Distributed Agile - Building Co-Innovative Delivery Centre at Scale
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This talk was presented in Top 100 Summit in Beijing on November 2013 by Ma Qiang, Thoughtworks and Herry Wiputra, REA Group. This talk discusses how to build and operate a co-innovative agile delivery center and create a distributed operation model at scale.
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Distributed Agile - Building Co-Innovative Delivery Centre at Scale
- 2. 揭示研发管理白金定律，分享那些激动人心的创新与变革，使得团队获得过多源动力与更大的推动力！ Herry Wiputra Head of Technology – Customer Systems REA Group @hwiputra Ma Qiang Delivery Centre Manager And Lead QA in ThoughtWorks @Markma_Jacob
- 36. We are Hiring!! Apply online at http://careers.realestate.com.au
- 38. 揭示研发管理白金定律，分享那些激动人心的创新与变革，使得团队获得过多源动力与更大的推动力！ Q&A MA Qiang from qma@thoughtworks.com Delivery Centre Manager, Lead QA Herry Wiputra from herry.wiputra@rea-group.com Head of Technology - Customer Systems
Editor's Notes
- HW opens and introduces self & and Topic – our journey and how it is we work Hands over to MQ to introduce self
- Herry W opens:REA is Australia’s #1 property portalAn international business, Italy, Hong Kong, Luxemburg, now ChinaMultiple brands for example real commercialHerry W hands over to Hu Kai to introduce ThoughtWorks.
- Co-relation, and causation.
- Opportunityvs ChallengeTW BrandCost efficiencyWork in real time – for effective comms, to promote a common way of working (2-3hours time difference)Great talent and attitudeLower attrition rates than other regionsHW hand over to MQ to discuss what TW wanted to work with REA.
- HW:Let me describe the model and our business drivers …
- HW ….Our distributed model is:2 delivery centresCentre #1 in Melbourne – about 80 people in IT delivery & co-located with IT ops and product managers and other business folkCentre #1 in Xian – owned and operated by ThoughtWorks, about 58 people, all focused on deliveryGoal of REA and TW
- HW:Started with a pilotWe choose an initiative that was valuable, a good chance of success, clearly defined integration points
- MQ talk about how we applied our lessons to this second pilot, how to we do it right from very beginning.CDPPClient: understand, client, visitDelivery:schedule,Process:agile,pipeline, business alignPeople:skill, buildtrust
- HW …Having confidence from pilot we now wanted to scale …
- We wanted a office space big enough (pilot was in Beijing) with a physcial layout similar to our Melbourne officeWe wanted 6-7 teams with 40-50 people with the right skillsWe had to put in place an effective operating model that would scaleA management and governance structureWe had to set up network connectivity – in a secure wayAnd we wanted to scale up in 6 monthsHW hand over to MQ
- MQ to describe scale approach:People & teamsGlobal help from different help.Start with the initiative with clear responsibility from beginning.Team travel to Melbourne for 4-6 weeks to incept an initiative, build relationships, pair with REA devs to build capabilitySplit and seed approach – nature tension between goals of individual team versus overall goal of delivery centre…etc…
- HW ….Capability growth phase – this is the phase we’re in nowOur goal is that the China DC has the capability and capacity to do any work. Important part of model that we have business aligned teams, not technology layer teams, that means:that they need to have the depth of knowledge to operate across our stack of systems to achieve a business outcomeThat teams have automony to promote effective decision makingHave a 1-team cultureThis approach enables an effective management structure and resource utilization.We need to make the investment in the teams capabillity to get these benefits.HW hand over to MQ talk about how we build capability and track it …
- HW …Important part of model that we have business aligned teams, not technology layer teams, that means:that they need to have the depth of knowledge to operate across our stack of systems to achieve a business outcomeThat teams have automony to promote effective decision makingHave a 1-team cultureThis approach enables an effective management structure and resource utilization.We need to make the investment in the teams capabillity to get these benefits.HW hand over to MQ talk about how we build capability and track it …
- MQ talk about how we build capability and track it …Forecast capabilitiesTravel Mel to ChinaTravel China to MelKey people Tenure.Move people between the teams.
- HWChange from our journey to how we work …Our goal is to work as cross-functional business aligned agile teams.We we have a successful history or working in an agile way in the Melbourne centreWe want to work in a distributed agile way – following our agile values, goals & practicesThere’s good news and bad news …Bad news is that distribution breaks agileGood news is that it possible to fix the things that break. We’ll talk about 3 area:CommunicationEnabling technologyLeadership and culture
- 90-day plan showcase
- Communication breaks …It’s obviously really … Agile relies on the face-to-face real time communication – verbal and non-verbalIn our initial pilot we would communicate by email, artifacts and to do lists. It was very painful. Email is the black hole of communication. That project got into real trouble.We had to solve this problem before we scaled up …Fortunately there’s a pretty simple solution … MQ ..MQ ….Describe always on team videoReally simple set up – mac mini, big screen at eye height, wide angle camera, good mic - each team has this physically set up in each team area (within 2 metres of team) – mirrored set up on both sides.How the teams use it – for structured team meetings and ad-hoc conversations.Jira used as electronic card wall – real time updatesIM very heavily usedSAAS corporate file share for artifacts like screen mocks – team work real time on shared artifactsEmail is seldom used.
- Communication breaks …It’s obviously really … Agile relies on the face-to-face real time communication – verbal and non-verbalIn our initial pilot we would communicate by email, artifacts and to do lists. It was very painful. Email is the black hole of communication. That project got into real trouble.We had to solve this problem before we scaled up …Fortunately there’s a pretty simple solution … MQ ..MQ ….Describe always on team videoReally simple set up – mac mini, big screen at eye height, wide angle camera, good mic - each team has this physically set up in each team area (within 2 metres of team) – mirrored set up on both sides.How the teams use it – for structured team meetings and ad-hoc conversations.Jira used as electronic card wall – real time updatesIM very heavily usedSAAS corporate file share for artifacts like screen mocks – team work real time on shared artifactsEmail is seldom used.
- Conway's Law: organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organisationsFunctional Catch Up: Tech leadQABAUX DesignerManagement meeting; Governance Meeting.
- MQ …We want our teams to be able to …Deploy frequently and reliably without depending on the face-to-face personal relationships that most organisations rely on to get apps across the line into productionWork in parallel with teams in Melbourne without getting in each others wayHave confidence that their changes aren’t breaking other teams work or introducing bugs into productionHWGetting our enabling technology for scale and for distribution is an ongoing journey – which we started about 2 years ago and have made great progress in, and we’ve still got a long way to go.We focused on 3 themes:Deployment automation – many of our core systems can now be deployed with minimal IT operations dependencyThe cloud – vast majority of dev and test environments are now cloud based, enabling dev teams to spin up environments quickly and easily and consistentlyOur build pipeline and test coverage – we built tooling for most of our teams to automatically pull component builds together, promote to test environmentsWe couldn’t work in line of business teams, in a distributed way, on shared code basis if we didn’t do this.
- 作为澳洲最大的房地产网站，REA对中国市场一直抱有兴趣。在进入中国的过程中，REA跟更多的中国公司建立了业务合作关系。而我们在这个过程中扮演了助手和伙伴的角色。REA邀请我们一起去见合作伙伴，一起谈合作，帮助 REA review合同，法律文件。等等。在这里，我们的目的不是盈利，而是希望做些力所能及的事情，减少REA的风险。一起成功，才是我们的目标。
- momentum
- HW ….Capability growth phase – this is the phase we’re in nowOur goal is that the China DC has the capability and capacity to do any work. Important part of model that we have business aligned teams, not technology layer teams, that means:that they need to have the depth of knowledge to operate across our stack of systems to achieve a business outcomeThat teams have automony to promote effective decision makingHave a 1-team cultureThis approach enables an effective management structure and resource utilization.We need to make the investment in the teams capabillity to get these benefits.HW hand over to MQ talk about how we build capability and track it …
- HW ….So what breaks ..Effective teams needs a common culture and great leadershipThey need the same mental model, values and need to be headed in the same directionThere have certainly been times in our journey where we haven’t achieved this and engagement and productivity has sufferedSo this is how we bridge the gap …Build relationshipsSupport sub-culturesGreat leadersMQ for comments …
- HW ….So what breaks ..Effective teams needs a common culture and great leadershipThey need the same mental model, values and need to be headed in the same directionThere have certainly been times in our journey where we haven’t achieved this and engagement and productivity has sufferedSo this is how we bridge the gap …Build relationshipsSupport sub-culturesGreat leadersMQ for comments …
- Marry not TW China, they marry TW global;
- MQ:Quick overview of thoughtWorksMQ hand over to me to describe context.
- HW summarise:Distributed Agile is a journey – worth starting – we started it from a sound Agile baseYou can make progress really quicklyDistibution breaks agile – but you can bridge what’s broken – focus on:Extreme communicationGreat leaders and cultureEnable technology.