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Swimming in the Sea of Feedback - LLKD17



Our London Lean Kanban days 2017 Talk, Linked website:

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Swimming in the Sea of Feedback - LLKD17

  1. 1. Swimming In The Sea Of Feedback
  2. 2. Who We Are? Helen Meek Richard Arpino
  3. 3. Who Are You? Stand up if you work in a organisation that provides services to others? Remain standing if your organisation writes software to provide that Service? Remain standing if you work closely with the teams building the software? Remain standing if you build software?
  4. 4. Why This Talk
  5. 5. Dictionary Corner 1. information about reactions to a product, a person's performance of a task, etc. which is used as a basis for improvement. 2. the modification or control of a process or system by its results or effects, for example in a biochemical pathway or behavioural response.
  6. 6. Is This Our Objective?
  7. 7. Goals For This Workshop • Inspiration – you already work in a sea of feedback! • Understanding pros and cons – there is no such thing as a free lunch. Some feedback costs more than it might give • Sharing knowledge – We want to leverage the experience we have in this workshop.
  8. 8. Types of Feedback For those that like categories, these are broad areas that you find feedback: • People • Technology • System
  9. 9. What Feedback Can You See?
  10. 10. What Feedback Can You See?
  11. 11. Rule #1: Start With What You Have Irrespective of what you do, you will probably do these as a minimum: • Retrospective • Daily Stand Up
  12. 12. Answer This (Honestly) How many of you carry out the actions from your retro’s, without fail?
  13. 13. How Often Do You Use Feedback Retrospective – feedback is acted on every couple of weeks Stand-up – feedback is acted on every day Question: What about feedback that happens every minute?
  14. 14. Stand-Ups In Detail Daily Stand Up An opportunity for the team to get together and coordinate efforts. These are short sessions often completed standing up, in front of the visualisation to guide conversation. Ease of Use Maintainability Value for Money Impact Pros: • Quick focussed hit of information • Forum to raise problems or ask for help Cons: • People might be late or on holiday • Getting people to communicate! S Rating How to Interpret Ease of Use How easy it is to set up and apply in your organisation. Maintainability Ease of collecting and maintenance. Value for Money The cost to set up and run vs the potential you get from it. Impact How much this might influence continuous improvement. http://swimminginfeedback.
  15. 15. Time For Some Exercise! Form a team Select a Scrum Master Pick 1 card Fill in the blanks You have 5 minutes
  16. 16. Let’s Share! SM to remain with poster Teams move one team to the left SM to present findings to new team & add any new insight A new SM is picked to carry on the facilitation Keep swapping SMs and switching We want you to learn as much as possible! You have 3 minutes per switch
  17. 17. So What Did You Learn?
  18. 18. “If I had a single line of code to fix, how long would it take me to get this into production?”
  19. 19. What’s The Fastest It Could Be? Package Build Packa ging 23Test Deploy 23Test Tests 76Test Deploy 76Test Test PreProd Deploy Prod Deploy Total Asos.Commerce.Orders.Bridge 3 1 5 1 7 25 42 Provisioning Asos.Commerce.Orders.Bridge 1 8 11 10 7 37 Asos.Commerce.Orders.History 7 1 25 5 18 3 55 60 174 Asos.Commerce.Orders.History.Bridge 5 2 7 2 10 90 116 Asos.Commerce.Orders.History.Database 10 2 10 10 20 25 77 Provisioning Asos.Commerce.Orders.History 0 15 15 25 25 80 Provisioning Asos.Commerce.Orders.History.Bridge 0 5 2 5 7 19 Provisioning Asos.Commerce.Orders.History.Database 0 10 8 20 15 53 Orders.Router 3 2 5 2 20 25 57 Asos.Commerce.Vouchers.Transact.Endpoi nt-RC 2 2 7 2 3 1 5 27 49 Asos.Commerce.Vouchers.Transact.Psp.W ebApi-RC 2 2 1 2 3 6 16 Asos.Commerce.Vouchers.Transact.WebA pi-RC 2 2 5 5 2 1 2 19 Provisioning Asos.Commerce.Vouchers.Transact.Endpoint 1 7 3 4 7 22 Provisioning Asos.Commerce.Vouchers.Transact.Psp.Web Api 1 1 1 4 1 8 Provisioning Asos.Commerce.Vouchers.Transact.WebApi 1 1 1 1 4 8
  20. 20. The Problem With These Numbers • The longest component is the one we deploy most often • If we deploy it most often, maybe it has the majority of the business logic in it? • If it takes a long time to deploy, we might be holding back changes • Making it shorter might not be a technology thing, it might be an architecture thing
  21. 21. How We Used This Information • We asked our PO this question: • We talked to the team to see if they treated changes to this component differently • We started to treat our deployments differently • We talked about how that component might be split up in smaller services • It changed some of our priorities over a long term
  22. 22. That’s All Folks! • Know where to look for feedback • Feedback is all around you, your team and your organisation • You need to be leveraging all types of feedback to find opportunities to improve • Remember: it’s got to be fit for purpose, it needs to back up our customers expectations • Nail the basics: incrementally increase your feedback, collect only what’s important
  23. 23. Questions?
  24. 24. Drop Us A Line or @Helen_J_Meek or @RichardArpino ------------------------------------------------------------ You can find our thoughts on the different types of feedback here:

Editor's Notes

  • This is a stable system. It has not been opened for 53 years – nothing gets in, nothing gets out.

    The feedback mechanisms are what stablise this system. The water and nutrients are recycled through biological processes which are balanced and allow this system to function with only sunlight as a outside influence.

    Do we want a stable system?

    Or do we want to continually improve?

    If it’s the latter then we will need to find, interpret, act on and manage feedback. Sometimes we make things better, sometimes we make things worse - it’s important that act on the feedback to create improvements.
  • Not sure where to look?

    How about these can you write a list of things in your organisation that can be categorised under these broad headings?

    Try to think outside your team: who else do you deal with, answer to, bribe or cajole?

  • Top Tip #1: Stop and Look

    Observation is your first tool in discovering feedback.
  • You get these for free!

    We aren’t going to talk about the retro…

    What about the daily standup?

    This is giving you feedback on reality. We start work with just enough – stand ups allow us to get feedback on how that work is actually progressing. We know we will encounter problems!

  • Being able to manage feedback allows you to use more of it.

    Nail the basics first, then start looking for more.
  • If retro actions are not being done then how are you going to manage more feedback?

    Why wait 2 weeks to make changes to your process – why don’t we change small things during our stand ups?
  • Instructions for this round are on the wall.
  • Who wants to share something that they have learnt about?
    How is this different to the way that you work now?
    Did anyone discover one they had not heard of before?

    This needs to Segway into us then doing some further thinking into the example that we are now about to talk to them about.
  • This is our transaction cost.

    If it takes 3 hours to deploy, we will not entertain a single line change. Which is a shame because a single line change carries much less risk that a 100 line change.

    If this was instantaneous, how would that affect the size of stories you could prepare? Again, how does than affect our view of INVEST?
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