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How to grow learning multi-site agile organizations
The document discusses strategies for growing a learning organization within a multi-site agile framework, highlighting the historical context of software development challenges and emphasizing the importance of team structure and transparency. It outlines key lessons from large-scale, multisite, and offshore projects, advocating for decentralized decision-making and cross-collaboration among teams. Additionally, it critiques traditional organizational structures and suggests optimized formations that prioritize product delivery and enhance agility.
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How to grow learning multi-site agile organizations
- 1. How to growa learning multi-site agile organization Alexey Krivitsky agiletrainings.eu
- 2. Alexey krivitsky Scrum trainer Agilecoach Coach for ScrumMasters Software developer Free-ride skier fun profit
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- 5. The earliest large-scalesoftware- intensive product development … was the Semi-Automatic Ground Environment (SAGE) system. Created in the 1950s, it involved hundreds of people. One of the directors of SAGE was discussing why the programming had gotten out of hand. He was asked: “If you had it to do all over again, what would you do differently?” His answer was to “find the ten best people and write the entire thing themselves.”
- 6. large: don’t multisite: don’t offshore:don’t “After many years working in large, multisite, & offshore development, our key advice?”
- 7. “After many yearsworking in large, multisite, & offshore development, our key advice?” “OK. You’re still gonna do it, so we wrote these books…”
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- 16. Transparency can be scary “DoesAgile stink? Or is it just me?” Jon Kern
- 17. Fast feedback onour performance
- 18. flickr.com/photos/nazimuddin/ Fast feedback onour organizational agility
- 19. org chart 1. Whatis my org optimized for? 2. How are our teams functioning?
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- 21. “Your Structure isYour Strategy”
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- 24. Spaghetti code andtech debt
- 25. Spaghetti ORG andorg debt
- 26. It is notpossible to increase agility of an organization without understanding its system dynamics
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- 30. More complexity • Moreroles • More meetings
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- 32. Workload and RESOURCEmanagement
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- 36. And More complexity • More roles • More meetings • More management • More coordination • More people
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- 42. And More complexity • More roles • More meetings • More management • More coordination • More people • More focus on workers (instead of work) • More complex solutions • More complex dev process
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- 44. And More complexity • More roles • More meetings • More management • More coordination • More people • More focus on workers • More complex solutions • More complex dev process • More levels of indirection
- 45. Motivation is allabout … Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose Purpose
- 48. Our Intentions • Developershave sharp focus • Сode changes are under control • Architecture is kept clean • Developers have time for frameworks • …
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- 50. Tech org It isa complex system with technical focus. You need to have a good engineering background to comprehend and manage it. ⇒ We hire managers with engineering background. ⇒ They create more complex solutions.
- 51. More more moreMore complexity • More roles • More meetings • More management • More coordination • More people • More focus on workers • More complex solutions • More complex dev process • More levels of indirection • Less business focus • Less learning
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- 53. Variation: satellite products BACK-END RESTAPI CORE FRONT-END MOBILE APPS
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- 57. Self-organize into teams Useyour color cards. Good teams are: • 4-6 people • Good mixture of different colors • Equal number of cold and warm colors
- 58. Much better • Lessroles • Less incoordination • Less indirection • More transparency • More cross-site collaboration • More decentralization • More business-focus But…
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- 60. Collocated component teams Dispersedfeature teams Vs.
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- 62. “Learning teams” isnew agile
- 63. Some day… Collocated Featureteams at each site!
- 66. How does yourorganizational dynamics look like? What are the structural factors that affect decision-making?
- 67. But wait! There’smore!
- 68. Org structure optimizedfor value delivery product managers managers users product teams collocated, multi-site
- 69. at scale: multiple productorganizations managers product managers product managers product managers ??? users product teams users product teams users product teams