Growing a Culture of Experimentation

D9d7afe54eeb20e7443ad53b7286af99?s=47 Jez Humble
February 06, 2018

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.

D9d7afe54eeb20e7443ad53b7286af99?s=128

Jez Humble

February 06, 2018
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  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
  7. None
  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
  23. None
  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