X-functional teams@mobile.de

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Empowered development teams are the backbone of the agile development idea. …

Empowered development teams are the backbone of the agile development idea.
Ideally each team incorporates the complete knowledge needed in the development process, including front end development, quality assurance techniques and site operation know-how.
At mobile.international we tried to achieve this with including specialists of the different disciplines in our teams. In 2012 we presented this topic at the TechCon in Lissabon, an eBay internal technology event. We gave an overview of the former and current team structures and the benefits and challenges we encountered so far (yes, there are challenges…), with an special emphasis on the QA discipline. Here we included the slides of the presentation for the interested readers.

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  • This takes a looooooong time and the testing starts not earlier than the release-phase. (and we haven’t even included Content problems here)Time for Blame-StormingReasons to get away from that:The feature quality in the release-test was bad.You need a lot of documentation but still lose information all across the borders of the different disciplines which increases the riskNo one feels responsible…, but Content is still missingContent updates the feature and returns it to QA
  • We have teams with up to four integration systems!Some operations engineers are supporting several project teamsContent still not included.
  • Better product quality(?)
  • You know what the other guy is talking about.You know why the other guy is doing it THIS (rather strange…) wayQA perspective (can it be tested?), Operations perspective (can it be integrated with puppet? Will it wake me at night with alarm notifications?), PD perspective (can it be built at all). WD perspective (does it need to be that ugly?)
  • e.g. the right front end test framework, the best deployment tools autodeployMaybe 20 minutes…Necessary but not database changes checked in directly by the teamproperty changes checked in directly by the team
  • mobile was able to change from one major release every three weeks to up to 40 single-contribution releases a week!
  • mobile was able to change from one major release every three weeks to up to 40 single-contribution releases a week!
  • warumsind die Umfragenim Keller? Re-Orgs-Nachwehen? “Voice of the Many”
  • Your are interested that your team member succeeds with the task and has all needed information to continue“the best hand-over possible”
  • e.g. we created a jira-label for tickets for which additional “outside” input is needed.
  • What are the other guys doing all day long? if you think your work is of special importance to others or speak to them directly.At least twice, one of our features got disabled by a following contribution, no automated tests…about projects and daily business,
  • (watch for “name-calling” as first signs…)This can obstruct problem-solving and communication later onIn former times this “us vs them” was experienced between the departments (QA, webdesign, SiteOps etc.). NEWNow it is more lived between the teams
  • Before: oneof a groupofspecialists „facing“ anothergroupofspecialists.Onevoiceagainstonevoice.
  • Now: onepersonfacing a majorityofotherspecialistsalone in eachteam. „, „thisfeatureis not thatimportant, wedon‘tneedautomatictestsforthat“. The singlevoice „drowns“...thereismoreof a peerpressuretohinderthe„fast delivery“
  • A good thing about the agile process is that trying out new things is encouraged.If you cannot find a common perspective on something, you can try things first in one way, than in another…
  • Jira-Tickets as story documentation are not very accessibleWiki-best practises

Transcript

  • 1. x-functional teams and „embedded“ QA eBay-Dev-Blog, 2013 Christian Verwiebe, Jerome Brandt
  • 2. Agenda “Traditional Setup” Agile Setup Achievements Challenges – Responses What has changed in our work Conclusions 1
  • 3. “Traditional” Setup @ mobile.de 2007 Separated teams: QA + content + webdesign (part of product department), backend development & site operations Big Bang Releases (up to 500 tickets) PD developing backend features WD implementing the front-end tasks Content creating new content QA testing + managing big releases SiteOps rolling out the releases every 2-3 weeks A pure “waterfall” 2
  • 4. Remember the old days… 1. PD develops feature A in backend 2. WD designs feature A 3. “release-branch” is created every three weeks 4. QA tests feature A and finds a bug and gives it to WD 5. WD looks at the bug and decides it is a backend error 6. PD analyses feature A, fixes the error 7. QA rechecks feature A and it works now, but layout is now broken 8. WD fixes layout and returns feature A to QA 9. QA rechecks feature A and layout is fine now, QA approves the feature 10. SiteOps rolls out release with feature A but detects problem with a missing production-property 3
  • 5. What could be improved? High lead time for each new product feature Bad transparency of the transaction costs for a feature Bad transparency of the actual costs for the delivery of a given feature, including development, design, content, testing, operations, maintenance High number of prod bugs after the bing bang releases 4
  • 6. Could x-functional teams be an answer 5 ?
  • 7. Transition 2008 - 2010 2008/2009 Project-QA engineers testing features for new project teams Core-QA testing releases for regression and projects without QA, managing releases hand in hand with new release manager Web design and QA move to technology department for better integration One Pre Production System for test (PPS) Re-Introduce the scrum process to the project teams 6
  • 8. Transition 2008 - 2010 2010 SiteOps engineers moving from the operations-fishbowl-area to the project teams No more separate QA department, QA Engineers now reporting directly to team lead of project team reduced the release-cycle from two/three weeks to one week 7
  • 9. Current agile team setup @ mobile Up to four backend developers and at least one QA and one web developer team member in each agile development team Two of the members own the roles of team lead and technical lead Every development team is supported by an Operations Engineer The product owner is co-located with “his/her” project team At least one dedicated integration system for each development team 8
  • 10. What did we achieve? Overview Better understanding & more transparency More speed & reduced lead time More motivation & team spirit Team responsibility 9
  • 11. Achievements Better understanding & more transparency The team develops a common vocabulary to describe products/problems More knowledge about work strategies/procedures across the disciplines different views/perspectives on the product lead to an holistic understanding Feature costs can now be estimated more transparent and accurate 10
  • 12. Speed & reduced lead time When problems arise, chances are high that the team finds a quick solution Bug fixing and retesting can now be done in minutes! The team finds the approach/tools which suits its needs Fast release cycles are only possible with x-functional teams Achievements 11
  • 13. release frequency in 2009 12 Releases: Every 2 weeks with multiple features from several teams
  • 14. release frequency today 13 Releases: several single feature contributions per day
  • 15. Achievements Motivation &Team Spirit Because the team is empowered to make decisions how it aims to achieve its goals, it is highly motivated Team is measured by success of features (by team goals) project teams get more feedback about feature success and team members identifies more with their product features 14
  • 16. Achievements Team responsibility The whole team knows it is responsible for the quality of the applications and upcoming production bugs Because the team is aware of its responsibility, every team member helps out at other disciplines No more “over the fence throwing” of tickets 15
  • 17. Challenges Overview S.P.O.F. organisational blindness Inter-team coordination & Inter-team tensions “the voice of the many” Knowledge transfer 16
  • 18. Challenges S.P.O.F: x-functional teams have the implicit danger of SPOFs (Single point of failure) for the smaller disciplines. „Our QA-guy is on Bali. AGAIN! We cannot publish anything!“ What we can do: less „What is my job?“, more „What needs to be done? Identify the tasks that needs to be done and afterwards identify who the best available team member(s) to do it. Share knowledge for basic tasks of other disciples and use it 17
  • 19. Challenges organisational blindness / “Betriebsblindheit” With involvement in the very beginning, the whole team is prone to the same conceptual mistakes, because they share a common view on a feature (“complete brain outage”) What you can do: initiate a code/story/testcase review by a collegues of a different team What an organization can do: encourage Show-rooms and Test-Dojos 18
  • 20. Challenges Inter-team coordination With each team focused on its project scope, teams can hinder each other with concurring changes in the same applications/side effects New features get broken/made obsolete by other teams Design decisions in one team increase effort in other teams. What you can do: Be curious! Speak about what you do. Send mails for important things. What an organisation can do: Give room and encourage exchange, g.e. regularly technology open-space meetings, Show-room events 19
  • 21. Challenges Inter-team tensions (“us vs. them”) One backside of the human nature and its favor for small groups is that humans like to blame “the others” for bad things Quite fast you have “them” always breaking the master or “them” always causing a stop-the-line or “them” calling for a hotfix What you can do: not much. Try to remember, “they” are human, too! What an organisation can do: As several studies have shown, the only thing that helps to counter these tendencies is to work together on a common goal. Find these goals and emphasize them 20
  • 22. Challenges “The voice of the many” Psychological factor affecting x-functional teams if there is a majority of one discipline („Gewerk“) 21
  • 23. Challenges Before: 22 QA DepartmentPD Department These frontend tests are essential! Really necessary? Let’s talk…
  • 24. Challenges Now: 23 Cross-functional team with embedded QA These frontend tests are essential! I find your lack of faith disturbing! relax, this code is so easy, it will never break! really?
  • 25. Challenges “The voice of the many” What you can do: Talk to the other team members and convince them, try things out What an organisation can do: open space forum where topics can be addressed across teams with self-organized participants 24
  • 26. Challenges Knowledge transfer Team members become experts on their new team-features only New technologies and concepts remain inside the project teams What you can do: Create easily accessible documentation, initiate test-dojos, present new concepts/technologies outside the team What the organisation can do: showroom-events, open-space, have a good infrastructure for documentation 25
  • 27. What has changed in our work For QA: • we test earlier • we test more adapted to the story • we test more accurately • we write more tests • more code reviews with PD • more requirement engineering with Business • more requirement reviews • more meta-tasks 26