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Why featureteamsarenotenough
- 1. Disclaimer Any resemblance of characters or events to actual persons or organizations, living or dead still in business or bankrupt is purely coincidental
- 2. Why feature teams are not enough Super Soft The Story of Herman – an agile coach
- 3. I’m done but nothing works? http://theabcsofgod.files.wordpress.com/2011/05/puzzle.jpg
- 5. Silos and how motion is bad http://www.flickr.com/photos/docsearls/5500714140/lightbox/
- 6. Why Herman needed feature teams http://thepauls.files.wordpress.com/2011/01/pass_the_baton.jpg
- 7. Feature team creation and roles Development Test and QA GUI
- 8. Winds of Change “It is not necessary to change, survival is not mandatory.” - W. Edwards Deming http://www.cpsu.org.au/multiattachments/18769/Image/change-management1.jpg
- 9. So what now? Where to go to? http://www.morguefile.com/archive/display/48249
- 10. Why feature teams were no longer enough http://www.goodfuneralguide.co.uk/wordpress/wp-content/uploads/2012/01/green-puzzle.jpg
- 14. What is a squad? Product Management Localization/Documentation Feature SQUAD Feature SQUAD Feature Test and QA Feature SQUAD A SQUAD B Development GUI
- 15. Herman’s challenges with squads http://worldtranslation.org/uploads/Image/News/Sport/climbing.jpg
- 16. Herman’s conclusion “Learning is not compulsory… neither is survival.” - W. Edwards Deming http://3.bp.blogspot.com/- 9v34e833GAI/TwvEJBG5IZI/AAAAAAAAAIA/J8xIBUb6HQo/s1600/Zen_stones_Early_Evening_by_HollowIchigoBanki.jpg
- 17. Thank you for your attention! http://westlothiankarateassociation.files.wordpress.com/2012/08/bigstock_karate_boy_bowing_149219.jpg
- 18. Contact Information Sven Schnee Agile Project Manager Twitter: @MrSnow76 LinkedIn: http://www.linkedin.com/pub/sven-schnee/27/932/5a5 Luis-Miguel Goncalves Agile Project Manager Twitter: @lgoncalves1979 LinkedIn: http://www.linkedin.com/in/luismsg Daniel Catalina Technical Project Manager Twitter: @_dancat LinkedIn: http://www.linkedin.com/pub/daniel-catalina/1/545/552
Editor's Notes
- Hermann:Add pictureAgile coach working full time in the company super softSwitching from waterfall to agile processesLisa
- Everyone is working in their silo “most effective and efficiently used”Single departments (silos) strive for their own benefitSingle parts of the software are done but since nothing is integrated nothing worksBig integration BANGs or pain when everything is being put together (Regression testing)Herman was hired here to help Super Soft to become more agileFaster Time to MarketFlexibility in changing requirementsBuild quality inContinuous delivery
- Allthe organization was pure waterfallDevelopment of a new Release took like 1-2 yearsA lot of stress before each release with actual release date often delayedNot enough time to test everythingBlame games
- All the work of a specifc component is done in a single departmentOnce work is finished it is handed over to the next departmentWith the added documentation they have find out what’s “in it”Reading that documentation and understanding it takes a lot of time (motion)Often not all needed information is documentedIntegration is never tested before the end so Silo A doesn’t know if their stuff works with Silo BFrom this Hermann decided that he needs changes in order to be able to fulfill his goals
- Hermanwanted to have:Vertical thinking Draw on the flipchart Feature delivered to the user after each iteration (2 weeks)All development skills needed together so no need to wait on somebodyDevsQAGUI skills
- Rules:2 weeks iterations5-6 people consisting of 2 devs2 testers1-2 GUI developers/designers
- All of a sudden market requirements changed.Former local installed software was no longer enough.The new system was much more complex and needed almost every department in the company to contributeBasically it was a complete new product with the old one being just a tiny part
- NowHerman was puzzled and he had to create a new strategyAll different parts of the new product had to somehow work togetherStill customers should receive value after each iteration
- The output of the feature teams were no longer a full feature.Only together with the output of all other parties it could become a full vertical featureBasically Herman had to start over from scratch
- Hermanhat a brilliant idea.Her heard of a famous formation that is able to fulfill any mission.This formation would have all skills necessary to master even the toughest challenges.
- But first he needed to find out what such a Squad would need in skillsThe new requirements needed new skills. So he had a close look at all silos again to find out what would be needed to fit these skill requirementsHe needed to find the proper specialists that could work in the squad
- Squadscould finally complete the puzzleAll needed skills were together in a teamNo help from outside was neededNo need to wait for others to finish their task
- Flipchart time:So Herman’s goal’s were the same as before but in a different context now:draw on the flipchart Add localizationAdd PMProductionCRM (customer relationship management)
- Distributed teams:Dailieswere a challengeTime differences proved to be difficultCultural differences showed upArchitectureWhat previously has been done by feature teams was now the responsibility of all Squads togetherSome squads were too big (10+) and some members would be idle quite a lotSome general resistance to work in a changed environmentEven though assigned to squads members had still the “silo duties”
- Herman was happy to reach his goals.He found out that Supersoft was now able to respond to change over following a plan.And Lisa was happy to finally play with her completed features