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?
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.
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. Types of Feedback
For those that like categories, these are broad areas
that you find feedback:
13. How Often Do You Use Feedback
Retrospective – feedback is acted on every couple of
Stand-up – feedback is acted on every day
Question: What about feedback that happens every
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
Ease of Use
Value for Money
• Quick focussed hit of
• Forum to raise problems
or ask for help
• People might be late
or on holiday
• Getting people to
Rating How to Interpret
Ease of Use How easy it is to set up and
apply in your organisation.
Maintainability Ease of collecting and
Value for Money The cost to set up and run vs
the potential you get from it.
Impact How much this might influence
15. Time For Some Exercise!
You have 5 minutes
16. Let’s Share!
team to the
& add any
A new SM
is picked to
We want you to learn as much as possible!
You have 3 minutes per switch
20. The Problem With These Numbers
• The longest component is the one we deploy most
• 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. 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. That’s All Folks!
• Know where to look for feedback
• Feedback is all around you, your team and your
• 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
24. Drop Us A Line
Helen.Meek@Ripple-Rock.com or @Helen_J_Meek
Rik.Arpino@rtch.co.uk or @RichardArpino
You can find our thoughts on the different
types of feedback here:
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?