2015 04 06 v2 Feature vs. Component...
Transcript of 2015 04 06 v2 Feature vs. Component...
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1 Copyright © 2007-2015, Innolution, LLC. All Rights Reserved.
Scaling with Feature vs. Component Teams
Silicon Valley Agile Leadership Network
April 06, 2015 by Ken Rubin
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If Ken Rubin Were a Word Cloud…
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Essential Scrum in Six Languages English French German
Chinese Japanese Polish
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If You Hear Something You Like…
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Tweet about it and include @krubinagile and #svaln
in your tweet!
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Simple Agile Has One Product Backlog and One Team
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Characteristics of a Single Development Team
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Scaling Question
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As the scope of work gets larger and one team is no longer sufficient, what is your scaling strategy?
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Team Patterns When Scaling Up
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Discipline Teams
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Location Teams
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US India
US India Deliberately Distributed
Teams Team 2
Team 1
Team 1 Team 2 Coordinating Collocated
Teams
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Architectural Layer Teams
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GUI
Middle Tier
Database
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Component Teams
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Example component: Routing algorithms (component) inside of a GPS
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Feature Teams
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Feature
Example Feature Teams Working on End-customer Feature
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Feature Team Tasks
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(This looks like a feature)
(GUI Team) (Middle-tier Team) (Database Team)
Example “Feature” to a Component Team
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Feature
That which is a feature to a component team is a task to a feature team
That Which Is a Feature to a Component Team is a Task to a Feature Team
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More Scaling Questions
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So, which approach do you prefer?
What criteria are you using to decide?
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Economically Sensible Scaling
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Don’t Scale Based on Dogma!
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Do you think there is a single answer to scaling that universally applies to all situations
(sizes and types of organizations)?
Everyone knows feature teams are better!
Nuts! Component teams promote
conceptual integrity & reuse!
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Different Types of Teams in San Francisco
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Do you think there should be one centralized firefighting
team (station) in the center of San Francisco?
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Different Types of Teams in San Francisco
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Accounting
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We Need an Economic Framework to Evaluate Scaling Decision
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Based on Reinertsen “The Principles of Product Development Flow: Second Generation Lean Product Development”
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Scale to Maximize Lifecycle Profits
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Scale in a way that achieves superior flow resulting in maximum lifecycle profits
Lifecycle profits
Work needs to flow though “system” (collection of teams) in an economically sensible way
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Fast, Flexible, and Economically Sensible Flow
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Fragile, Robust, Antifragile
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Fragile
Harmed by disorder
Robust
Resilient to disorder
Antifragile
Benefits from disorder
Goal is not to eliminate uncertainty, risk, or variability, but to protect ourselves against the variability that harms us and to promote and exploit the variability that benefits us
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Asymmetric Payoffs Create Economic Value or Harm
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Positive asymmetric payoff (antifragile)
anything that has more upside than downside from random events
(variability)
Negative asymmetric payoff (fragile)
anything that has more downside than upside from random events
(variability)
Source: Taleb, Nassim, Antifragile: Things That Gain from Disorder, Random House, 2012.
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Waste
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Waste 1 Waste 2 Waste 3 Waste 4 Multiple forms
of waste
Waste 1 Waste 2 Waste 3 Waste 4 Can’t eliminate
them all
Waste 1 Waste 2 Waste 3 Waste 4
$ $$$$ $$ $$$
Determine which cause most
economic damage
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Recognize Inventory (WIP) Waste
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Manufacturing inventory is both physically and financially visible
Product-development inventory are knowledge assets that aren’t visible in the same way as physical parts
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Focus on Idle Work Not Idle Workers
Watch the Baton Not the Runners
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Cycle Time
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or
Idea or problem Solution
Workflow / Value Stream with a given team scaling pattern
Cycle time
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Example Workflow / Value Stream
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Groom feature
Dev 1
Dev 2
Dev 3
Art
Dev 1
Dev 2
Dev 3
Integrate& Test
2d 2wk
1wk
6wk 1wk 4wk
1wk 2wk 1wk 2h 1wk
5wk Waste
Value
Deploy
3wk 3wk 3wk 2wk 4wk
6 wk value-adding time
39.4 wk cycle time = 15%
Process cycle efficiency
Improve team efficiency 10% yields 1.5% improvement
Eliminate 10% waste
yields 8.5% improvement
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Cost of Delay
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If you have to wait 6 weeks for the Art team to draw your art, and that delay could be eliminated by having an artist on your team, what is the cost of the Art-team delay (in lifecycle profits)?
Cycle time Variability
Money
Cycle time
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Organize Teams to Validate Important Assumptions Fast
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Analysis of Component Teams
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Component Teams (Single Source)
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Component Teams (Multiple Sources)
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Issue – Prioritization
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Do my stuff!
Unavailable
Fun or easy Technical Priorities
Winner!
Localized prioritization decisions
Feature prioritization driven by component team availability
NPF (nosiest person first) dominates
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Issue – Coordination Costs
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API Doc
API Doc
Requires significant and on-going planning, handoffs, and dependency management
At scale, dependency management becomes economically intractable
Favors low-bandwidth means of communication (interaction by contracts)
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Issue – Slower Feedback
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External feedback is slower
Predictive Adaptive
Internal feedback is slower
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Issue – Limits Learning
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I love specializing
I feel stuck!
Fragile: specialty knowledge in only a few heads
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Issue – Harder to See the Whole
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Best components ever! But still a poor product
Alignment trumps local excellence
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Desirable Property – Conceptual Integrity
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You know this code and I trust you to do the work!
I want: congruity, consistency, cohesiveness,
understandability, maintainability
Want conceptual integrity both at component and full system/product level Conceptual integrity at the component level does not guarantee conceptual integrity at the product level
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Desirable Property – Asset Reuse
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System 1 System 2
System 3 System 4
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Analysis of Feature Teams
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Issue – Lack of Conceptual Integrity
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Incompatible changes Shared design
Who owns it?
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Issue – Technical Practices
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Manage concurrent access
Continuously integrate work
Sprint 1 Sprint 2 Sprint 3
Sprint 1 Sprint 2 Sprint 3
Sprint 1 Sprint 2 Sprint 3
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Issue – Lack of Knowledge
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Need to understand large system
Need deep domain skills
Need deep technical skills
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Issue – Non-functional Requirements
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As a customer, I want to be one of 10,000 customers who can use the system during peak usage periods.
As a user, I want the site to be available 99.999% of the time I try to access it.
As the CTO, I want the new system to conform to our established security policies.
As a user, I want an interface in English, a Romance language and a complex language.
Who ensures the non-functional requirements?
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Issue – Team Longevity
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Product 1 PB 1 Feature Team A
Product 2 PB 2 Feature Team A
?
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Issue – Organizational Resistance
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Interferes with fiefdoms
Too hard to reorganize into feature teams
A general belief that feature teams will lead to significant technical debt
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Example Economically
Sensible Approaches
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Combined Feature & Component Teams
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Teams with Fully Connected Communication Channels
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Teams Form Collaboration Clusters
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Component Stewards/Guardians
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Feature Team A
Component Steward
I teach other people about component
Ensure changes maintain or improve conceptual
integrity
I don’t “own” the component
Feature teams make component changes
Feature Team B Take a leadership role in promoting reuse
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Create a Community of Practice from Feature Team Members
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Summary
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When you need more than 1 team
Don’t scale based on dogma
Feature Teams!
Component Teams!
Apply an economic framework
To achieve fast, flexible, flow
As a rule, you want most teams to be feature teams with an occasional component team!
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Visual AGILExicon®
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www.essentialscrum.com
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Contact Info for Ken Rubin
Email: [email protected] Website: www.innolution.com Phone: (303) 827-3333 LinkedIn: www.linkedin.com/in/kennethrubin Twitter: www.twitter.com/krubinagile Facebook: www.facebook.com/InnolutionLLC Essential Scrum: A Practical Guide to the Most Popular Agile Process
www.essentialscrum.com