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Complexity of organizational design and its effect scaling agility

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System thinking talk for project managers of product/software companies.

Published in: Leadership & Management

Complexity of organizational design and its effect scaling agility

  1. 1. Complexity of organizations and its effect on scaling agility krivitsky.com @alexeykri
  2. 2. flickr.com/photos/89228431@N06
  3. 3. Inherent complexity
  4. 4. 2012-2013
  5. 5. Spaghetti code and tech debt
  6. 6. flickr.com/photos/89228431@N06
  7. 7. flickr.com/photos/varunshiv Added complexity
  8. 8. the classical answer
  9. 9. BACK-END FRONT-END teams
  10. 10. BACK-END FRONT-END teams ???
  11. 11. What’s happening to Complexity? •  More roles •  More meetings •  More indirection •  More documentation
  12. 12. Uneven flow
  13. 13. Workload and RESOURCE management
  14. 14. Resource management
  15. 15. Resource management $ $
  16. 16. And More complexity •  More roles •  More meetings •  More indirection •  More documentation •  More managers •  More coordination •  More people
  17. 17. Resource management $ $
  18. 18. Cost optimization
  19. 19. No Cost optimization
  20. 20. Out-of-sync development
  21. 21. ? Out-of-sync development ?
  22. 22. We can always make up work
  23. 23. … And More complexity •  More roles •  More meetings •  More indirection •  More documentation •  More managers •  More coordination •  More people •  More focus on workers (instead of work) •  More complex solutions (more code) •  More complex engineering processes
  24. 24. Indirection
  25. 25. But WHY?
  26. 26. Optimization goals
  27. 27. Spaghetti code and tech debt
  28. 28. Spaghetti ORG and org debt
  29. 29. Technical ORG OMFG...
  30. 30. (1) Form groups of the same card color Put your color card up and make groups. Guidelines: – 4-6 people in a group – you have something to write with (pens and pencils are OK, sharing is fine too) When done put your cards down :)
  31. 31. (2) Write one word matching criteria Each group member needs to write one word on his/her card based on these rules: Color coding of your cards: Yellow – adjectives describing the nature Green – verbs from sport, dancing, walking, love Blue – nouns from the agile terminology All words written by one group ideally have to be: unique in Russian have 2+ syllables
  32. 32. (3) Form new group of mixed colors Put your color cards up Guidelines: –  4-6 people in a group –  all 3 colors in each group –  duplicate colors are OK When done put your cards down :)
  33. 33. now, Compose a haiku!
  34. 34. WTF IS HAIKU? (a very quick guide)
  35. 35. 俳句 [ high-koo ] Haiku are short poems that use sensory language to capture a feeling or an image. They are often inspired by an element of nature, a moment of beauty, or another internalized experience.
  36. 36. THE STRUCTURE 17 ons (syllables) in 3 phrases: 5, 7 and 5 Example: line#1: blah blah blah blah blah line#2: blah blah blah blah blah blah blah line#3: blah blah blah blah blah
  37. 37. A Haiku Shoelaces untied become a tripping hazard. Hope she falls for me.
  38. 38. Debugging the haiku Shoelaces untied become a tripping hazard Hope she falls for me
  39. 39. A Monday morning haiku Oh! no no no no No no no no no no no No no no and no
  40. 40. A bot haiku Seven hundred ten Seven hundred eleven Seven hundred twelve
  41. 41. 404 haiku The Web site you seek cannot be located but endless others exist
  42. 42. Internal server error Three things are certain: Death, taxes, and lost data. Guess which has occurred
  43. 43. (4) Compose a haiku! Guidelines: 1.  Use as many words from the cards as you can. 2.  Use the topic of this conference: organizations, complexity, management, agility, TDD, scaling… 3.  Don’t forget to add emotional experience, nature, love and sadness of being.
  44. 44. Haiku at scale
  45. 45. Creativity vs. consistency
  46. 46. SO How to get agile?
  47. 47. the modern answer …
  48. 48. manager’s task #1
  49. 49. Organizing self-organization 1. High Alignment our goal is … 2. Clear Constraints Here are some guidelines to help you … 3. High Autonomy now go and figure out how!
  50. 50. structure optimized for value delivery product managers managers users product teams collocated, multi-site
  51. 51. multiple product organizations managers product managers product managers product managers users product teams users product teams users product teams
  52. 52. manager’s task #2
  53. 53. Looks a little over-complicated to be able to help you reduce complexity
  54. 54. we are too <foo>*, Let’s introduce <BLAH>** ! * Replace it with a negative adjective of your choice. ** Replace it with your favorite scaling approach.
  55. 55. How (NOT)to choose a scaling method Is it reducing complexity or just sugar-coating it? Is it adding new system elements (roles, functions, departments, silos) or removing them? Is it centralizing or decentralizing decision-making? Is it redefining system elements or simply renaming them? Is it changing system dynamics (how people think, work, collaborate) or it will remain the same despite of the “new process” in place?
  56. 56. #2: understanding system dynamics
  57. 57. bonus More examples and thought food
  58. 58. Products on a shared platform TECHNICAL PLATFORM / ENGINE CONSUMER PRODUCTS
  59. 59. consumer-facing teams doing platform work TECHNICAL PLATFORM / ENGINE CONSUMER PRODUCTS
  60. 60. Satellite products BACK-END REST API CORE FRONT-END MOBILE APPS
  61. 61. All teams working on back-end BACK-END CORE FRONT-END MOBILE APPS
  62. 62. h)p://bit.ly/xing-mobile
  63. 63. Many small sub-products
  64. 64. Many small sub-products
  65. 65. Organize by customer value
  66. 66. Agile Coach developer, scrum master, scrum trainer, free-rider Alexey KRIVITSKY www.agiletrainings.eu www.krivitsky.com Lego4scrum.com – scrum simulation with lego retrospective-cheat-sheet.com – mini-book on retros Agilecoachingcanvas.org – toolkit for agile coaches

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