Chris Covell and Ann-Marie Orange - Transformation from Project to Product Delivery
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The document discusses the transformation of a company from focusing on project delivery to product delivery. It describes how the company's previous model of frequently moving people between projects led to lost product knowledge and little ownership of technical debt. It then discusses how expanding operations to another location in Kaunas provided cost efficiencies while still allowing for integration into existing teams, management, and business culture, which helped the company get good at collaboration. The document reviews progress toward goals in multiple sprints focused on explaining where the company wanted to be and understanding organizational changes to support the transformation to product delivery.
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Chris Covell and Ann-Marie Orange - Transformation from Project to Product Delivery
- 1. Transformation from Project to Product Delivery Empowering the Development Teams Ann-Marie Orange & Chris Covell October 2015
- 3. Sprint 1 Goal: Get audience up to speed on where we came from…
- 5. Strong skills development Flexibility Works well for a consultancy Lost product knowledge People were moved frequently Little ownership of technical debt
- 7. Expanding to Kaunas… Excellent technical people Cost efficiencies Great language skills Familiar culture Not *tooooooooo* far away… Integration into existing teams Integration into line management Integration into business culture We got _REALLY_ good at collaboration
- 8. Sprint 1 Goal: REVIEW
- 9. Sprint 2 – Goal: Explain where we wanted to be…
- 11. Sprint 2 Goal: REVIEW
- 12. Sprint 3 – Goal: Understand the organisational changes in Callcredit
- 15. Sprint 3 Goal: REVIEW
Editor's Notes
- Callcredit, a growing business Growth around a small number of key products Technical experts driving solutions Get the job done no matter what mentality In 2009 we got organised: Enter the Matrix
- Implemented DSDM Teams had DSDM roles New documents and procedures
- Chris loves the Matrix film, but not the sequels or the organisational model We were organised for good reasons We were trying to do the right Agile thing We were ACE collaborators!
- Late 2013 we knew that we wanted to change to improve What were our people saying? They did not like being moved from project to project Frustrated by process Felt they were not spending enough time coding Matrix management was failing Frustrated by technical debt We felt that a move to a more Product focused model was needed We wanted to bridge the gap between Operations and Development Have you read “The Phoenix Project”? We felt a need for strong communities to develop our skills We wanted to find operational problems early in development
- We had BIG ideas We knew what we wanted to achieve We knew that we needed a whole business approach
- In 2014 something massive happened… We were bought by GTCR We got a new CEO, Mike Gordon We got a new CTO, David Ross These guys came from a Product background and they had the same views as us in Delivery! They knew that to change the way we develop our software, needs a change in the way we think in the rest of the business
- We now have a real focus on Products in the business We have Product Owners in the Delivery organisation These guys work WITH the Development Teams We have Scrum Masters owning the method These guys are embedded with the Development Teams We have strong Development Teams These guys are autonomous and have real power in what they do We have lifted the People Management out of the Development Teams But kept it close in the Product Family by having a separate Technical Manager We are continuing to strengthen our DevOps approach You are going to hear from Ian Watson later
- Get buy in from the top We tried to make changes earlier, but failed to gain “traction” Be clear with your goals If you don’t know where you are going, you can’t lead your people Iterate Make decisions, test them out, change them and implement, rinse and repeat Communicate People understand that there are gaps and you are working things through as long as you keep telling them what is going on – keep them in the loop Be transparent when you can People understand that they can’t know everything, but be open on what you can tell them Get your leadership team to help you Having a clear message on the ground is very important
- Our development structure is now around the Development Team Product owners own and drive product backlog Scrum Masters own the method Communities of Practice manage our skills and processes Just like our product development, we are not finished Looking for ways to embed Looking for ways to improve