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![@MartinBurnsSV
http://everydaylean.info
Summarising
the
delivery
problem
Our
world
has
large
products
• You
cannot
produce
a
retail
loyalty
card
system
with
6-‐8
people
in
one
room
(in
a
sane
amount
of
time)
• Conway’s
Law
implies
many
small
teams
• And
now
we
have
a
co-‐ordination
challenge.
• Designing
a
solution
from
1st
principles
incurs
significant
Risk.
• So
what
do
we
need?
…but
we
cannot
have
large
teams
• Communication
pathways
grow
exponentially
with
team
size:
[n*(n-‐1)]/2
5
members:
10
pathways
10
members:
45
pathways
• Prof
Robin
Dunbar:
there
is
a
cognitive
limit
to
the
number
of
individuals
with
whom
any
one
person
can
maintain
stable
relationships
• Large
teams
produce
monolithic
Big
Balls
of
Mud](https://image.slidesharecdn.com/xj9vobzerp2d8sxu6sxg-signature-b29870111cf5a2c511ef1795eacb06ce32d9cd91611d59681955a68da5e36652-poli-150521100143-lva1-app6892/85/SAFely-Dancing-With-Conway-s-law-21-320.jpg)
Uploaded byMartin Burns
SAFely Dancing With Conway's law
The document discusses the complexities of system design in organizations, emphasizing that successful delivery often requires aligning organizational structure with the architecture of microservices. It presents the Scaled Agile Framework (SAFe) as a solution to enhance collaboration, transparency, and efficiency across teams, addressing challenges posed by Conway's Law. Ultimately, it asserts that to achieve the benefits of service-oriented architecture, organizations must adopt a suitable structure and processes that balance autonomy with alignment.
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SAFely Dancing With Conway's law
- 1. @MartinBurnsSV http://everydaylean.info Dancing with (µ)Services Based Architectures With The Scaled Agile Framework (SAFe®)
- 2. @MartinBurnsSV http://everydaylean.info The Challenge “We can't control systems or figure them out. But we can dance with them! ” —Donella Meadows
- 3.
- 4. @MartinBurnsSV http://everydaylean.info Is this your reality? Source: Tuhl at en.wikipedia.com
- 5. @MartinBurnsSV http://everydaylean.info Or perhaps this..? Source: martinfowler.com
- 6. @MartinBurnsSV http://everydaylean.info Successful organisations are Sociotechnical Systems
- 7. @MartinBurnsSV http://everydaylean.info Conway’s Law “organizations which design systems ... are constrained to produce designs which are copies of the communication structures of these organizations ” —Melvin Conway “If you have four groups working on a compiler, you'll get a 4-‐pass compiler” —Eric S Raymond
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- 9. @MartinBurnsSV http://everydaylean.info Fighting Conway’s Law: Demand Splitting Source: iancarroll.com
- 10. @MartinBurnsSV http://everydaylean.info Fighting Conway’s Law: Handoffs Source: iancarroll.com
- 11. @MartinBurnsSV http://everydaylean.info Designing the System Starts with Designing the Organisation
- 12. @MartinBurnsSV http://everydaylean.info Organisation Design is a Critical System Design Decision
- 13. @MartinBurnsSV http://everydaylean.info How would you design an organisation to deliver (µ)SOA?
- 14. @MartinBurnsSV http://everydaylean.info How can that organisation work together to achieve SOA benefits?
- 15. @MartinBurnsSV http://everydaylean.info Can we exploit that design to gain the quality, speed & productivity benefits promised by Agile?
- 16.
- 17. @MartinBurnsSV http://everydaylean.info How can that organisation work together to achieve SOA benefits?
- 18. @MartinBurnsSV http://everydaylean.info Levels of Risk 5 Nobody has ever done this before, anywhere 4 It has been done elsewhere once or twice 3 It has been done elsewhere quite a few times, with learning and repeatable results 2 It has been done within our organisation 1 It has been done within our organisation by this team
- 19. @MartinBurnsSV http://everydaylean.info You have a choice 1. Be a pioneer: Work out what works for you Levels of Risk 5 Nobody has ever done this before, anywhere 4 It has been done elsewhere once or twice 3 It has been done elsewhere quite a few times, with learning and repeatable results 2 It has been done within our organisation 1 It has been done within our organisation by this team
- 20. @MartinBurnsSV http://everydaylean.info You have a choice 2. Start with a framework and evolve Levels of Risk 5 Nobody has ever done this before, anywhere 4 It has been done elsewhere once or twice 3 It has been done elsewhere quite a few times, with learning and repeatable results 2 It has been done within our organisation 1 It has been done within our organisation by this team If you’ve done it before, you have expectations. If you’ve never done it, all you have is hopes
- 21. @MartinBurnsSV http://everydaylean.info Summarising the delivery problem Our world has large products • You cannot produce a retail loyalty card system with 6-‐8 people in one room (in a sane amount of time) • Conway’s Law implies many small teams • And now we have a co-‐ordination challenge. • Designing a solution from 1st principles incurs significant Risk. • So what do we need? …but we cannot have large teams • Communication pathways grow exponentially with team size: [n*(n-‐1)]/2 5 members: 10 pathways 10 members: 45 pathways • Prof Robin Dunbar: there is a cognitive limit to the number of individuals with whom any one person can maintain stable relationships • Large teams produce monolithic Big Balls of Mud
- 22. @MartinBurnsSV http://everydaylean.info The Scaled Agile Framework (SAFe) The Scaled Agile Framework is a template for applying Lean and Agile at teams-‐of-‐teams scale, with alignment and transparency Powerful Synchronizes alignment, collaboration and delivery Principled Well defined in books and in guidance Proven Scales successfully to large numbers teams
- 23. @MartinBurnsSV http://everydaylean.info SAFe in a Nutshell: Team Cadence Demo Story Story Story Story Iteration 2 weeks KanbanScrumban Scrum Retrospective
- 24. @MartinBurnsSV http://everydaylean.info SAFe in a Nutshell: Program Cadence System Demo Feature Feature Feature Feature Potentially Shippable Increment: 4-‐6 Iterations Team of Teams Retrospective
- 25.
- 26.
- 27. @MartinBurnsSV http://everydaylean.info The most visibility I’ve had into what the team are doing in 5 years, since the group was 15 people, and because of that, I have more trust and confidence than I’ve had in 5 years Big Room Planning
- 28. @MartinBurnsSV http://everydaylean.info Release Like an Airline Book in advance Plan for delays Plan for overbooking High cost of missing Queue, queue, queue
- 29. @MartinBurnsSV http://everydaylean.info Release Like a Train Frequent Departures No need to consult a timetable No need to book No worry about missing one Turn up and Go! Plan together; Deliver together
- 30. @MartinBurnsSV http://everydaylean.info • Enables a further fractal layer of independence with agreed touchpoints • Driven from Enterprise Strategy • Kanban System constrains WiP • Prioritisation by Economic Factors T14 T13 Portfolio Initiates, Funds & Governs Release Trains T19 T17T18 Release 1 Release 2 Release 2.1 Release 2.2 Release 3 Release 4 Release 4.1 T11 T10 L25 L25 T10
- 31. @MartinBurnsSV http://everydaylean.info Public Case Studies ScaledAgileFramework.com/case-‐studies Leffingwell et al. © 2014 Scaled Agile, Inc.
- 32. @MartinBurnsSV http://everydaylean.info Public Case Studies ScaledAgileFramework.com/case-‐studies Leffingwell et al. © 2014 Scaled Agile, Inc. Impressive Results • Transparency increased on all levels • Delivery cycle time down from >12 months to 3 months • Increased predictability (2014 92% successful releases) • Need for patches decreased • Fewer defects in main branch • Good basis for further growth
- 33. @MartinBurnsSV http://everydaylean.info Summary • If you want an architecture based on many services, you need an organisation of the same structure. • That organisation needs a process that balances autonomy and alignment. • The Scaled Agile Framework provides just enough structure to enable that, and it works. Architecture Organisation Sociotechnical Systems
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