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Moving Fast at Scale

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As the research in Accelerate and in the DevOps Handbook shows, high-performing organizations deliver more rapidly, more repeatably, and more reliably. And as an organization scales, it becomes more and more important to get the product development process right. Drawing on the speaker's experiences leading high-performing organizations at Google and eBay, this session discusses the upstream parts of that process, focusing on organization, problem definition, and prioritization. We will discuss forming small, cross-functional teams with clear areas of responsibility. Then we will discuss the importance of clearly defining the problem we are trying to solve as a team. Finally, we will cover focus and prioritization -- how we decide what to do when. You will take away actionable techniques you can apply in your own organization.

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Moving Fast at Scale

  1. 1. Moving Fast at Scale Randy Shoup @randyshoup linkedin.com/in/randyshoup
  2. 2. Build the Thing Right Build the Right Thing
  3. 3. Speed vs. Stability?
  4. 4. 6mo 1d <1h Low Performers High Performers Deploy frequency 1x mo 1x day 10x day Speed
  5. 5. >1d <1h Low Performers High Performers 55% 45% 100% 0% Change failure rate Stability
  6. 6. Elite vs. Low
  7. 7. “I may be slow … but I do poor work!”
  8. 8. Speed AND Stability!
  9. 9.  2.5x more likely to exceed goals o Profitability o Market share o Productivity Moving Fast at Scale
  10. 10. Moving Fast at Scale •Organizing for Speed •What to Build / What NOT to Build •When to Build •How to Build
  11. 11. Moving Fast at Scale •Organizing for Speed •What to Build / What NOT to Build •When to Build •How to Build
  12. 12. Traditional Organizations Idea Development Quality Operations
  13. 13. Full-Stack Teams Idea Development Quality Operations Idea Development Quality Operations Idea Development Quality Operations
  14. 14. Two-Pizza Teams 4-6 people “A team should be no larger than can be fed by two large pizzas.” -- Jeff Bezos, Amazon
  15. 15. Business / Domain Alignment <Business Domain> • Aligned around a business problem o Clear goals and metrics … o … that matter to customers! • Well-defined area of responsibility o Single application / service or set of related applications / services • Grow by “cellular mitosis”
  16. 16. Ideally, 80% of project work should be within a team boundary.
  17. 17. Autonomy and Accountability • Give a team a goal, not a solution o Measured by clear, customer-oriented metric(s) • Give the team autonomy o Let team own the best way to achieve their goal • Hold team accountable for *results* o Responsible for producing business value o Responsible for the results of their choices @randyshoup
  18. 18. Moving Fast at Scale •Organizing for Speed •What to Build / What NOT to Build •When to Build •How to Build
  19. 19. What problem are you trying to solve?
  20. 20. Please tell us what problem you are trying to solve Please just add this button
  21. 21. Engineering Discipline • Engineers are trained in disciplined problem- solving o Not everyone is  • It is our job to help clarify and refine the problem @randyshoup linkedin.com/in/randyshoup
  22. 22. “The Curse of Knowledge” • We understand the options, tradeoffs, and implications • It is our job to help others understand them @randyshoup linkedin.com/in/randyshoup
  23. 23. Engineering is about solving problems. Sometimes we solve those problems by writing code.
  24. 24. “Building the wrong thing is the biggest waste in software development.” @randyshoup
  25. 25. “A problem well-stated is a problem half-solved.” -- Charles Kettering, head of research at GM
  26. 26. Moving Fast at Scale •Organizing for Speed •What to Build / What NOT to Build •When to Build •How to Build
  27. 27. Focus and Prioritization • We always have more to do than resources to do it • Scarce resources require prioritization o Every decision is a tradeoff • Opportunity cost o Deciding to do X means deciding not to do Y @randyshoup linkedin.com/in/randyshoup
  28. 28. Fewer Things, More Done
  29. 29. Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Traditional Organizations Month 4
  30. 30. Feature 1 Feature 2 Feature 3 Feature 4 Feature 5 Continuous Delivery: Fewer Things, More Done Month 4Month 2
  31. 31. When you solve problem 1, problem 2 gets a promotion
  32. 32. Continuous Delivery: Iterative Development Month 4Month 2 1a 1b 1c 1d 2a 2b 2c 3a 3b 3c 3d 4a 4b 4c 5a 5b
  33. 33. Fewer Things, More Done • Deliver Highest Priority Features First o Don’t treat priority 1 and priority 5 the same  • Deliver Full Value Earlier o Time Value of Money o Benefit now is worth more than benefit in the future • Deliver Value Along the Way o Deliver increments along the way instead of everything at the end • Deliver Value More Efficiently o Multiple engineers can unblock one another @randyshoup linkedin.com/in/randyshoup
  34. 34. eBay Machine-Learned Ranking • Ranking function for search results o Which item should appear 1st, 10th, 100th, 1000th o Before: Small number of hand-tuned factors o Goal: Thousands of factors • Incremental Experimentation o Predictive models: query->view, view->purchase, etc. o Hundreds of parallel A | B tests o Full year of steady, incremental improvements 2% increase in eBay revenue (~$120M / year)
  35. 35. eBay Site Speed • Reduce user-experienced latency for search results • Iterative Process o Implement a potential improvement o Release to the site in an A | B test o Monitor metrics –time to first byte, time to click, click rate, purchase rate 2% increase in eBay revenue (~$120M / year)
  36. 36. Moving Fast at Scale •Organizing for Speed •What to Build / What NOT to Build •When to Build •How to Build
  37. 37. “Do you have time to do it twice?” “We don’t have time to do it right!”
  38. 38. The more constrained you are on time or resources, the more important it is to get it done the first time.
  39. 39. Minimal Viable Feature
  40. 40. Minimal Viable Feature • Build one great thing instead of two half-finished things • Definition of Done != Perfect o 80 / 20 Rule • Marginal Cost vs. Marginal Benefit • Reduce Scope, not Quality
  41. 41. • Minimal Viable Feature • Automated Tests • Released to Production • Feature flag turned on • Monitored Definition of Done
  42. 42. Moving Fast at Scale •Organizing for Speed •What to Build / What NOT to Build •When to Build •How to Build
  43. 43. Köszönöm! @randyshoup linkedin.com/in/randyshoup medium.com/@randyshoup
  • heading

    Dec. 31, 2019
  • marin_dimitrov

    May. 28, 2019

As the research in Accelerate and in the DevOps Handbook shows, high-performing organizations deliver more rapidly, more repeatably, and more reliably. And as an organization scales, it becomes more and more important to get the product development process right. Drawing on the speaker's experiences leading high-performing organizations at Google and eBay, this session discusses the upstream parts of that process, focusing on organization, problem definition, and prioritization. We will discuss forming small, cross-functional teams with clear areas of responsibility. Then we will discuss the importance of clearly defining the problem we are trying to solve as a team. Finally, we will cover focus and prioritization -- how we decide what to do when. You will take away actionable techniques you can apply in your own organization.

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