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Agile experiences from the trenches #DBART 2020

Presentation "Agile experiences from the trenches @Deutsche_Telekom SmartHome" at #DBART Feb 27th 2020

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Agile experiences from the trenches #DBART 2020

  1. 1. IoT is f*#%ing awesome! Like a boss...
  2. 2. Agile Experiences from the trenches Telekom SmartHome Patrick Sauerwein @Virtual_Patrick #DBART
  3. 3. Disclaimer Subject period March 2017 till January 2020; product available since 2013 New organisation since February 2020 Product Owner’s view; biased personal view; incomplete
  4. 4. The customer view about the product
  5. 5. Complex team & deployment architecture
  6. 6. Spotify adapted: “lipstick on the pig” model
  7. 7. Individual agile development process
  8. 8. DTAG 5 level hierarchies and mixed legal orgs Division Technology & InnovationVorstand Technology & Innovation (VTI) Deutsche Telekom AG Telekom Deutschland GmbH (TDG) Manager Consumer IoT H e r e
  9. 9. Conway’s Law Organising your product and value streams matters and is reflected in Conway’s law: “…organizations which design systems … are constrained to produce designs which are copies of the communication structures of these organizations.” M. Conway ( patterns/product-organization-pattern-language/conway-s-law)
  10. 10. Larman's Laws of Organizational Behavior 1. Organizations are implicitly optimized to avoid changing the status quo middle- and first- level manager and “specialist” positions & power structures. 2. As a corollary to (1), any change initiative will be reduced to redefining or overloading the new terminology to mean basically the same as status quo. 3. As a corollary to (1), any change initiative will be derided as “purist”, “theoretical”, “revolutionary”, "religion", and “needing pragmatic customization for local concerns” — which deflects from addressing weaknesses and manager/specialist status quo. 4. As a corollary to (1), if after changing the change some managers and single-specialists are still displaced, they become “coaches/trainers” for the change, frequently reinforcing (2) and (3). 5. Culture follows structure.
  11. 11. Try system thinking - WIP it real good Count the hops between the team and ... - users - customers - support/success - sales & marketing - each other (inc. design & test) - the budget - data & insights - strategy/why - deployment into prod - prod-like env - hiring (new teammates) - tools You'll learn a ton. “A bad system will beat a good person every time.” – W. Edwards Deming
  12. 12. The nudge: product teams and thinking
  13. 13. Delivery vs feature vs product teams Delivery teams are not cross-functional (basically just developers plus a backlog administrator product owner), they are not focused on outcome (they are all about output), and they are not empowered (they are there to code and ship). Feature teams usually are cross-functional (at least some form of designer and some form of product manager), but they are still all about output and not empowered. Product teams are cross-functional, focused and measured by outcome, and empowered to come up with solutions that work.
  14. 14. Product Team Empowerment Why don’t more companies empower their teams? In a word: TRUST. - Marty Cagan
  15. 15. “People are allowed to do their thing.”
  16. 16. Alignment & autonomy
  17. 17. Team mandates & scope
  18. 18. 12 Signs You’re Working in a Feature Factory ● No measurement. ● Rapid shuffling of teams and projects (aka Team Tetris) ● Success theater around “shipping” with little discussion about impact. ● Infrequent (acknowledged) failures and scrapped work. ● No connection to core metrics. ● No PM retrospectives. ● Obsessing about prioritization. ● No tweaking. ● Large batches. ● Chasing upfront revenue. ● Shiny objects
  19. 19. Tetris mindset: fetishizing busyness & output Focus on innovation/ value delivery Focus on predictability/ plan fulfillment
  20. 20. Pandora’s box of prioritization: roadmap violation & overcommitment A roadmap IS NOT ● a project or release plan ● a list with dates and features A roadmap IS ● a strategic communication tool ● a prototype of your product strategy ● state of intend and direction ● how you will realize your product vision
  21. 21. The revenge of the PMO - obsession with (ill-)planning
  22. 22. Roadmap vs project plan
  23. 23. Impact with product team empowerment
  24. 24. Output over outcome? Product delivery Building it. Goal: Ship fast! ● Annually ● Quarterly ● Monthly ● Weekly ● Daily ● Continuous Integration Product discovery Deciding what to build. Goal: Learn fast. ● Are we meeting stakeholder needs? ● Can customers use it? ● Do customers want our solution? ● Are we solving a problem the customer cares about? ● Are we driving a desired outcome?
  25. 25. XP: Manage Your Goals Instead of Activities Less of... More of ...
  26. 26. An Iterative Waterfall Isn’t Agile - #BDUF Engineering gets brought in way too late!
  27. 27. Successful products balance many concerns
  28. 28. Plan driven vs agile convergence
  29. 29. Dual track development “To set your expectations, strong teams normally test many product ideas each week—on the order of 10 to 20 or more per week.” - Marty Cagan (Inspired)
  30. 30. Product discovery
  31. 31. Product discovery
  32. 32. Opportunity decision tree
  33. 33. TL;DR: embrace change
  34. 34. Danke! Eure Fragen & Feedback? @Virtual_Patrick #DBART