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We're Agile. So why haven't our outcomes improved?
- 1. We’re agile! Why are our outcomes not improving?
- 2. Rohny Kohavi The world's leading expert in performing A/B testing at scale https://dl.acm.org/doi/10.1145/3534678.3539160 33% Microsoft, 2009 10% Booking.com, 2012 15% Bing, 2014 10% Netflix, 2020 10% Google Ads, 2020 8% Airbnb, 2022
- 4. There is no such thing as user error Only bad design
- 6. 2 1 4 3 over Individuals and Interactions Processes and Tools over Working Software Comprehensive Documentation over Customer Collaboration Contract Negotiation over Responding to Change Following a Plan
- 8. Here’s a ready made process
- 9. How do we structure teams? ● Scrum Master ● Product Owner ● Development Team 2 Structure Roles Rebrand project manager Rebrand business analyst
- 10. 1 Process How should development work change? Plan Analyse Design Build Test Deploy Smaller iterations
- 11. How should we fund work? Plan Analyse Design Build Test Deploy Business Case 4 Funding No real advice. So let’s keep the business case process 3 Alignment
- 12. How do we govern it? Plan Analyse Design Build Test Deploy Business Case The business case has timelines and costs so let’s use them. 5 Governance
- 13. How do we govern it? Plan Analyse Design Build Test Deploy Business Case We should put together a detailed plan if we are going to be held to account for those dates! 5 Governance
- 14. How do we govern it? Plan Analyse Design Build Test Deploy Business Case We need an overview of the requirements to make sure the plan is solid 5 Governance
- 15. How do we govern it? Plan Analyse Design Build Test Deploy Business Case And lets get a good design for the system built so we don’t hit unexpected issues. 5 Governance
- 16. Water Scrum Fall
- 18. Focus on ease, not motivation
- 22. What about funding, governance, alignment, structure..
- 23. 4 Funding 3 Alignment 5 Governance 6 Scaling 2 Structure 1 Process
- 25. What do we need to actually make it easy?
- 26. 3 Alignment 5 Governance 6 Scaling 4 Funding 1 Process 2 Structure
- 27. What does this really tell us? 33% Microsoft, 2009 10% Booking.com, 2012 15% Bing, 2014 10% Netflix, 2020 10% Google Ads, 2020 8% Airbnb, 2022
- 28. We need to make this quick and iterative This is our process
- 29. We can add roles to explicitly manage the complexity All of the scaling frameworks advocate for a role like this PMO Program Manager Project / Product Manager Release Train Engineer Architecture Board
- 30. We can’t manage dependencies We must remove them
- 31. End-to-end ownership Research Design Solutions Develop Solutions
- 32. 1 Process Identify opportunities Identify and evaluate solutions Iteratively build and validate solutions Empower teams to identify and build solutions
- 33. But team’s don’t exist in isolation 2 Structure
- 34. Dependencies remove autonomy which removes accountability. It wasn't my fault, I did my job!
- 35. The purpose of a business is to create and keep a customer So we need to start with how our customers see our product Inspiration I want to go on a holiday Catalogue Does this airline fly where I want? Search What is the price for my dates? Book OK, I'll go ahead and book - wow there are a lot of steps! Checkout Paid! I'm ready to go Operate Time to go to the airport 2 Structure
- 36. Autonomy through Domain Driven Design 2 Structure
- 37. We have two different team types Product Teams decide on the streams and set the direction. Stream Teams build the product.
- 38. SOURCE: HENRIK KNIBERG What we want What management are worried about What we have
- 39. Alignment with Context 1. Product Vision Map the business vision to an actionable and inspiring product vision 5 - 10 year timeframe 2. Product Strategy Map the business strategy to an actionable product strategy 1-3 year timeframe 3. Stream Objectives Translate business goals into quarterly product objectives for each stream team Quarterly timeframe
- 40. 4 Funding Fund value streams, not teams Home Page Search Product Cart Checkout Home Page Search Product Cart Checkout Our Product Team A Team B Team C Team D
- 41. Different types of metrics Effort Hours spent by the team Output Features built Outcome Customer usage Impact Revenue, Costs Easy to measure but not very useful Too lagging to be useful as a metric for feature development The sweet spot! 5 Governance
- 42. Product Teams translate Impact to Outcome Metrics Business Goals Product Goals 5 Governance
- 43. 6 Scaling Recover economies of scale
- 44. 6 Scaling Internal Product Teams
- 46. 6 Scaling Recover economies of scale
- 47. Zero blocking dependencies from idea to satisfied customers