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UXDX Amsterdam - Repeatable autonomous team delivery, by Tony Grout, June 6th
- 1. TONY GROUT | ATLASSIAN | @TONYGROUT Repeatable Autonomous Team Delivery
- 3. Clear processes Measure outputs Reduce variability Highly structured roles Strong manager Personalised tools Stable team
- 4. Repeatable Autonomous Delivery? Bethlehem Steel Pennsylvania 1890s Factory workers
- 6. • Dislike their work • Avoid responsibility and need constant direction • Have to be controlled forced and threatened to deliver work • Need to be supervised at every step • Have no incentive to work or ambition, and therefore need to be enticed by rewards to achieve goals THEORY X THEORY Y • Happy to work on their own initiative • More involved in decision making • Self-motivated to complete their tasks • Enjoy taking ownership of their work • Seek and accept responsibility, and need little direction • View work as fulfilling and challenging • Solve problems creatively and imaginatively
- 8. Developers should abandon agile Ron Jeffries, agile manifesto co-author, 10 May 2018
- 9. Those that take orders usually run at half speed, underutilizing their imagination and initiative TRUST
- 13. PURPOSE The most expensive commodity on the planet is time Life Calendar Journal by Amr Kafina
- 14. Share the insights and the resulting “why”
- 15. PURPOSE People deliver better outcomes when they understand the “why”
- 18. Document Store Management Information Rule Engine Credit Risk Huge Agile Mortgage Products Mortgage Broker Mortgage Sales Engine Mortgage Customer Service Enterprise Data Warehouse Credit Score Z Mortgages Digital Shared Components CRM Message Broker Mainframe Middleware Test Environments Network System Management Service Availability Database Administration Central Server Support Software Packaging Midrange Unix Ops Digital Retail Mortgages Group Functions Business Functions TribeSquad (average 7 people) Alliance 2,000 people 1,250 people 8,000 people 1,000 people 1,000 people 14,250 people +1,300 Managers Z Z
- 19. Efficient Teams Every team is busy completing their user stories and tasks but no features are getting shipped!
- 22. ALIGNMENT All teams focus on shipping the highest item they can Priority
- 23. EFFICIENT TEAMS EFFECTIVE TEAMS
- 24. Increase in value delivered
- 26. Document Store Management Information Rule Engine Credit Risk Huge Agile Mortgage Products Mortgage Broker Mortgage Sales Engine Mortgage Customer Service Enterprise Data Warehouse Credit Score Z Mortgages Digital Shared Components CRM Message Broker Mainframe Middleware Test Environments Network System Management Service Availability Database Administration Central Server Support Software Packaging Midrange Unix Ops Digital Retail Mortgages Group Functions Business Functions TribeSquad (average 7 people) Alliance 2,000 people 1,250 people 8,000 people 1,000 people 1,000 people 14,250 people +1,300 Managers Z Z
- 27. Optimise for simple over smart - every time REPEATABLE AT HUGE SCALE
- 28. Sustainable Quality No severity 1 level defects escape to production Enabling Constraints Value Demonstrate which business metric you plan to improve Lead Time Release from idea to live in under 90 days
- 29. Have units create and publish how they work and how they’ll work with others REPEATABLE AT HUGE SCALE
- 30. Repeatable shouldn’t be a 100% REPEATABLE
- 31. What does this mean for you?
- 32. W. Edwards Deming “A bad system will beat a good person every time”
- 33. Purpose People deliver better outcomes when they understand the “why” Repeatable Autonomous Delivery Alignment Autonomy without a common goal is chaos Trust If you’re hiring competent people let them decide how best to do their job
- 35. Thank you Open for questions
Editor's Notes
- At Atlassian, something we spend a lot if time thinking about it is the future of work. More importantly though, when think about the future of work, we think about the future of TEAMWORK. Because, as you may have realised, Atlassian is all about TEAMS. We’re passionate about teams. Making teams more effective is core to everything we do…
- As part of this, we are continually looking for - and studying - high performance teams. <click to start animation> And after 15 years of research, talking to hundreds of customers, and thousands of teams… What if I told you we've finally found the perfect team?! A team that has scientifically determined the optimal way for every person to perform their job to the highest efficiency.
- We've documented this team’s attributes, and I want to know how many teams here in this audience also share these qualities. So I’m going to read out a list and as I do, I want you to count how many of these attributes apply to your team Clear processes Strictly defined and measured outputs Manage risks in order to reduce or eliminate variability Clearly identified and structured roles Strong & smart leader Personalised and customised tools, specific for each job Stable, unchanging team
- 4x more productive
- Douglas McGregor
- We’re using highly prescriptive methods to once again attempt to replace giving poeope
- Openness isn’t a new concept for us Atlassian - it’s been in our DNA from day one. In fact, if you walk around any of our offices you’ll see one of our core values is ‘Open Company No Bullshit’ - something you may not be able to hang in your office, but we hang proudly do for all to see. But this belief doesn’t just live on a poster - it’s central to our company and culture. It’s central to how we work and how we build our own teams. When I joined almost 7 years ago, this openness really shocked and impressed me. First, if you asked people for information, they always pointed you to our intranet which is Confluence. And then reading it, I was amazed at how open people were to ideas and criticism from others, but also how many people encouraged new thought. We believe that 3 things have to come together to open up work. I firmly believe that without openness, the Atlassian we all know today would not exist. Scott and I share the goal of building a company for the next 50 years and beyond, a company that will outlive us both. Openness has and will continue to play a vital role in our journey to build a highly successful, enduring company. It is central to our company and culture. It is central to how we work and how we build our own teams. And it is central to the products we create and how many of you use them in your own teams. It is at the heart of everything we do and how we view the world. Mike and I want to build a 100 year company - a company that will outlive us both - and we believe working open will continue to play a vital role in us getting there / on our journey.
- When teams are open, they build trust faster, create stronger connections and operate at higher speeds. When information flows freely, it provides everyone in the organization with the right context to unlock their creative ideas. So how do we be open?
- Without a clear reason why agile teams are building what they’re building they’re back on a production line - employee 2742 building backlog item 1452, and next week building backlog item 1463 and so and so on…..
- When dev and ops ship the hypothesis, built in the feature toggle and all the measures it’s disheartening to have no feedback on the feature or the first you hear is when your told the feature toggle was switched off as no one wanted to the feature without explaining what learning we did get from launching reversing the feature! They feel like they’ve wasted their lives! Story of Money Manager at Lloyds Banking Group and how Zak used that learning to prevent the UX teams being complacent and other teams from not expressing their concerns sooner!
- When teams are open, they build trust faster, create stronger connections and operate at higher speeds. When information flows freely, it provides everyone in the organization with the right context to unlock their creative ideas. So how do we be open?
- A key challenge in working as a team is most of us are given different KPIs or the more cool OKRs
- When teams are open, they build trust faster, create stronger connections and operate at higher speeds. When information flows freely, it provides everyone in the organization with the right context to unlock their creative ideas. So how do we be open?
- So with all of this newfound time, what does this mean for engineering teams?
- Working Agreement -