Acnl2015 tom heisterkamp-build a sequoia

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This document discusses different approaches to organizing teams in agile software development. It suggests maximizing the number of feature teams with an external customer focus rather than component teams. It also discusses using multiple product owners to coordinate between teams and creating "component guardians" for internal coordination. The document also touches on internal open source approaches, Conway's Law relating organization structure to system structure, Dunbar's number of stable social relationships, and scaling agile approaches starting with two teams and adding more over time.

Which team serves the customer?
Customer Y
needs
product or
feature x
?
Front
Office
Team
Back
Office
Team

C1 C2 C3
C4 C5 C6
C7 C8 C9
Feature or component teams?
Requirements - BA
RA
Design - AR
Build - Bld
Test, QA - Tst
SIT
Acceptance - Sme
Operations - Ops
Feature
Feature X
Feature Y
PM
Feature Z - ..

Maximize feature teams
C1
F7
F3
F8
F1
F6
F2
F5
F4
Advice:
- Maximize # feature teams
- external customer focus
- Component teams
acting as supporting
- (No code owners)
- Internal coordination
between PO’s
- Break up teams through
(area) PO’s e.g. on C1
- Create component
guardians

Internal open source
Team Elm Team Oak
Henrik Kniberg
A B
System

Organization x
Conway’s law (1968)
Customer Y
needs
Serves
user Y
Front
office
Mid
office
Back
Office
Support
“Any organization that designs a system (defined more broadly here
than just information systems) will inevitably produce a design whose
structure is a copy of the organization's communication structure.”
Value stream
Jan Vlietland

Dunbar’s number
• Dunbar's number is a suggested cognitive limit to the number of
people with whom one can maintain stable social relationships;
• These are relationships in which an individual knows who each
person is and how each person relates to every other person;
• This number was first proposed by British anthropologist Robin
Dunbar, who found a correlation between primate brain size and
average social group size;
• By using the average human brain size and extrapolating from
the results of primates, he proposed that
humans can only comfortably maintain 150 stable relationships;
• Proponents assert that numbers larger than this generally
require more restrictive rules, laws, and enforced norms to
maintain a stable, cohesive group. It has been proposed to lie
between 100 and 230, with a commonly used value of 150.

Back
office
Team
Front
office
Team
Mid
office
Team
… fixing multiple component teams ?
Integration
team
Design
team

Team
Willow
Team
Elm
Team
Oak
… fixing multiple feature teams?
Integration
team
Design
team
Henrik Kniberg
Lean from the trenches

Traditional and Agile organizations
Agility
High
Low
Size
Small large
C.
Agile
Start-up
A.
Traditional
Niche
B.
Traditional
Dinosaurs
D.
Agile
Giants

This is the end, my only friend the
end
The best moment to plant a tree was twenty years ago,
the second best moment is now.
(African proverb)

Presentation for #OEGlobal in Kraków, Poland If one of our goals as educators is to develop these transversal skills in students, towards enabling them to function as citizens, to actively participate in the discourse and debates of society, then we propose that Open Data can play a key role. Open Data is produced and used at various levels in research, governance, policy making and civil society. In educational and academic contexts, Open Data can be understood and used as an Open Educational Resource (OER) to help support the engagement of students and researchers in analysing and collaborating towards finding solutions for contemporary real-world problems, chiefly by embedding Open Data and Open Science principles in research-based, scenario-led activities. In this way, students can experience working with the same raw materials scientists and policy-makers use.

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HubSpot

My journey - by dr. omar shawky

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RecruitingDaily.com LLC

How To Optimize Your Tech Recruiting Stack Patrick Christell, Senior Sourcer at Hire4ce, meets all the qualifications of “MASTER.” We’re talking a Full-Lifecycle Recruiter, Project Manager and Agile sourcing pod-builder with seven-plus years of progressive experience recruiting for technology companies across the boards. He also has a rather impressive tech stack, which is what this is all about. Patrick is here to give you 60-minutes of training and live Q&A that will help you learn to recruit top talent. In this webinar we will cover: - How to search. Tools like Hiretual, Seekout, AmazingHiring (and their plusses and minuses). The difference between searching for senior-level engineers, how to know if you are on a purple squirrel hunt, and what to with a BONUS live demo that iterates a single string. - How to run a sourcing pod. Learn how Patrick creates his own CRM that can do outreach and reporting - How to understand tech without being a techie. What a software stack even is, understanding how it fits together, learning what each part of the stack technologies are associated with. - How to engage talent. Why a mixture of broad spectrum outreach and personalized outreach is best. What cadence works best in 2019. Why only using inmails screws you, and how to leverage the phone even if you hate using it (TextNow). Nobody’s got time for a floppy stack. Let Patrick show you how to build in functionality and results.

Archangel Lightworks culture slides & application info

archangellightworks

International succes med cloud og agile

BestBrains

The document summarizes the experiences of Tradeshift, a company that facilitates business-to-business transactions, with using agile methods. It discusses how Tradeshift started using outsourced development teams with quasi-waterfall/scrum approaches and has evolved to using self-organizing teams. It also covers Tradeshift's experiences with validating learning through experiments and continuous delivery. Tradeshift emphasizes thinking like pirates, acting with agility, and learning through data to drive innovation.

Start small, stay small!

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This document proposes a framework to help balance incoming work for a team of software engineers (SoC). It divides work into four categories - Fixes, Achievables, Features, and Analysis. Fixes prioritize customer support issues and bugs. Achievables are tactical improvements led by the team. Features are strategic changes led by product management. Analysis is done to prepare features. The document outlines how each category is driven and prioritized. It aims to restore focus on delivering user value through frequent releases while balancing the needs of customers, the team, and the business. Progress will be reviewed regularly to evaluate if the framework is working well.

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There is no team more productive than a healthy, engaged team. Unfortunately, some organizations still use bottom line metrics to drive performance, which typically hurt more than they help. In this talk we’ll focus on an alternative approach to fostering a great working environment, looking at how we can leverage Spotify’s “Squad Health Check Model” and Patrick Hanlon’s “Primal Branding” to build strong foundations and feedback mechanisms that set the stage for high-performance Agile Teams. Daniel Tardif

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Crash Course: Managing Software People and Teams (Engineering Leadership SIG of SVForum, 11.12), a talk by Ron Lichty, co-author of Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams. "We'd like you to manage the team now." That's about as much introduction - and training - as many of us get before our first day managing. Often preceded only by, "You're a great programmer and you've got some people skills." But while programming cred and facility with people are helpful qualifications, what do you really need to know to manage well? What makes a manager great? What are the qualities that meld teams and deliver great software? Those are among the questions that led Ron Lichty and his co-author Mickey W. Mantle to write "Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams" (Addison-Wesley, September), now available for pre-order online. In this interactive session, we'll examine the great managers each of us has experienced, and the qualities, skills, finesse and gifts of greatness that made them stand out. We'll talk about "the rest of the job": managing up, managing out, and other aspects of being a seasoned manager that reports mostly don't see. And you'll take away a few best practices that take most managers years to discover.

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Acnl2015 tom heisterkamp-build a sequoia

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