
    Freedom of thought, flexibility,
    creativity, specialization, detailed
    knowledge
    Metaphor: The Co-Creator
    …to Leadership.
    COMMUNITY
    STABILITY COMPLEXITY
    AUTONOMY
    Turquoise Culture
    Finding meaning and sustainable further
    development of complex systems
    Systemic worldview, global, collective,
    sustainability, complexity, holacracy
    Metaphor: The Society Shaper
    Green Culture
    Diversity and inclusivity for consensus and
    harmony
    Fairness, commitment, tolerance, plurality,
    trust, subjectivity, harmony, democracy, flat
    hierarchy
    Metaphor: The Coach
    Care-
    Culture
    Learning-
    Culture
    Meaning-
    Culture

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  20. Links
    ■ https://benedikt.stemmildt.com/talks/index.html
    ■ https://www.informatik-aktuell.de/entwicklung/methoden/responsible-architecture.html
    ■ https://www.youtube.com/c/ContinuousDelivery
    ■ https://modernagile.org
    ■ https://scs-architecture.org
    ■ https://www.datamesh-architecture.com
    ■ https://micro-frontends.org
    ■ https://isa-principles.org

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  21. Books
    ■ Accelerate: The Science Behind Devops: Building and Scaling High Performing Technology
    Organizations
    ■ Team Topologies: Organizing Business and Technology Teams for Fast Flow
    ■ Modern Software Engineering: Doing What Works to Build Better Software Faster
    ■ Remote Mob Programming
    ■ Leadership Is Language
    ■ The Lean Startup
    ■ Dynamic Reteaming
    ■ Software Architecture for Developers
    ■ Micro Frontends in Action

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  22. THANK YOU.

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