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Team Design For Continuous Delivery

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It appears we have the formula for great engineering teams nailed; Cross functional, T-shaped, pizza sized and manifesto enabled. All teams live in tension between their own output and contributing to others’, is spinning up a team in a continuous delivery environment any different?
In three sections this talk considers design factors for continuous delivery teams, starting with what, if anything, is different about creating a CD team. We look two key common factors which underpin high performing teams. Finally we explore what you can do to improve your team and assist (or even inspire) it’s continuous delivery capability.

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Team Design For Continuous Delivery

  1. 1. Continuous Disintegration
  2. 2. Team Design for Continuous Delivery John Clapham It appears we have the formula for great engineering teams nailed; Cross functional, T-shaped, pizza sized and manifesto enabled. All teams live in tension between their own output and contributing to others’, is spinning up a team in a continuous delivery environment any different? In three sections this talk considers design factors for continuous delivery teams, starting with what, if anything, is different about creating a CD team. We look two key common factors which underpin high performing teams. Finally we explore what you can do to improve your team and assist (or even inspire) it’s continuous delivery capability.
  3. 3. John Clapham @JohnC_Bristol Cotelic www.cotelic.co.uk Team design for continuous delivery
  4. 4. ? What’s the diff?
  5. 5. https://www.flickr.com/photos/frozonfreak/6930647815/
  6. 6. + Coevolution 101
  7. 7. https://www.flickr.com/photos/57608438@N08/6091601630/
  8. 8. https://www.flickr.com/photos/27587002@N07/5616563031/
  9. 9. 1. A strong desire to co-evolve. CD Team Traits:
  10. 10. https://www.flickr.com/photos/stanzim/12220009835/
  11. 11. “Use continuous delivery to reduce the risk of releases, decrease cycle time… - The Lean Enterprise
  12. 12. “Use continuous delivery to reduce the risk of releases, decrease cycle time, and make it economic to work in small batches” - The Lean Enterprise
  13. 13. Which one?
  14. 14. Isolated Autonomy vs Autonomy of Decisions
  15. 15. 1. A strong desire to co-evolve. 2. An understanding of business imperative, and the autonomy to act on it. CD Team Traits:
  16. 16. http://waitbutwhy.com/2014/01/the-great-perils-of-social-interaction.html
  17. 17. https://stackoverflow.com/questions/984885/how-do-i-explain-the-overhead-of-communication-between-developers-in-a-team
  18. 18. https://stackoverflow.com/questions/984885/how-do-i-explain-the-overhead-of-communication-between-developers-in-a-team
  19. 19. https://stackoverflow.com/questions/984885/how-do-i-explain-the-overhead-of-communication-between-developers-in-a-team
  20. 20. https://stackoverflow.com/questions/984885/how-do-i-explain-the-overhead-of-communication-between-developers-in-a-team
  21. 21. https://stackoverflow.com/questions/984885/how-do-i-explain-the-overhead-of-communication-between-developers-in-a-team
  22. 22. https://stackoverflow.com/questions/984885/how-do-i-explain-the-overhead-of-communication-between-developers-in-a-team
  23. 23. https://stackoverflow.com/questions/984885/how-do-i-explain-the-overhead-of-communication-between-developers-in-a-team
  24. 24. https://stackoverflow.com/questions/984885/how-do-i-explain-the-overhead-of-communication-between-developers-in-a-team
  25. 25. https://www.flickr.com/photos/marketingfacts/3586108463/
  26. 26. https://www.dealwithautism.com/types-of-autism/
  27. 27. “I don’t feel any social pressure to do things the way other people are doing them, professionally” - Dr. Vernon Smith
  28. 28. https://www.flickr.com/photos/lwpkommunikacio/16227397471/
  29. 29. “If users can approach you without a door or hallway to make them think it over you're basically ****** in terms of ever getting anything done.” - Sysadmin on open plan
  30. 30. https://www.slideshare.net/MassTLC/ben-waber-people-analytics Branch 1 Branch 2 Branch 3
  31. 31. “Organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations” - M. Conway Conway’s Law:
  32. 32. “Organizations which design systems ... are constrained to produce designs which are copies of the communication structures of other organizations” - M. Conway Conway’s Law by proxy:
  33. 33. 1. A strong desire to co-evolve. 2. An understanding of business imperative, and the autonomy to act on it. 3. Manage a high level of inter-team and inter- personal interactions. CD Team Traits:
  34. 34. The Secret Sauce… https://www.flickr.com/photos/hollyladd/4513146444/
  35. 35. https://www.flickr.com/photos/toofarnorth/1399982211/ Why?
  36. 36. “Companies with highly engaged workers grew revenues two and a half times as much as those with low engagement levels.”
  37. 37. “Higher workplace engagement also leads to other positive outcomes: - lower absenteeism (37%), - fewer safety incidents (41%) - fewer quality defects (41%).” Gallup Q12® Meta-Analysis Report
  38. 38. https://www.flickr.com/photos/travelinlibrarian/5412730623908442/ Who would you like to work with?
  39. 39. https://www.flickr.com/photos/travelinlibrarian/5412730623908442/ https://www.flickr.com/photos/travelinlibrarian/4108691705 Who would you like to work with?
  40. 40. “Engagement is the extent to which employees commit to something or someone in their organisation...” - Corporate Leadership Council
  41. 41. “Engagement is the extent to which employees commit to something or someone in their organisation and how hard they work and how long they stay as a result of that commitment.” - Corporate Leadership Council
  42. 42. Burnout antithesis - Maslach, C. & Leiter, M.P. The truth about burnout. New York. Jossey-Bass, 1997 Exhaustion Cynicism Inefficacy ‘The Burnout antithesis’
  43. 43. Burnout antithesis - Maslach, C. & Leiter, M.P. The truth about burnout. New York. Jossey-Bass, 1997 Energy, Involvement, Efficacy Exhaustion Cynicism Inefficacy != ‘The Burnout antithesis’
  44. 44. http://aubreydaniels.com/discretionary-effort
  45. 45. ?Who is most engaged
  46. 46. A.
  47. 47. A. B.
  48. 48. https://www.flickr.com/photos/travelinlibrarian/4108691705 A. B. C.
  49. 49. Happiness != Engagement
  50. 50. The Ingredients https://www.flickr.com/photos/chiszeo/4039662366/
  51. 51. Project Aristotle
  52. 52. Dependability: Can we count on each other to do high quality work on time?
  53. 53. Structure & clarity: Are goals, roles, and execution plans on our team clear?
  54. 54. Meaning of work: Are we working on something that is personally important for each of us?
  55. 55. Impact of work: Do we fundamentally believe that the work we’re doing matters?
  56. 56. Psychological safety: Can we take risks on this team without feeling insecure or embarrassed?
  57. 57. Maslow's Hierarchy of Needs, 1943
  58. 58. Things to do, tomorrow…
  59. 59. Things to do, tomorrow…  Follow your work, ask for feedback
  60. 60. Things to do, tomorrow…  Follow your work, ask for feedback  Be curious, welcome questions
  61. 61. Things to do, tomorrow…  Follow your work, ask for feedback  Be curious, welcome questions  Reward (the right) behaviour
  62. 62. Things to do, tomorrow…  Follow your work, ask for feedback  Be curious, welcome questions  Reward (the right) behaviour  Ignore your job title
  63. 63. Things to do, tomorrow…  Follow your work, ask for feedback  Be curious, welcome questions  Reward (the right) behaviour  Ignore your job title  Think small
  64. 64. “It is better to do 100 things 1% better than 1 thing 100% better”
  65. 65. “Perhaps the most powerful benefit is that it creates a contagious enthusiasm, everyone starts looking for ways to improve” Sir David Brailsford
  66. 66. Continuous Disintegration
  67. 67. Reflections https://www.flickr.com/photos/wing-mui/17236656
  68. 68. Maintaining momentum…
  69. 69. Team design & structure
  70. 70. Architecture Team design & structure
  71. 71. Architecture Team design & structure Processes
  72. 72. Culture Architecture Learning methods Technical approaches Consumers Team design & structure Physical environment Processes
  73. 73. 1. A strong desire to learn and co-evolve. Successful Continuous Delivery Team Traits:
  74. 74. 1. A strong desire to learn and co-evolve. 2. An understanding of business imperative, and the autonomy to act on it. Successful Continuous Delivery Team Traits:
  75. 75. 1. A strong desire to learn and co-evolve. 2. An understanding of business imperative, and the autonomy to act on it. 3. Safety – to take risk, succeed and fail. Successful Continuous Delivery Team Traits:
  76. 76. 1. A strong desire to learn and co-evolve. 2. An understanding of business imperative, and the autonomy to act on it. 3. Safety – to take risk, succeed and fail. 4. Ability to manage a high level of interactions. Successful Continuous Delivery Team Traits:
  77. 77. 1. A strong desire to learn and co-evolve. 2. An understanding of business imperative, and the autonomy to act on it. 3. Safety – to take risk, succeed and fail. 4. Ability to manage a high level of interactions. 5. Self measurement of achievement Successful Continuous Delivery Team Traits:
  78. 78. “When I consider what tremendous consequences come from little things, I am tempted to think there are no little things” - Bruce Barton
  79. 79. Message-ID: 1991Aug25.205708.9541@klaava.Helsinki.FI
  80. 80. Message-ID: 1991Aug25.205708.9541@klaava.Helsinki.FI I’m doing a (free) operating system (just a hobby, won’t be big and professional like gnu) for 386(486) AT clones.
  81. 81. Message-ID: 1991Aug25.205708.9541@klaava.Helsinki.FI I’m doing a (free) operating system (just a hobby, won’t be big and professional like gnu) for 386(486) AT clones. I’d like to know what features most people would want…
  82. 82. Message-ID: 1991Aug25.205708.9541@klaava.Helsinki.FI I’m doing a (free) operating system (just a hobby, won’t be big and professional like gnu) for 386(486) AT clones. I’d like to know what features most people would want… From: torvalds@klaava.Helsinki.FI (Linus Benedict Torvalds)
  83. 83. John Clapham @JohnC_Bristol Cotelic www.cotelic.co.uk Thanks!
  84. 84. PS: Autonomate Everything.

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