The document discusses the benefits of extreme programming (XP) and continuous deployment (CD) for achieving better business outcomes in software development. It emphasizes the importance of practices like user-centered design, minimum viable products, and data-driven decisions while highlighting key metrics for measuring software delivery performance. The author advocates for a balanced approach to product management that fosters team collaboration, adaptability, and continuous improvement.

1. Better Business Outcomes
Through Extreme Programming and Continuous Deployment

2. Cover w/ Image
Hi! I’m Simon Duffy
I’ve been building software products for 15
years, primarily in Product Management roles.
I gravitate towards opportunities where I get
to work in teams and love doing things for the
first time.
I believe ….
- the secret sauce of high performing
teams is micro-communication
- product management is a scientific
process
- there are no beaches in the world like
Australia (that I’ve been to anyway)

3. Cover w/ Image
Discussion flow … (maybe)
■ The balanced team
■ XP
○ TDD
○ Paired Programming
○ Continuous Integration
■ Continuous Delivery
■ XP & CD >> Business Performance

4. The Balanced Product Team

5. Lean Startup
Reducing the risk of building the
wrong thing while comfortably
changing direction
User Centered Design
Ensuring the software solves a real
problem for real users in a desirable
and usable product.
Extreme Programming
Building working software at a
consistent speed and quality in the
face of changing requirements.
Development Design Product Management
Balanced Team

6. Lean Startup
Reducing the risk of building the
wrong thing while comfortably
changing direction
● Minimum Viable Product (MVP)
definition
● Identify risky assumptions
● Lean experiments
● Data driven decisions
User Centered Design
Ensuring the software solves a real
problem for real users in a desirable
and usable product.
Extreme Programming
Building working software at a
consistent speed and quality in the
face of changing requirements.
Development Design Product Management
PRACTICES
Product Management

7. Lean Startup
Reducing the risk of building the
wrong thing while comfortably
changing direction
● Minimum Viable Product (MVP)
definition
● Lean experiments
● Identify & test assumptions
● Data driven decisions
User Centered Design
Ensuring the software solves a real
problem for real users in a desirable
and usable product.
● User Interviews
● Ethnographic studies
● Persona definition
● Prototype creation
Extreme Programming
Building working software at a
consistent speed and quality in the
face of changing requirements.
Development Design Product Management
PRACTICES PRACTICES
User Centered Design

8. Lean Startup
Reducing the risk of building the
wrong thing while comfortably
changing direction
● Minimum Viable Product (MVP)
definition
● Lean experiments
● Identify & test assumptions
● Data driven decisions
User Centered Design
Ensuring the software solves a real
problem for real users in a desirable
and usable product.
● User Interviews
● Ethnographic studies
● Persona definition
● Prototype creation
Extreme Programming
Building working software at a
consistent speed and quality in the
face of changing requirements.
● Paired Programming
● Short iterations
● Continuous Integration
● Test-Driven Development
Development Design Product Management
PRACTICES PRACTICES PRACTICES
Development

9. ”Continuous Delivery is the ability to get
changes of all types—including new
features, configuration changes, bug fixes
and experiments—into production, or into
the hands of users, safely and quickly in a
sustainable way.”
Principles:
1. Build quality in
2. Work in small batches
3. Computers perform
repetition, humans solve
problems
4. Relentlessly pursue
continuous improvement
5. Everyone is responsible

10. Measuring software delivery performance *
Metrics Definition
Deployment
Frequency
Deployment to Production or an App Store *Proxy for
batch size
Lead Time for
Changes
Code committed to successfully running in Production
MTTR Mean time to restore service
Change Failure
Rate
% of changes that result in degradation of service or
remediation
* Referencing ‘Accelerate’ by Nicole Forsgren, PhD, Jez Humble and Gene Kim from this point onwards

11. Measuring software delivery performance
Metrics High Performers Medium Performers Low Performers
Deployment
Frequency
On demand
(multiple per day)
Between once per
week and once per
month
Between once per
week and once per
month
Lead Time for
Changes
Less than one hour
Between one week
and one month
Between one week
and one month
MTTR
Less than one hour Less than a day
Between one day
and one week
Change Failure
Rate
0-15% 0-15% 31 - 45%

12. Measuring Business Performance
Profitability
Market
share
Productivity
Commercial measurements only

13. Measuring Business Performance
Profitability
Market
share
Productivity
High performing software delivery
organizations were twice as likely to meet or
exceed these goals

14. How XP and CD enable software delivery performance
Metrics Agile XP & CD Practices
Deployment Frequency Highly correlated to implementation of version
control and continious delivery
Lead Time for Changes Highly correlated to implementation of version
control and test automation
MTTR Highly correlated to version control and
monitoring
Change Failure Rate Independently correlated to the other three
combined

15. XP and CD key capabilities
8 statistically significant capabilities to improve SW performance:
● Version control
● Automate your deployment (the 10 minute build)
● Implement CI
● Trunk based dev methods
● Test automation
● Manage test data
● Build security concerns in
● Implement CD

16. Transform your entire business—not just your ITTECHNOLOGY
CULTURE Build with
empathy
PROCESS
Continuously
improve
TOOLS
Focus on developer
productivity
PLATFORM
Run any app, on every
cloud, using one platform
MODERN
SOFTWARE
PROCESS

17. Transforming How The World Builds Software
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