Swimming in the Sea of Feedback - LLKD17

Helen Meek
Helen MeekAgile & Kanban Coach and Trainer for ripplerock at RDT Limited
Swimming In The Sea Of Feedback
Who We Are?
Helen Meek Richard Arpino
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?
Why This Talk
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.
Is This Our Objective?
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.
Types of Feedback
For those that like categories, these are broad areas
that you find feedback:
• People
• Technology
• System
What Feedback Can You See?
What Feedback Can You See?
Rule #1: Start With What You Have
Irrespective of what you do, you will probably do
these as a minimum:
• Retrospective
• Daily Stand Up
Answer This (Honestly)
How many of you carry out the
actions from your retro’s, without
fail?
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?
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.
blogspot.co.uk/
Time For Some Exercise!
Form a
team
Select a
Scrum
Master
Pick 1
card
Fill in
the
blanks
You have 5 minutes
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
So What Did You Learn?
“If I had a single line of code to
fix, how long would it take me to
get this into production?”
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
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
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
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
Questions?
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:
http://swimminginfeedback.blogspot.co.uk/
1 of 24

More Related Content

Similar to Swimming in the Sea of Feedback - LLKD17(20)

More from Helen Meek(20)

ScaleAgility ScaleAgility
ScaleAgility
Helen Meek49 views
Do you need Agile Coaches?Do you need Agile Coaches?
Do you need Agile Coaches?
Helen Meek63 views
Making a difference with KanbanMaking a difference with Kanban
Making a difference with Kanban
Helen Meek239 views
Kanban is refreshing v3Kanban is refreshing v3
Kanban is refreshing v3
Helen Meek422 views
Managing anxietyManaging anxiety
Managing anxiety
Helen Meek124 views
Curiosity killed-the-catCuriosity killed-the-cat
Curiosity killed-the-cat
Helen Meek98 views
CAE: Coaching Dojo meet up slidesCAE: Coaching Dojo meet up slides
CAE: Coaching Dojo meet up slides
Helen Meek320 views
Being a product ownerBeing a product owner
Being a product owner
Helen Meek1.8K views
Project M87Project M87
Project M87
Helen Meek175 views
Coaching the 'A' teamCoaching the 'A' team
Coaching the 'A' team
Helen Meek261 views
LLKD19 Coaching DojoLLKD19 Coaching Dojo
LLKD19 Coaching Dojo
Helen Meek352 views

Recently uploaded(20)

ThroughputThroughput
Throughput
Moisés Armani Ramírez31 views
[2023] Putting the R! in R&D.pdf[2023] Putting the R! in R&D.pdf
[2023] Putting the R! in R&D.pdf
Eleanor McHugh36 views
METHOD AND SYSTEM FOR PREDICTING OPTIMAL LOAD FOR WHICH THE YIELD IS MAXIMUM ...METHOD AND SYSTEM FOR PREDICTING OPTIMAL LOAD FOR WHICH THE YIELD IS MAXIMUM ...
METHOD AND SYSTEM FOR PREDICTING OPTIMAL LOAD FOR WHICH THE YIELD IS MAXIMUM ...
Prity Khastgir IPR Strategic India Patent Attorney Amplify Innovation24 views
Liqid: Composable CXL PreviewLiqid: Composable CXL Preview
Liqid: Composable CXL Preview
CXL Forum120 views
ChatGPT and AI for Web DevelopersChatGPT and AI for Web Developers
ChatGPT and AI for Web Developers
Maximiliano Firtman161 views

Swimming in the Sea of Feedback - LLKD17

  • 1. Swimming In The Sea Of Feedback
  • 2. Who We Are? Helen Meek Richard Arpino
  • 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.
  • 6. Is This Our Objective?
  • 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: • People • Technology • System
  • 9. What Feedback Can You See?
  • 10. What Feedback Can You See?
  • 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. Answer This (Honestly) How many of you carry out the actions from your retro’s, without fail?
  • 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. 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. blogspot.co.uk/
  • 15. Time For Some Exercise! Form a team Select a Scrum Master Pick 1 card Fill in the blanks You have 5 minutes
  • 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. So What Did You Learn?
  • 18. “If I had a single line of code to fix, how long would it take me to get this into production?”
  • 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. 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. 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 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
  • 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: http://swimminginfeedback.blogspot.co.uk/

Editor's Notes

  1. 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.
  2. 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?
  3. Top Tip #1: Stop and Look Observation is your first tool in discovering feedback.
  4. 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!
  5. Being able to manage feedback allows you to use more of it. Nail the basics first, then start looking for more.
  6. 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?
  7. Instructions for this round are on the wall.
  8. 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.
  9. 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?