Beyond Proxies and Permission for Helsinki€¦ · Title: Microsoft PowerPoint - Beyond Proxies and...
Transcript of Beyond Proxies and Permission for Helsinki€¦ · Title: Microsoft PowerPoint - Beyond Proxies and...
Mary [email protected]
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Bret’s Guiding Principle:Creators need an immediate
connection with what they create.
OurGuiding Principle:
People need to figure things out for themselves.
Combining Principles:People need to figure things out for themselves through an immediate connection with the results of their work.
Bret VictorInventing on Principle
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The Cathedral The Bazaar
Copyright©2018 Poppendieck.LLC 3The Cathedral and the Bazaar by Eric Raymond
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Ljubljana
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Can Cau
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Pisac
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For small, independent businesses
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For small, independent business teams
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Online Experimentation at Microsoftby Kohavi , Crook, & Longbotham
Presented at KDD 2009(Knowledge Discovery & Data Mining)
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Standish Group Study Reported at XP2002 by Jim Johnson, Chairman
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Two Pizza Teams – Amazon’s organizational model, designed to dramatically reduce the need for communication, enabling growth.
Typically teams have 6‐12 people, including a leader who may act somewhat like a CEO.
Teams are ‘separable’ [organizationally] and ‘single‐threaded’ [work on a single thing].
Teams are responsible for a measurable set of external outcomes, focused on end customers [and immediate consumers].
Team decide internally both what they will work on and how they do the work.
Dependencies between teams are kept to an absolute minimum.
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1. True Customer Obsession2. Resist Proxies3. Embrace External Trends4. High Velocity Decision Making
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*Jeff Bezos ‐ April 2017 Letter to Shareholders
Photo / Eugene Hsu (@heuge)
Jeff Bezos
Make Products & Provide Services that Customers Love
Day 2 is stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1.
The ProcessThe BusinessThe Market StudyThe Product Owner
ProfitProductivityShareholder ValueCost, Schedule, Scope
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Patacancha
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Handoffs Dependencies
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*2017 State of DevOps Report, presented by Puppet and DORA
Full Stack Team Independent Deployment
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Extensive Automation Local Persistence
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Knowledge Responsibility
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Feedback Action
Allen Ward: Lean Product and Process Development
Acceptance test driven development processCross‐functional teams include Product, QA and OpsAutomated build, testing, db migration, and deploymentIncremental development on the trunk with continuous integrationSoftware always production ready, or everything stops until it isDeploy constantly, release by switch Credit: Jez Humble
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Small, Multi‐Disciplined TeamsIncluding Design, Engineering, Product, Ops…Clear Strategic Intent, Metrics, & Constraints
Freedom to ActWithout Permission – from colleagues or mgt.
Frequent (Continuous) DeploymentTo obtain feedback from the market
Learning is More Important than DeliveryWhat do customers love? How do we know?
Success = Meaningful OutcomesNot Proxies (Process, Features, Output)
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Agile is a Waypoint, Not a Destination.Same for DevOps.
Independent, Multi‐discipline Teams with End‐to‐endCustomer
Responsibility.
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Reorganization Goal : “Build Stronger, more Rounded Professionals out all our People.”
Policy Deployment: Cascading Goals + Classic Problem Solving.
Start with SignalsFocus on ProblemsPlan with Hypotheses
Do MultipleExperiments
Use Data to Decide
Not Requirements Not FeaturesNot Estimates
Not a Backlogof Stories Don’t Guess ata Solution
Signals /Patterns
Problem Statement
HypothesisExperiment
Analysis & Conclusion
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Mary [email protected]
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