Minimum Viable Bureaucracy, June 2014 Edition

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Minimum Viable Bureaucracy Laura Thomson [email protected]/[email protected] @lxt (CCSA) http://en.wikipedia.org/wiki/File:NARA_Backstage_Pass_%282011-08%29_-_14.jpg !1

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this talk is for: ! people trying to lead a growing team people becoming leaders people wanting to change their team culture !2

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your approach scales until it doesn’t image credit: http://xkcd.com/55/ !3

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in architectural terms: architectures scale linearly for a while then blow up re-architect and continue ! team/company size is the same !4

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Dunbar’s number: a cognitive limit on the number of people with whom you can maintain relationships (theoretically: between 150-230) (It’s not great science, but the mental model has merit) Dunbar, R.I.M. (June 1992). "Neocortex size as a constraint on group size in primates". Journal of Human Evolution 22 (6): 469–493. !5

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chaordic systems, trust and autonomy practicalities: process, artifacts, etc problem solving and decision making goals, scheduling, shipping managers, leaders !6

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Chaord, trust, autonomy L rempe, CCSA http://commons.wikimedia.org/wiki/File:Julia_Set_Of_Linearizer.png !7

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chaord “any self-organizing, adaptive, nonlinear complex system, whether physical, biological, or social, the behavior of which exhibits characteristics of both order and chaos” -- Dee W. Hock http://www.myrgan.com/Inc/Literature_ﬁles/The%20Chaordic%20Organization.pdf !8

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John Lilly described Mozilla as chaordic: “high degree of chaos higher level order robust, failure-tolerant, creative” ! many open source projects like this and some companies http://www.slideshare.net/johnolilly/stanford-presentation-on-mozilla-presentation !9

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chaordic management: ! self-organizing ducks CCSA http://commons.wikimedia.org/wiki/File:Five_different_rubber_ducks.jpg traditional management: ! get your ducks in a row !10

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CCSA, Credit: Manu Cornet, http://www.bonkersworld.net/organizational-charts/ !11

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the basis of any self-organizing system: trust! ! “Nobody comes to work to do a bad job” Sidney Dekker, The Field Guide to Understanding Human Error !12

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how to build trust? ! time: many small deposits in the trust bank start by trusting others be trustworthy build relationships outside of tense environments !13

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“Hire people you believe you can trust. Trust them.” -me !14

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trust enables autonomy autonomy enables engineer happiness autonomy enables leader scaling !15

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Practicalities Public domain, thanks to Evan-Amos http://commons.wikimedia.org/wiki/File:Duct-tape.jpg Practicalities !16

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awesome communication practices...require practice over-communicate effective remote teams are good at this write/record more things ! asynchrony is key !17

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“We are all remoties” -- John O’ Duinn (formerly Release Engineering @Mozilla) http://oduinn.com/images/2013/WeAreAllRemoties-Haas-feb2013.pdf !18

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remote teams enable hiring the best people ! good communication practices + high levels of trust = remote effectiveness !19

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chances are you will end up with more than one ofﬁce !20

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shared communication spaces all work should have URLs IRC/campﬁre/whatever etherpads and wikis bug tracking email record meetings (video, audio, shared notes) record decisions !21

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team meetings alone can actually reduce communication waiting for a weekly team meeting (or even daily standup) is like waiting for an annual perf review !22

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%s/meeting/conversation/g collaborative problem solving maintenance windows triage communication between teams 1:1s show and tell postmortems !23

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for actual meetings ! agendas (skip if empty) limit # of participants limit length clustered: maker’s schedule record (asynchrony) take notes (asynchrony) !24

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minimum viable (project) documentation ! how to install how to create and ship a change roadmap changelog glossary where to get help !25

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Problem solving and decision making Pierre-Yves Beaudouin / Wikimedia Commons / CC-BY-SA-3.0 http://commons.wikimedia.org/wiki/File:Mus%C3%A9e_des_sapeurs_pompiers_de_l%27Orne_-_37_-_r%C3%A8gle_%C3%A0_calcul.jpg !26

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a.k.a. Applying an open source model !27

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tl;dr subject matter experts emerge make sure they have seconds rotate unwanted responsibilities !28

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open source model open source decision making processes vary, but patterns emerge: ! subject matter expert = module owner = BDFL seconds = peers = committers !29

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remember: self-organizing does NOT equal democracy self-organizing does NOT equal anarchy ! self-organizing systems emerge and converge but are not structureless !30

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allow primary owner or motivated champion time to make a prototype ...while not working on other stuff ...don’t let it go too long in isolation many architectural problems are bikesheds (c) John Myers, CCSA http://commons.wikimedia.org/wiki/File:Bike_shed,_Frances_Bardsley_High_School_for_Girls,_Romford_-_geograph.org.uk_-_561356.jpg !31

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“come with code” ! many of the hardest problems and rewrites are 80% done by one person in a two day marathon (then of course the other 80%) proof of concept + momentum gets people motivated, makes the path clear !32

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a portion of each engineer’s time must be spent on what that engineer thinks is most important it may be 100% it may be 60%, 40%, 20% but it should never be zero. !33

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remember: push responsibility to the edges remember: open source models remember: freedom to innovate !34

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collaborative architecture design (for the non-bikesheds) brainstorm the interfaces, split up and go ! interface design + decoupling far more critical than component design !35

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architectural goals: decoupled replaceable components clear interfaces/APIs tests for each component !36

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operational problem solving: same principles evidence > gut feelings problem immersion operational mindset is a key skill !37

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Goals, scheduling, shipping !38

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...and (anti)estimation !39

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minimum viable product applies to everything everything everything :) ! (viable is where you’ll bikeshed here) iterate toward greatness !40

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goal: create a prototype (MMVP?) goal: decide changes to ship goal: get it deployable goal: ship MVP goal: ship v2 etc !41

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Why does estimation fail? !42

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detailed up front estimation of whole project vs agile: velocity/burndown/sprints ! agile (etc) works better, but why? !43

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agile methodologies are a way of (secretly) admitting (large) estimation is always wrong !44

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Big$So'ware$Project$™$ Thing$1$ Thing$2$ Thing$3$ Thing$4$ Thing$5$ !45

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build project plan bask in smug self-conﬁdence ...until project goes off the rails !46

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you forgot things 1.5, 4.5, 6, 7, 8, and 9 (because you didn’t know enough yet) !47

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thing 5 turns out to be infernally difﬁcult (optimal solution to NP-complete problem, requires FTL travel, requires no network partitions ever, etc, etc) !48

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thing 4 is blocked on someone else’s team ...who have more important things to do !49

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emergent/chaordic approaches - bottom up estimation - top down ! inherently in conﬂict what can you do instead? !50

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anti-estimation: ! prototype set timeboxes for prototypes set timeboxes for specs set timeboxes for shipping (limit scope to ﬁt the box) build the hardest part ﬁrst iterate toward greatness !51

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don’t commit to estimates for unknown tasks ! just say no. !52

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never-done-ness ! ﬁght macro-perfectionism aim for micro-quality good code with tests in each iteration iterate to better quality !53

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ruthlessly murder scope creep your new favorite phrase: “not in this iteration” !54

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many small frequent iterations/short cycle times, because: ! you get better at shipping by shipping a lot time to prod is reduced time to improve is reduced blockages are not blocked for so long next version soon ﬁghts perfectionism !55

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emergent process !56

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important to iterate on process ...as you would on product !57

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if something’s not working for people, ﬁx it don’t say “some day” do it now ! “start with what can be ﬁxed today, before going home. use dividends from small improvements to put down payments on larger improvements” ! !58

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just like code: ! don’t aim for perfection change one thing at a time iterate towards greatness !59

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Why have managers? Public domain, thanks to Pearson Scott Foresman. http://commons.wikimedia.org/wiki/File:Derby_%28PSF%29.png Why have managers at all? !60

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a rose by any other name: ! founders team leads managers emergent leaders (think: open source) !61

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ﬂat/structureless there is no such thing as a structureless organization structure may be emergent, but it’s there leaders guide emergent culture and structure in a constructive direction References http://ﬂag.blackened.net/revolt/hist_texts/structurelessness.html http://eaves.ca/2009/07/06/structurelessness-feminism-and-open/ !62

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leaders and community rules emerge constructively or destructively ! (think of web forums) (think of mailing lists) (think of open source projects) !63

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manager/leader jobs: ! recruitment support, transmit, guide culture mentorship prioritization big picture do the things no-one else wants to do !64

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servant leadership model: ! be humble you are an enabler enabling is more important than doing (but don’t stop coding) introverts make great servant leaders Reference: Robert Greenleaf,“The Servant as Leader”, 1970 !65

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Listening Empathy Healing Awareness Persuasion "The Understanding and Practice of Servant Leadership". Regent University. August 2005 Conceptualization Foresight Stewardship Grow people Build community !66

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don’t stop coding? ! enabling more important than coding but no code makes worse managers and harder to ﬁnd your next job don’t do stuff on the critical path glue person / side projects https://blog.mozilla.org/dmandelin/2011/07/19/tales-of-a-project-leader-i-the-glue-person/ !67

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1:1 three questions what are you working on? what’s blocking you? how can I help? ! then, listen. !68

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managers are an umbrella large company, bureaucratic company keep bureaucracy from raining on your team Credit Christoph Michels, CCSA, http://commons.wikimedia.org/wiki/ File:Yellow_umbrella.JPG !69

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marketing/raise visibility: “this is a good team to join” “this is a good team to work on my stuff” “this team makes things I want to use” ! raises morale, strengthens ID and culture !70

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managers are mentors: challenge people enough people are more capable than you think help them ﬁgure out where they want to go help them when they stumble !71

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ask questions instead of giving answers use Socratic/Confucian/Rabbinical method builds people, knowledge, conﬁdence !72

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on stumbles: ! first, no surprises shorten feedback cycle time: instant, explicit every reason and person is different boredom, burnout, depression, crises, cruisers help them fix it, or help them find somewhere they will be happier !73

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remember, if all else fails, these goals: ! mastery autonomy purpose Reference: http://www.danpink.com/books/drive !74

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questions? Laura Thomson [email protected]/[email protected] @lxt https://speakerdeck.com/lauraxt/minimum-viable-bureaucracy !75