Agile Development and Continuous Integration in the Cloud - RIchard Durnall - AWS Australian Summit
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Richard Durnall's presentation, AWS Australian Summit, Sydney 2012 - Architect Track
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Agile Development and Continuous Integration in the Cloud - RIchard Durnall - AWS Australian Summit
- 2. lines circles & directions Richard Durnall linkedin.com/in/richarddurnall Head of Delivery @ REA Group @rdurnall
- 3. A bit about us • Picture of view from my desk 3
- 5. 5
- 6. Ground Zero 6
- 7. Learning Agile 7
- 8. Delivering Results New data centres within 6 months 8
- 9. Delivering Results realestate.com.au rebuilt and launched in 10 months
- 11. Leadership, talent & structure 11
- 12. Continuous Design 12
- 13. Continuous Delivery helped by
- 14. Distributed Agile helped by
- 15. Distributed Agile helped by
- 16. Hack Days helped by
- 17. China Scripted ‘stops’ Australia Baseload 17
- 19. Good effort! out of 20
- 22. If I had asked my customers what they wanted, they simply would have said ‘a faster horse’ Henry Ford, early 1900s
- 23. You can’t just ask customers what they want, and then try to give that to them. 1989 Steve Jobs,
- 28. Steve Blank Eric Ries Dave McClure There are no facts inside The only way to win is to AARRR! the building. Get out and learn faster than anyone learn! else. http://youtu.be/irjgfW0BIrw
- 30. lines circles & directions Daniel Oertli linkedin.com/in/danieloertli CIO @ REA Group @danieloertli
Editor's Notes
- Today - markets, brands, financials, growth profileHistorystartup, listing > bankruptearly growth > leadershipinternationalisation > defocused/stagnation2008: leadership change2009: rebuilding a healthy core. Key: TW (Agile, XD), LM (platform), HW (reliable ops); core group of key staff (~25), lots of sweat and commitment from all staff, lots of contractors.Mid 2010: people (Delivery).Current focus:broadening the value proposition > market maker, not just market participant.optimising operational performance > global operating model.Financial performance
- Introducing Agile, but still using the PLAN-DO approach for both outcome management and execution.
- STARTING POINT (2009)Monolithic organisation, thinking internally and moving cautiously Few leaders, low benchstrength, poor employment brandCentralised, plan-do decisionsWaterfall development, ad hoc operationsCluttered design, low delivery outputUnreliable infrastructure, catastrophic riskPoor business systems, lots of manual processes
- First two days: Intro with team.First week with board: 1, 2, 3. And manage costs. We’re getting poor value for our investment level.Greg: split the team,relaunch site. Google.Consultants swarming – analysis paralysis? Lots of good opinions, but hard to focus the team.Phone-a-friend. TW within first few weeks. Value Stream Map.
- Focused objectives:Delivery a brand new site with a modern experience, new products, new platformQuickly make tactical site improvements.Stabliise our intrastructureDecided (1) couldn’t be done in-house. Lots of debate internally and with TW. Deal with LM.(2) Became the cataylst for Agile. TW engaged as coach, Agile Adoption Group initiated. Would be disbanded less than a year later after massive success in moving quickly to agile development.(3) Turned into a focused DC rebuild. Too early/risky for wholesale move to cloud – discussed and deferred.
- Fully embracing agile in Design & IT – and interfacing it with a PLAN-DO business culture.
- Not long after launch, EVP rose significantly. We were seen as a company that could move quickly, was serious about agile, and looking for talented people to create experiences and solve interesting problems that would be appreciated by millions.Leadership, talent build, restructure teams along business domains (vs technologies) to attack multiple opportunities in parallel, and build domain knowledge so teams could participate more fully in the design of the product, not just execution.
- InceptionBusiness mapping, groupsketching.Most potent of all – unlocks the potential for design-level thinking, helping the team uncover needs before moving into potential solutions.
- Continuous delivery
- Register. Opportunity to guide customer-focused thinking, without telling. What unmet customer need are we solving?Hacking. Get your product or business or design personnel to participate in teams.Showcase and vote. Watch your team start to vote up hack entries that are most likely to have the biggest customer impacts, rather than just the coolest tech stuff.
- REA’s current AWS usage profile
- Fully embracing agile in Design & IT – and interfacing it with a PLAN-DO business culture.
- …but we don’t all have the brilliance of a Henry Ford or Steve Jobs in our companies, or massive R&D budgets.What sorts of techniques can we use with existing teams to:Leverage customer-focused insightsEncourage innovative thinkingGet a tangible output that can be taken into your Agile delivery process?
- But if you can’t tighten the loop between coding and deploying – reducing the time between having an idea and testing it in the wild - it becomes a tough effort to change the business mindset from planning perfection to planning experiments.
- Remember what made space invaders so hard? (Couldn’t fire more than one bullet at a time, bullet travelled slowly).Business leads threw every possible spec at you (one shot), designers did fully-finalised artwork.Don’t kill your good work getting to know your customers thoughts, setting up for discover-based creation, and democratising customer-focused design with bad delivery habits.Top 3 mistakes:MMF. Apple showed us that features don’t win the day. A compelling value proposition or experience is typically just a small set of high-value things, done brilliantly. Allow for follow-up work, get lean on your value prop and enabling features, time-to-market remains key. Getting teams out of project mode (setup/tear-down) and into product mode (setup/iteratively release) helps this mentality.Design. Don’t be afraid of starting with 70% finished artwork. As long as the key stories/interactions are there, the high-fidelity artwork can be delivered in parallel with the development iterations.Continuous testing. Don’t’ be afraid of testing prototypes and unfinished experiences.
- People care primarily about building and being a part of great things, but they also want to make money.Through the progress of building a team, community, advertising market and investor base – I’ve developed a deep appreciation for how building a strong economic engine and strong growth can be the best way to align many people to solve important problems.
- “move fast and break things”.
- So, why care about all of this?1. Your current business model has an increasingly shortened lifespan. Your business will be disrupted by one of an increasing number of startups, being funded into operation within increasingly smaller time spans.