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Techniques For Sustainable Digital
Delivery At Scale
Ben Davison, Axiologik
About Me
About Axiologik
We Help Organisations Deliver Complex
Digital Change, Particularly In Complicated &
Constrained Environments
Digital Is Not Agile Or Cool Tech
http://www.axiologik.com/2019/02/21/achieve-digital-nirvana-
with-the-big-scaled-rigorous-agile-wizardry-framework/
Digital Is A Paradigm Shift In How
We Consider Business & Tech
A fundamental re-imagining and re-engineering
of an organisation around customer journeys
Business agility, enabled by technology – i.e. the
ability to sense, interpret, react and outmanoeuvre
To Succeed, You Need To Worry
About Three Things
What you’re going to do
How you’re going to do it
How you’re going to get there
Book Recommendation: What
You’re Going To Do
Takeaways:
• Prioritisation frameworks are important -
don’t just do stuff
• Research is critical
• Be clear on how you measure success
For What You’re Going To Do, The
Answer Is Simple
• Individually deployable components
• Software always in a deployable state
• Single unit flow
• Focus on software operability
But As Ever, The Complexity Is In
How You Get There
Tightly coupled legacy architecture
Short term mindset – projects vs products
Change resistant IT operations
Organisational inertia
‘Test everything together, at the end’
‘It won’t work here’
Be Wary Of Snake Oil Salespeople
Selling ‘Transformations’
Transforming your tech organization is a painful, complex
journey full of experimentation, success and failure
But You Do Need To Have A Strategy
For Getting There
COMMISSION TEAM SET UP
START
WORKING
IMPROVE
FLOW
INCREASINGLY
DECOUPLE
ACCELERATE
But where do you start?
Start small, build momentum, notch up some wins, create
organizational excitement, scale
Principle 1: Align To Change Pressure
Teams should align to the where the change is coming
from / needs to go
Both business and technology
Align around shared objectives and KPIs
Misalignment creates friction
Principle 2: Minimise Dependencies
Teams should be in control of their own destinies and not
constrained by other teams
‘Platformify’ shared or common components, e.g. infra
Effective use of simulators and contract testing
Manage interface versions – no breaking changes
Principle 3: Take A Lean Approach
Understand value streams, instrument the process, relentlessly
focus on reducing cycle time
Map your end-to-end development processes
Use tooling and visualisations to model the flow and identify
bottlenecks / waste
Senior leadership responsibility for and engagement in driving
metrics
Principle 4: Focus On Software
Operability
Dedicated time, each and every sprint / cycle, to improve how
the system is deployed, tested, managed, improved
Dev team access to production logs and telemetry
Focus on business metrics, not IT Ops metrics
Continuous feedback and improvement loops (e.g.
exploratory testing)
Principle 5: Care About Engineering As A
Discipline
Promote a high-performance engineering culture where
engineers want to learn and improve their products
Engineering self-assessments and coaching support
TechTalks and guilds
Shared ownership of standards tools and processes
Principle 6: Start Small, Prove The
Model, Scale
Transformation is all about momentum. Make sure you can
win.
Don’t pick the hardest, most important area first
Have clear, demonstrable success criteria
Communicate, communicate, communicate
Principle 7: If It Hurts, Do It More Often
Source: Frequency Reduces
Difficulty – Martin Fowler
To Find Out More
• Come and see me afterwards or get in touch:
• Ben Davison - ben.davison@axiologik.com
• www.axiologik.com

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Techniques For Sustainable Digital Delivery At Scale - Leeds Digital Festival

  • 1. Techniques For Sustainable Digital Delivery At Scale Ben Davison, Axiologik
  • 3. About Axiologik We Help Organisations Deliver Complex Digital Change, Particularly In Complicated & Constrained Environments
  • 4. Digital Is Not Agile Or Cool Tech http://www.axiologik.com/2019/02/21/achieve-digital-nirvana- with-the-big-scaled-rigorous-agile-wizardry-framework/
  • 5. Digital Is A Paradigm Shift In How We Consider Business & Tech A fundamental re-imagining and re-engineering of an organisation around customer journeys Business agility, enabled by technology – i.e. the ability to sense, interpret, react and outmanoeuvre
  • 6. To Succeed, You Need To Worry About Three Things What you’re going to do How you’re going to do it How you’re going to get there
  • 7. Book Recommendation: What You’re Going To Do Takeaways: • Prioritisation frameworks are important - don’t just do stuff • Research is critical • Be clear on how you measure success
  • 8. For What You’re Going To Do, The Answer Is Simple • Individually deployable components • Software always in a deployable state • Single unit flow • Focus on software operability
  • 9. But As Ever, The Complexity Is In How You Get There Tightly coupled legacy architecture Short term mindset – projects vs products Change resistant IT operations Organisational inertia ‘Test everything together, at the end’ ‘It won’t work here’
  • 10. Be Wary Of Snake Oil Salespeople Selling ‘Transformations’ Transforming your tech organization is a painful, complex journey full of experimentation, success and failure
  • 11. But You Do Need To Have A Strategy For Getting There COMMISSION TEAM SET UP START WORKING IMPROVE FLOW INCREASINGLY DECOUPLE ACCELERATE But where do you start? Start small, build momentum, notch up some wins, create organizational excitement, scale
  • 12. Principle 1: Align To Change Pressure Teams should align to the where the change is coming from / needs to go Both business and technology Align around shared objectives and KPIs Misalignment creates friction
  • 13. Principle 2: Minimise Dependencies Teams should be in control of their own destinies and not constrained by other teams ‘Platformify’ shared or common components, e.g. infra Effective use of simulators and contract testing Manage interface versions – no breaking changes
  • 14. Principle 3: Take A Lean Approach Understand value streams, instrument the process, relentlessly focus on reducing cycle time Map your end-to-end development processes Use tooling and visualisations to model the flow and identify bottlenecks / waste Senior leadership responsibility for and engagement in driving metrics
  • 15. Principle 4: Focus On Software Operability Dedicated time, each and every sprint / cycle, to improve how the system is deployed, tested, managed, improved Dev team access to production logs and telemetry Focus on business metrics, not IT Ops metrics Continuous feedback and improvement loops (e.g. exploratory testing)
  • 16. Principle 5: Care About Engineering As A Discipline Promote a high-performance engineering culture where engineers want to learn and improve their products Engineering self-assessments and coaching support TechTalks and guilds Shared ownership of standards tools and processes
  • 17. Principle 6: Start Small, Prove The Model, Scale Transformation is all about momentum. Make sure you can win. Don’t pick the hardest, most important area first Have clear, demonstrable success criteria Communicate, communicate, communicate
  • 18. Principle 7: If It Hurts, Do It More Often Source: Frequency Reduces Difficulty – Martin Fowler
  • 19. To Find Out More • Come and see me afterwards or get in touch: • Ben Davison - ben.davison@axiologik.com • www.axiologik.com

Editor's Notes

  1. 20 years in IT business analyst, delivery manager, operations manager, programme director, head of delivery, managing director blah blah blah… Mostly large scale digital transformation, particularly recovering ones that are bust. From the UK’s 17th crappest town. Spent a lot of my life living in and dealing with crap. Live in Headingley, full time activities outside work – kids and resisting wife’s aspirations to move to somewhere with a Betty’s.